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The Leader as a Key Factor in Success

The Leader as a Key Factor in Success. A Japanese research study recently found…. The Japanese eat far LESS fat than British and Americans…. …and live longer. The French eat far MORE fat than British and Americans…. …and live longer.

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The Leader as a Key Factor in Success

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  1. The Leader as a Key Factor in Success

  2. A Japanese research studyrecently found…

  3. The Japanese eat far LESS fat than British and Americans… …and live longer

  4. The French eat far MORE fat than British and Americans… …and live longer

  5. The Japanese drink far LESS alcohol than British and Americans… …and live longer

  6. But Germans drink more alcohol (wine) than British and Americans… …and live longer

  7. The only conclusion they could draw was that…

  8. Speaking English significantly reduces your life expectancy!

  9. The Leader as a Key Factor in Success

  10. “In the majority of failures – we estimate 70% – the real problem isn’t (bad strategy)…. It’s bad execution.”“Why CEO’s Fail”, Fortune Magazine

  11. “…there’s an alarming disconnect between the parts of the organization that formulate corporate strategy and the functions, processes, and people required to execute it” “The Office of Strategy Management” – Robert S.Kaplan & David P.Norton, Harvard Business Review

  12. What’s going wrongwith the people side of the equation?

  13. “Employee engagement is the extent to which employees… …are motivated to contribute to organizational success, and are willing to apply discretionary efforts to accomplishing tasks important to the achievement of organizational goals.” Vernon Bryce, Talking in TradeArabia

  14. 2009: The Legacy • Ambiguity • Fear • Complexity • Speed • Ever-changing priorities • A capable but shell-shocked talent force

  15. ‘Sustaining High Performance in Difficult Times’ – Harvard Business |Review

  16. Recognise that everyone is scared – it’s just a question of degree

  17. “We know that we cannot do what we’ve been doing any more. It’s not just that mortgage-backed securities have dug us a deep hole; we simply can’t l leverage money in ways we’ve gotten used to. But where do you go from here? No one - especially the current crop of CEOs seems to know. What is the next engine for growth? The next big money spinner?” Anonymous Banking Managing Director - Hidden Brain Drain Interview

  18. ‘Sustaining High Performance in Difficult Times’ – Harvard Business |Review

  19. “Sure, the lion is king of the jungle, but airdrop him into Antarctica,and he's just a penguin's plaything” Dennis Miller

  20. Don’t do it!

  21. Disengagement has a silver lining …it represents an untapped resource that could rocket productivity by 20%+ if tapped * * Corporate Leadership Council Study of 50,000 employees

  22. Untapped ‘employee performance potential’ • 84% of highly engaged employees believe they can positively impact the quality of their company’s products, compared with 31% of the disengaged. • 72% of the highly engaged believe they can positively affect customer service, versus 27% of the disengaged. • 68% of the highly engaged believe they can positively impact costs in their job or unit, versus 19% of the disengaged. Towers Perrin (85,000 / 16 countries/ four continents)

  23. Fortune Magazine’s “100 Best places To Work” “… a great workplace is measured by the quality of three, interconnected relationships: The relationship… • …between employees and management • …between employees and their jobs/company • …between employees and other employees”

  24. The Charismatic Leader… your time has come

  25. We defined a more practical ‘commercial charisma’…

  26. "Charismatic leaders create and maintain a work environment where people are emotionally and intellectually committed to the organization's goals. They build an energetic and positive attitude in others and inspire them to do their very best. In doing so they create a common sense of purpose where people are more inclined to invest extra energy and even some of their own time in their work."

  27. The Research - 2010 • 40,000 manager-leaders assessed for their charisma • …by 40,000 ‘Bosses’ and more than 400,000 ‘Peers’ & ‘Direct Reports’ • Results to be published in January

  28. “The most dangerous leadership myth … asserts that people simply either have certain charismatic qualities or not. That's nonsense … the opposite is true... ....(Charismatic) leaders are made rather than born.” Warren Bennis

  29. “Inspirational Leaders choose to be Inspirational Leaders – they make the choices that enable them to become Inspirational Leaders”

  30. The Charismatic Leader emanates a contagious enthusiasm

  31. "I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth.“ JFK, May 1961 Charismatic leaders focus on results

  32. Charismatic leaders build personal relationships with their people

  33. “In a crisis top performers will stay wherever their personal value rises at a rate greater than that possible elsewhere” Deiric McCann

  34. “In these days of Talent Wars, the best way to keep your stars is to know them better than they know themselves… …and then use that information to customize the career of their dreams” Timothy Butler & James Waldroop “Job Sculpting” Harvard Business Review September-October 1999

  35. Make it your OBVIOUS mission to make your top people all they can be Focus upon external value Develop personal USPs Provide greater high level contact & mentoring / coaching Engage in long-term programs with certified output

  36. You Must Know Their… • Achievements to date • Failures to date • Strengths • Development needs • Career / life goals – inside & outside the organisation • Family situation – priorities • Passionate interests

  37. Charismatic leaders are extraordinary communicators

  38. Communication I: Listen! “The greatest compliment that was ever paid me was when one asked me what I thought, and attended to my answer.” Henry David Thoreau Feedback

  39. ‘I’m not afraid of death. I just don’t want to be there when it happens.’We’re not afraid of feedback. We just don’t want to be in the room when it’s delivered. Sylvia Ann Hewlett

  40. Identify why each top performer position is vital, what it contributes – and tell them Over, and over, and over again (‘Rule of Seven’) Catch teams and individuals doing good – and recognize it publicly (sincerely) Communication II: Feedback

  41. “Sometimes the fiercest thing we can say to someone is, “I want to tell you exactly what I appreciate about you.” And tell them.With no ‘but’ or ‘however’ attached. Susan Scott, Fierce Leadership

  42. At every level the overriding atmosphere must be one of optimism Find the good news and promote it Communication III: Keep it Positive

  43. At every level the overriding atmosphere must be one of optimism Find the good news and promote it Don’t assume it has penetrated – bad news travels faster and more efficiently Communication III: Keep it Positive

  44. “When there is no vision the people perish”-Book of Proverbs Charismatic Leaders Create a Shared Vision

  45. “Obstacles are those frightful things you see when you take your eyes off your goals” Henry Ford

  46. They accomplish long term goals by planning daily steps

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