some drivers for success n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Take Your Leadership Vitamins PowerPoint Presentation
Download Presentation
Take Your Leadership Vitamins

Loading in 2 Seconds...

play fullscreen
1 / 44

Take Your Leadership Vitamins - PowerPoint PPT Presentation


  • 95 Views
  • Uploaded on

Some Drivers for Success. Krista Ciccozzi krista.ciccozzi@nexworks.com 404-946-4154. Take Your Leadership Vitamins. Leadership VS. Management. Leadership : creating environments that influence others to achieve group goals. “People support a world they help create.” .

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Take Your Leadership Vitamins' - cliff


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
some drivers for success
Some Drivers for Success

Krista Ciccozzi

krista.ciccozzi@nexworks.com

404-946-4154

Take Your Leadership Vitamins

leadership vs management
Leadership VS. Management
  • Leadership : creating environments that influence others to achieve group goals. “People support a world they help create.”
  • Management: creation and implementation of the process and the monitoring of results. “People support a process that helps them succeed.”
leadership vs management1
Leadership VS. Management
  • Leadership
    • Managing Conflict and Change
    • Making Decisions
    • Building Cooperation
    • Recognizing Human Potential
    • Communication to Lead
    • Developing Personal Leadership
  • Management
    • Coaching and Appraisals
    • Delegation
    • Performance Process
    • Planning Process
    • Innovation Process
    • Develop Organizational Leadership
leadership the b vitamins

Be Self-Directed

Build People Skills

Build Process Skills

Be a Good Communicator

Be Accountable (And Hold Others Accuntable)

Leadership: The “B” Vitamins
be self directed

Leaders Create Leaders

    • Leadership Vitamins- Leadership Experiences.docx
  • Personal Leadership Vision
  • Quadrant Time
Be Self-Directed
personal leadership vision

“I will vigorously pursue, fulfill and actualize my calling to be a transformative leader. Via accomplishment of the latter I will live a mentally, emotionally, and physically viable life which will positively impact my professional colleagues and peers, and my organization, place of business, company, and /or corporation. I will realize unlimited and incomprehensible success in all of my endeavors and pursuits by adopting and practicing the principles of exemplary leadership.”

Personal Leadership Vision
quadrant time you must be self directed to manage your time
Quadrant Time: You Must Be Self-Directed to Manage Your Time

“Time is the scarcest resource, and unless it is managed, nothing else can be managed.” -Peter Drucker

building relationships of trust and respect

Delve into WHO a person is

Elicit commitment vs. compliance

The “Innerview”

Building Relationships of Trust and Respect
the innerview

Factual Questions

    • Where did you grow up?
    • Tell me about your family?
    • What do you do for recreation
  • Causative Questions
    • Why did you pick that college?
    • How did you come to work for this company?
    • How did you get involved with that hobby?
  • Value-based Questions
    • Tell me about a person who had a major impact on your life
    • If you had it to do all over again, what, if anything would you do differently?
The “Innerview”
your turn

Factual Questions

    • Where did you grow up?
    • Tell me about your family?
    • What do you do for recreation
  • Causative Questions
    • Why did you pick that college?
    • How did you come to work for this company?
    • How did you get involved with that hobby?
  • Value-based Questions
    • Tell me about a person who had a major impact on your life
    • If you had it to do all over again, what, if anything would you do differently?
Your Turn!
recognition and appreciation
Recognition and Appreciation

Manipulation

  • Doing this out of a sense of compliance
  • Negative
  • Sneaky
  • Fair
  • Obligation

Motivation

  • Getting people to do things on their own- being self-driven
  • Positive
  • Reason/Purpose
  • Desire
recognition and appreciation1

What do Employees Really Want?

To be treated with uncompromising truth

To be trusted by peers

To mentor and be mentored unselfishly

To be receptive to new ideas, regardless of origin

To be able to take risks for the organization’s sake

To be given credit where due

To behave ethically

To consider the interests of others before one’s own interests

Recognition and Appreciation
recognition and appreciation3
Recognition and Appreciation

Use with managers, peers, and direct reports

TAP Formula

  • Things
  • Accomplishments
  • Personality Traits
  • What I like (TAP)
  • “The reason I say that is…”
  • Ask a question
planning process

8- Step Planning Process

  • Should Be
  • As Is
  • Goals
  • Action Steps
  • Cost
  • Timetables
  • Implementation
  • Follow -up
Planning Process

“One hour of planning is worth four hours of execution.” Crawford Greenwalt of DuPont

planning process1

8- Step Planning Process

  • Should Be- Create a Picture of what you want the outcome to be and how others will benefit
Planning Process
planning process2

8- Step Planning Process

  • Should Be
  • As Is- Reality of the current situation. What factors may help or hinder efforts
Planning Process

“One hour of planning is worth four hours of execution.” Crawford Greenwalt of DuPont

planning process3

8- Step Planning Process

  • Should Be
  • As Is
  • Goals- Define and set goals. This helps people become result oriented rather than task- oriented
Planning Process

“One hour of planning is worth four hours of execution.” Crawford Greenwalt of DuPont

planning process4

8- Step Planning Process

  • Should Be
  • As Is
  • Goals
  • Action Steps- Work out action plan. Involve team members so everyone will clearly understand who will do each part of each job and how the parts tie together.
Planning Process
planning process5

8- Step Planning Process

  • Should Be
  • As Is
  • Goals
  • Action Steps
  • Cost- Estimate the cost of the plan.
Planning Process
planning process6

8- Step Planning Process

  • Should Be
  • As Is
  • Goals
  • Action Steps
  • Cost
  • Timetables- Set deadlines and communicate them.
Planning Process
planning process7

8- Step Planning Process

  • Should Be
  • As Is
  • Goals
  • Action Steps
  • Cost
  • Timetables
  • Implementation- Everyone understands their part in the total undertaking, commit to the achievement of the results and act in a unified concerted manner to put the plan into effect.
Planning Process
planning process8

8- Step Planning Process

  • Should Be
  • As Is
  • Goals
  • Action Steps
  • Cost
  • Timetables
  • Implementation
  • Follow –up- Maintain effective performance measurement systems that show deviations from expected results and putting corrective action into place.
Planning Process
planning process9

Should Be

  • As Is
  • Goals
  • Action Steps
  • Cost
  • Timetables
  • Implementation
  • Follow -up
Planning Process

25%

25%

25%

25%

communication skills

Leaders Create Opportunities to Listen and Learn

Interactive Communication

LADDER

Delegation Process

Communication Skills
interactive communication

Message Sent to Receiver

Receiver Responds Providing Information that Allows Sender to Evaluate Level of Understanding

Sender Formulates Response

Interactive Communication
communication skills1

Look at the other person

Ask questions

Don’t Interrupt

Don’t Change the Subject

Express Emotion with Control

Respond Appropriately

Communication Skills
delegation process

Identify the Need

Select the Person

Plan the Delegation

Hold a Delegation Meeting

Create a Plan of Action

Review the Plan

Implement the Plan

Follow Up

Delegation Process
accountability

Leaders Provide Direction and Manage Change

Follow Up Process

Holding People Accountable

Managing Conflict

Accountability
accountability1

Talk About Your Own Mistakes

Be an Example

Call Attention to People’s Mistakes Indirectly

Accountability
follow up process
Follow Up Process

The Process

Users of the Process

Owners of the Process

holding people accountable

Take it Back

Put in Limbo

Establish Accountability

Holding People Accountable
holding people accountable1

Take it Back

    • Let me think about
    • I’ll let you know when
    • Leave it here, I’ll
    • I’ll check with
    • I’ll draft up
    • After I finish
  • This phrasing negates the delegation. Assignment remains with you. No progress until you do something
Holding People Accountable
holding people accountable2

Put in Limbo

    • Send me a memo and
    • Why don’t you check with
    • Draft up a proposal and
    • See me later about
    • Let me know if I can help
    • We’ll have to do something
    • This phrasing progress is slowed. Decisions are delayed. Delegation is partially completed
Holding People Accountable
holding people accountable3

Establish Accountability

    • I know you can do
    • I’m counting on you to
    • I gave it to you because
    • What are you going to do
    • What’s your plan for
    • I know you will get it done
  • This phrasing is clear that delegation has shifted. The delegation is complete. Progress is much more likely
Holding People Accountable
managing conflict

Build Rapport

Relate to the Situation

Communicate

“Dialoguing”

Managing Conflict
conclusion
Conclusion

Continue your journey and share your successes with others!

leadershipvitamins.blogspot.com