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Becoming the Excellent Leader your staff needs

Becoming the Excellent Leader your staff needs. Agenda What do staff want? Great leadership defined Clear purpose and focus Trust and delegation Leading others (candidness and courage) Personal Plan of Action. What DO staff want?. Appreciation Respect Trust

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Becoming the Excellent Leader your staff needs

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  1. Becoming the Excellent Leader your staff needs

  2. Agenda • What do staff want? • Great leadership defined • Clear purpose and focus • Trust and delegation • Leading others (candidness and courage) • Personal Plan of Action

  3. What DO staff want? Appreciation Respect Trust Individual Growth Good Boss Compatible Co-workers Compatible Culture A sense of Purpose HR Daily Advisor The top drivers for employee retention are: Job-Interest Alignment Manager Quality Coworker Quality People Management Respect Collegial Work Environment Forbes, 12/2011 Purpose: the chance to make a difference Goals Responsibilities Autonomy Flexibility Attention Opportunity to create/be innovative Open-mindedness Transparency Compensation Inc. Magazine 8/2010 • Tell me my role, what to do, and the rules of the game. • Discipline my coworker who is out of line • Get me excited (company, product, job) • Praise me • Don’t frustrate me (no temper, consistency, follow-through) • Give me some autonomy • Impress me • Be decisive; take action, stick with it (with staff and direction) • Harvard Business Review 1. "good fit" in the organization 2. clear about their job: what’s expected and how is it measured. 3. managers’ support and roadblock removal 4. feel valued 5. be part of something inspiring (There are lots of ways to earn money. But over the long-term, we want to be part of something that lifts us up because there is something personally meaningful about it.) allthingsworkplace.com

  4. Great leadership defined • Admirable Leader • Trustworthy (do what you say) • Hear feedback and make changes • Self-aware & self-managed What employees want Self Leadership People Leadership Organizational Leadership • Provide Direction • Clear purpose • Where we’re headed • Strong values and ethics • Serves People • Genuinely appreciated,cared about • Learn and grow • Hold us high and accountable Operational Leadership • Great Execution • Organize and Do (efficiently and well) • Trust and delegate • Not a lot of frustration Adapted from Great Leadership by Antony Bell

  5. Clear purpose and focus Organizational Leadership: Provide Direction Clear Purpose How to Behave Where We are Headed: How to Get There http://www.youtube.com/watch?v=fMOlfsR7SMQ

  6. Clear purpose and focus How to Behave Core values are the essence of how we act on a daily basis. They serve as a guide for how we behave, as individuals and as a company. All decisions and actions must align with our core values.

  7. The Value of Values • Values: • your morality, ethics, and what you value most • fundamental principles and tenets what is important in both business and life • philosophy of business and of life Self-sufficiency Compassion Creativity Fulfillment Family Values are the basis of your action and decision-making Responsibility Achievement Respect Wealth Competence Hard Work Honesty Perfection

  8. Strong values Knowing these gives you a basis for… Setting expectations for behavior Hiring right Making staff changes

  9. Great Execution • Organize and Do (efficiently and well) • Trust and delegate • Not a lot of frustration Self Leadership People Leadership Organizational Leadership Operational Leadership What is one frustration of your staff that is solve-able? What is the primary barrier to solving it? What can be done to eliminate this barrier?

  10. Great Execution • Organize and Do (efficiently and well) • Trust and delegate • Not a lot of frustration Why TRUST? Self Leadership Purpose: the chance to make a difference Goals Responsibilities Autonomy Flexibility Attention Opportunity to create/be innovative Open-mindedness Transparency Compensation Inc. Magazine 8/2010 People Leadership Organizational Leadership Operational Leadership The Economics of Trust Trust = Speed Cost Trust = Speed Cost video

  11. Leading Others: Candidness & Courage What is it that people want? Organizational Leadership Operational Leadership People Leadership • Tell me my role, what to do, and the rules of the game. • Discipline my coworker who is out of line • Tell me my role, what to do, and the rules of the game. • Discipline my coworker who is out of line • Get me excited (company, product, job) • Praise me • Don’t frustrate me (temper, inconsistency, follow-through, micromanaging) • Give me some autonomy • Impress me • Be decisive; take action, stick with it (with staff and direction) • Harvard Business Review • Praise me

  12. Leading Others: Candidness & Courage • Tell me my role, what to do, and the rules of the game • Discipline my coworker who is out of line • Praise me • Role • What to do • Rules of the game The candid conversation • Stay centered and neutral (Switzerland) • Consider the goal of creating their success • Tone and demeanor • Practice it (or get some coaching on it) first • the last candid conversation you had • how did it go • what happened that had it go well/badly

  13. Leading Others: Candidness & Courage • Admirable Leader • Trustworthy (do what you say) • Hear feedback and make changes • Self-aware & self-managed Self Leadership People Leadership Organizational Leadership Operational Leadership • How well do you receive and (deeply) hear feedback? • Do you make changes? Turn to your partner and tell them what feedback you have heard about yourself, how you reacted, and what you’ve done about it.

  14. Self Assessment: My area of strength is__________________________ My area of weakness is_________________________ The one thing my staff wants from me that I’m not doing or providing is __________________________ The one thing (action) I will do to provide my staff what they need is______________________________

  15. Questions?

  16. 1. Make Others Feel Safe to Speak-Up 2. Make Decisions 3. Communicate Expectations 4. Challenge People to Think 5. Be Accountable to Others 6. Lead by Example 7. Measure & Reward Performance 8. Provide Continuous Feedback 9. Properly Allocate and Deploy Talent 10. Ask Questions, Seek Counsel 11. Problem Solve; Avoid Procrastination 12. Positive Energy & Attitude 13. Be a Great Teacher 14. Invest in Relationships 15. Genuinely Enjoy Responsibilities Successful leaders love being leaders – not for the sake of power but for the meaningful and purposeful impact they can create.

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