Leadeship Competencies

Student provides a thorough and detailed assessment of his/her strongest and weakest competencies analyzing the implications of those with
regards to leadership effectiveness, and thoroughly evaluates the extent to which he/she agrees with the assessment of his/her leadership
competencies supporting his/her argument with strong rationale and drawing from previous experience or examples.

Student effectively and directly integrates discussion/assignment content with relevant and compelling personal experiences, additional
research, or current events from credible news sources. Specifically adds a new and/or different insight or perspective on the subject area(s)
being discussed or treated in the assignment.

Proporciona una evaluación minuciosa y detallada de sus competencias (capacidades) más fuertes y débiles
 analizando las implicaciones de mis competencias con respecto a la efectividad del liderazgo, y
 Evalúo a fondo el grado en el que estoy de acuerdo con la “evaluación de competencias de liderazgo”
 Apoyo mi argumento con fuerte fundamento y dibujo de experiencias o ejemplos previos.

Integro de manera efectiva y directa el contenido de la discusión con

 experiencias personales relevantes y atractivas,
 investigaciones adicionales o eventos actuales de fuentes de noticias creíbles.
 se agrega una perspectiva nueva o diferente sobre las áreas temáticas que se discuten o tratan en la tarea.

Annette
Strategist 10 8 9 9 = 36/4 = 9
Executor 6 6 9 4 6 = 31/5 = 6.2
Talent manager 7 9 8 7 9 = 40/5 = 8
Human capital development 3 4 6 2 3 = 18/5 = 3.6
Personal proficiency 9 10 6 9 9 10 8 = 61/7 = 8.7

The people who need me on my A game at this point in my life are

Three skills I could develop that would help me feel more confident or capable are

The simple steps I could take to improve those skills include

Lecture 1: Managing Oneself

Only when you operate from a combination of your strengths and self-knowledge can you achieve true— and lasting—excellence.

Knowledge workers must, effectively, be their own chief executive officers.

you’ll need to cultivate a deep understanding of yourself— not only what your strengths and weaknesses are but also how you learn, how you
work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can
you achieve true excellence.

What are my strengths?

A person can perform only from strength. One cannot build performance on weaknesses,

The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down
what you expect will happen.

Several implications for action follow from feedback analysis. First and foremost, concentrate on your strengths. Put yourself where your
strengths can produce results. Second, work on improving your strengths…Third, discover where your intellectual arrogance is causing
disabling ignorance and overcome it.

Taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths. It is
equally essential to remedy your bad habits—the things you do or fail to do that inhibit your effectiveness and performance.

Feedback will also reveal when the problem is a lack of manners. Manners are the lubricating oil of an organization.

Manners—simple things like saying “please” and “thank you” and knowing a person’s name or asking after her family—enable two people to
work together whether they like each other or not.

Comparing your expectations with your results also indicates what not to do.

One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from
incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

Energy, resources, and time should go instead to making a competent person into a star performer.

How Do I Perform?

Too many people work in ways that are not their ways, and that almost guarantees nonperformance. For knowledge workers, How do I
perform? may be an even more important question than What are my strengths?

how one performs is unique. It is a matter of personality.

A person’s way of performing can be slightly modified, but it is unlikely to be completely changed—and certainly not easily.

achieve results by working in ways that they best perform.

Am I a reader or a listener?
Few listeners can be made, or can make themselves, into competent readers—and vice versa.

How do I learn?
The second thing to know about how one performs is to know how one learns.
Some people learn by taking copious notes.
Some people learn by doing. Others learn by hearing themselves talk.

Successful trial lawyers learn the same way, as do many medical diagnosticians (and so do I). Of all the important pieces of self-knowledge,
understanding how you learn is the easiest to acquire …And yet, acting on this knowledge is the key to performance; or rather, not acting on
this knowledge condemns one to nonperformance.

Some people work best as team members. Others work best alone. Some are exceptionally talented as coaches and mentors; others are simply
incompetent as mentors.
A great many people perform best as advisers but cannot take the burden and pressure of making the decision.
Do I perform well under stress, or do I need a highly structured and predictable environment?
Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you
cannot perform or will only perform poorly.
What Are My Values?

Organizations, like people, have values. To be effective in an organization, a person’s values must be compatible with the organization’s
values. They do not need to be the same, but they must be close enough to coexist.

Where Do I Belong?
A small number of people know very early where they belong.

However, they should know the answers to the three questions: What are my strengths? How do I perform? and, What are my values?

Equally important, knowing the answer to these questions enables a person to say to an opportunity, an offer, or an assignment, “Yes, I will do
that.

These are the kind of results you should expect from me, and in this time frame, because this is who I am.”

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method
of work, and their values.

Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding
performer.

What Should I Contribute?

To answer it, they must address three distinct elements: What does the situation require? Given my strengths, my way of performing, and my
values, how can I make the greatest contribution to what needs to be done? And finally, what results have to be achieved to make a difference?

Responsibility for Relationships

The first is to accept the fact that other people are as much individuals as you yourself are. They perversely insist on behaving like human
beings. This means that they too have their strengths; they too have their ways of getting things done; they too have their values. To be
effective, therefore, you have to know the strengths, the performance modes, and the values of your coworkers.

It is incumbent on the people who work with them to observe them, to find out how they work, and to adapt themselves to what makes their
bosses most effective.

The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their
ways of working, and their values.

The second part of relationship responsibility is taking responsibility for communication.

Whenever someone goes to his or her associates and says, “This is what I am good at. This is how I work. These are my values. This is the
contribution I plan to concentrate on and the results I should be expected to deliver,”

if one continues by asking, “And what do I need to know about your strengths, how you perform, your values, and your proposed
contribution?”

Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one
another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity. It is a duty.

those whose work one depends on as well as those who depend on one’s own work.

The Second Half of Your Life

That is why managing oneself increasingly leads one to begin a second career. There are three ways to develop a second career. The first is
actually to start one.

But managing oneself requires new and unprecedented things from the individual, and especially from the knowledge worker. In effect,
managing oneself demands that each knowledge worker think and behave like a chief executive officer.
Lecture 2: Discovering your authentic leadership

No one can be authentic by trying to imitate someone else.

People trust you when you are genuine and authentic, not a replica of someone else.

Authentic leaders demonstrate a passion for their purpose, practice their values consistently, and lead with their hearts as well as their heads.
They establish long-term, meaningful relationships and have the self-discipline to get results.

they discovered the purpose of their leadership and learned that being authentic made them more effective.

Discovering your authentic leadership requires a commitment to developing yourself.

Authentic leaders act on that awareness by practicing their values and principles, sometimes at substantial risk to themselves. They are careful
to balance their motivations so that they are driven by these inner values as much as by a desire for external rewards or recognition. Authentic
leaders also keep a strong support team around them, ensuring that they live integrated, grounded lives.

Learning from Your Life Story

The journey to authentic leadership begins with understanding the story of your life. Your life story provides the context for your experiences,
and through it, you can find the inspiration to make an impact in the world. As

Many leaders reported that their motivation came from a difficult experience in their lives. They described the transformative effects of the loss
of a job; personal illness; the untimely death of a close friend or relative;

though, authentic leaders used these formative experiences to give meaning to their lives.

Asked what empowered them to lead, these leaders consistently replied that they found their strength through transformative experiences.
Those experiences enabled them to understand the deeper purpose of their leadership.

Knowing Your Authentic Self

most important capability for leaders to develop, their answer was nearly unanimous: self-awareness.

Denial can be the greatest hurdle that leaders face in becoming self-aware. They all have egos that need to be stroked, insecurities that need to
be smoothed, fears that need to be allayed.
Authentic leaders realize that they have to be willing to listen to feedback—especially the kind they don’t want to hear.

Practicing Your Values and Principles

The values that form the basis for authentic leadership are derived from your beliefs and convictions, but you will not know what your true
values are until they are tested under pressure.

For example, a value such as “concern for others” might be translated into a leadership principle such as “create a work environment where
people are respected for their contributions, provided job security, and allowed to fulfill their potential.”

Balancing Your Extrinsic and Intrinsic Motivations

Extrinsic motivators: They enjoy the recognition and status that come with promotions and financial rewards.

Intrinsic motivations: include personal growth, helping other people develop, taking on social causes, and making a difference in the world.

The key is to find a balance between your desires for external validation and the intrinsic motivations that provide fulfillment in your work.

Intrinsic motivations are congruent with your values and are more fulfilling than extrinsic motivations.

Building Your Support Team

Most authentic leaders have a multifaceted support structure that includes their spouses or significant others, families, mentors, close friends,
and colleagues.

Many leaders have had a mentor who changed their lives. The best mentoring interactions spark mutual learning, exploration of similar values,
and shared enjoyment.

Integrating Your Life by Staying Grounded

To lead a balanced life, you need to bring together all of its constituent elements—work, family, community, and friends—so that you can be
the same person in each environment.
Authentic leaders have a steady and confident presence. They do not show up as one person one day and another person the next.
Integration takes discipline, particularly during stressful times when it is easy to become reactive and slip back into bad habits.

Authentic leaders are constantly aware of the importance of staying grounded. Besides spending time with their families and close
friends, authentic leaders get physical exercise, engage in spiritual practices, do community service, and return to the places where they grew
up.

Empowering People to Lead

They know the key to a successful organization is having empowered leaders at all levels, including those who have no direct reports. They not
only inspire those around them, they empower those individuals to step up and lead.

No individual achievement can equal the pleasure of leading a group of people to achieve a worthy goal. When you cross the finish line
together, all the pain and suffering you may have experienced quickly vanishes.
Lecture 3: A Contingency Theory of Leadership

They weren’t always pointing to the same precise behaviors, but all believed that all leaders, to be successful, needed their prescriptions,
whatever they were.

A leader is an individual who influences others to follow him or her.

I believe leaders gain followers for a number of reasons. For example, it may be the leader’s charisma or his superior knowledge that motivates
others to follow him.

However, all leaders, to be successful, must influence others to follow them.

We must recognize that it is how a leader’s behavior interacts with other elements in the organizational system that determines the outcome.

how do leaders get others to follow them? why do individuals follow leaders? The second question I needed to explore was in what activities
do leaders engage to get others to follow them?

people follow leaders is because leaders have power or influence over them.

They can provide feedback about performance,

A second source of leader power or influence is the often- mentioned charisma.

charisma, as a source of influence, is that it is a personal quality of a leader that attracts followers to him or her.

people are likely to follow leaders who seem to know what they are doing.

any contingency theory of leadership must take into account leader power and influence, as well as the extent to which there is congruence
between leader and followers about goals and values. Must also consider the anxiety present for the followers,

what leaders must do to stimulate others to follow them.

leadership starts with a set of implicit or explicit decisions by the leader. These involve choices about her personal goals for herself and goals
for the organization she is leading.

An essential question for any leader is, how do I understand these people whom I want to follow me? What do they want from me? What
motivates them to belong to this organization, and how will this affect their willingness to follow my lead?

Listening is fundamentally a matter of gathering information, not necessarily of direct conversation.

Such communication must obviously be clear, to let the followers know what is expected of them, but it must also be persuasive.

power and influence that leaders can use to encourage others to follow them, as well as the activities in which leaders need to engage to use
these levers of influence and power,

Followers’ Expectations
Since leading is all about theI start with what the followers expect from a leader.

followers may expect to be involved in decisions affecting their work.

followers expect more direction from their leader.

followers want to identify psychologically with the leader.

followers may also have expectations about the technical or professional competence of their leader.
Lecture 4: Defining Leadership code

Being an effective leader starts with the self.

When you can clearly declare what makes an effective leader and then model that behavior, your employees will have clear expectations of
what they should know and do, your customers will be delighted to do business with you, investors will have more confidence in the intangible
value of your company, and you can make wise investments in finding and developing future leaders.

Being an effective leader requires that you help others to lead. Leaders succeed by enabling others to do the right work right.

helping others master those rules guarantees future success.

“. . the leader’s personal situation (family pressures, economics, competition, social, etc.); [and] internal influences, such as health, energy,
vitality, resilience; the intensity of effort the individual is willing to put forth, ambition and drive, willingness to sacrifice.”4

that leadership code maps against two dimensions, time and attention, and is supported by the strength of the individual leader.

Effective leaders project into the future and define a context in which their organization and their people will succeed.

that projection may take the form of a vision, intent, purpose, mission, strategy, goal, objective, or plan.

They also connect the future to the present by turning aspirations into actions.

their focus needs to be on architecting the organization and its capabilities, and when it needs to shift to individuals and their abilities.

leaders need to meld individual talents into successful organization capabilities.

leaders must model what they want others to master. Leadership of others ultimately begins with the self.

The juggling act is simply too difficult for someone who is not personally strong, aware, and centered.

Rule 1: Shape the future:

they figure out where the organization needs to go to succeed, they test these ideas

they work with others to figure out how to get from the present to the desired future.

The rules for strategists are about creating, defining, and delivering principles of what can be.

Rule 2: Make Things Happen.

Turn what you know into what you do.

Executors translate strategy into action. Executors understand how to make change happen, to assign accountability, to know which key
decisions to take and which to delegate

The rules for executors revolve around disciplines for getting things done.

Rule 3: Engage Today’s Talent.

Talent managers identify what skills are required, draw talent to their organizations, develop people, engage them, and ensure that employees
turn in their best efforts.

Talent managers generate intense personal, professional, and organizational loyalty.

The rules for talent managers center around resolutions that help people develop themselves for the good of the organization.

Rule 4: Build the Next Generation.

human capital developers ensure that the organization has the longer-term competencies required for future strategic success.

human capital developers help future leaders to be successful. Human capital developers throughout the organization build a workforce plan
focused on future talent, understand how to develop the future talent,
Rule 5: Invest in Yourself.

Effective leaders cannot be reduced to what they know and do.

Leaders are learners: from success, failure, assignments, books, classes, people, and life itself.

Passionate about their beliefs and interests, they expend enormous personal energy and attention on whatever matters to them. Effective leaders
inspire loyalty and goodwill in others because they themselves act with integrity and trust.

Confident in their ability to deal with situations as they arise, they can tolerate ambiguity.

Without the foundation of trust and credibility, you cannot ask others to follow you.

Leadership code

Knowing your predisposition enables you to develop a signature leadership strength. It also focuses your attention on what you must learn to
progress in becoming a more effective leader.
Lecture 5: Leadership theories, role models and common sense

The model, as a whole, provides a relevant discipline in exercising close-quarter leadership and lends both form and focus to that highly
engaged style of leading and managing.

‘Functioning maturity’ is the degree to which people are sufficiently:

1. Competent to successfully undertake the task given them
2. Confident to cope with the challenges posed by the task
3. Committed and motivated to undertake the task

Leadership ‘engine’.
Leaders are essential, as the energizing and driving force in collective activity.

Tichy sees leaders, necessarily, as committed, focused, tough individuals of high energy, who lead by example.

More detail, the three essential components of Tichy’s Leadership engine are:

1. Leaders are responsible for ensuring that there are sufficient ideas and information flowing, that are relevant to the task on hand.

leader’s role may, generate, stimulate, trigger, or foster new or fresh thinking on an issue, or problem.
Leaders, themselves, are not the fount of all knowledge, but their task is to make sure that sufficient insight, intuition, logic and
intellectual energy is made available to deal effectively with the challenges facing the team.

2. In leading by example – ‘walking the talk’ – leaders provide a continual living demonstration of the values which represent the core
culture of the team or group.

Day-to-day, through integrity and consistency, their role is to define and exemplify what their group stands for and believes in.

3. E3 Factor. This, in turn, is made up of three elements:

• Emotion and drive to get the job done well.
• Energy and the ability to energize others and create energy and synergy where none existed previously.
• ‘Edge: which is the ability to take necessary tough decisions and remain resolute and resilient, in conditions of adversity or high
pressure.
‘Edge’ represents the difference in leadership style between those who will win – and those who will lose,
Leaders with edge give a business speed, decisiveness, boldness and ‘raw’ energy.
Leadership edge can apply to decisions about where to invest time, money and resources, for optimum payback and

Level 5 Leaders

Working by logical, incremental steps, in a highly disciplined and focused way, Level 5 leaders look first to get the right people onboard – and
in the right roles

They are also consistent leaders with a strong sense of accountability and high ‘say-do’ credibility.
Collins and his research team found that the so-called Level 5 leaders tended to work consistently and diligently, over considerable periods of
time,

Professional drive x
Create outstanding results
Demonstrate unwavering resolve
Set and maintain standards
Assume responsibility for poor results

Personal humility
Show compelling modesty
Act with quiet determination
Channel ambition into the company
Credit others with success

Close-quarter leadership, both as a mindset and as a series of carefully-honed practices, is so-described because the process depends upon
high leader awareness, focus and commitment to others’ success. The parties involved, necessarily, become professionally engaged, as closely
as possible, with very clear intended aims and outcomes,

Such styles of leadership are best developed by:

• Coaching by a competent, experienced close-quarter leader with specific results-based feedback.
• Bespoke – as opposed to general – leadership training, with participant and tutor feedback.
 • If and where available, appropriate role-models.

Low-Key Thinking leadership

Directional competencies are:
1. The ability to reduce complexity to profound and manageable simplicity.
2. Strong, clear sense of necessary direction.
3. The ability to identify the real priorities for concerted action.
4. Resolute single-mindedness in the dedicated pursuit of those priorities.
5. The acuity to ask the sort of questions that will ignite necessary change and transformation.
6. High awareness and insight in their ability to mobilize and move others in the direction required.

They think like action oriented individuals, focusing strongly on the requisite goals and outcomes of the business – not their own image and
personal standing.

Some disadvantages in low-key, ‘quiet’ leadership styles. Deflecting interest away from themselves and into the business can make a leader
appear as colourless, devoid of charisma and lacking in personality.

Experience and theory – a necessary synthesis

We need to know if those were 30 years in which the most important lessons were continually drawn, explored and learned from. Or – was it
one year’s experience more or less repeated 30 times over?

John Adair’s Action-centred leadership model, emphasizes the importance of keeping in balance, the leader’s personal direction of effort
between achieving task objectives, maintaining effective, aligned teamwork and mobilizing individual team members’ commitment.

Hersey and Blanchard’s Situational leadership model is based upon the leader’s need to recognize – and respond appropriately to – the
degree to which those involved can and will successfully achieve the task objectives facing them.

Noel Tichy’s Leadership engine highlights the importance of the leader’s contribution to group performance, by generating/facilitating ideas
and solutions, identifying and crystallizing necessary group values and, through– leading with emotion (passion), energy and ‘edge’
(toughness).

Jim Collins, which he terms ‘Level 5 leadership’. According to Collins’ extensive research, Level 5 leaders are essentially low-key, but
disciplined thinkers who are dedicated to making their businesses great. They succeed as leaders through a combination of high professional
drive aimed at outstanding delivery – and personal humility.

Podemos mejorar empezando por lo más básico, Como por ejemplo, en términos de ayudar a personas a manejar sus carreras, yo comenzaría
ayudando a un amigo a afinar su resume para un trabajo. También fomentaría la comunicación en una organización por medio de conocer por
sus nombres a todos mis compañeros.