Leadership Training Power Point - Modified

Leadership is like
beauty. It’s hard

to define. But you
know it
When you see it!
- Abraham Lincoln
LEAD –
11/17/10 1
Leadership Enhancement through
Jamshedpur
Accelerated Development
Understanding Leadership
Leadership is the ability to

influence people towards
the attainment of goals
LEAD –
11/17/10 2
Jamshedpur
Understanding Leadership
 Managers do the things right Leaders

do the right things!
 A leader is a person you will follow to

a place you wouldn’t go by yourself.
You manage within a paradigm. You
lead between paradigms
LEAD –
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Jamshedpur
Who is a leader?
 An employee at any level who has a ‘take

charge” attitude and the desire to out
perform and raise the bar. Person may not
be in a “leadership role” in current job,but
such people have the potential to move up
fast.
 There are some “ Leadership roles” in the
organization e.g. Office Heads, HOD’s
which require the job holder to have
definite leadership qualities.
LEAD –
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Aim of leadership
 The aim of leadership is to help

others to achieve their best. This
involves setting high , but realistic
performance goals for yourself and
your staff , finding ways to improve
operations and procedures , and
striving for total quality in all areas.
LEAD –
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Jamshedpur
Why do we need to create leaders
 Leadership Values are a prerequisite

for sustainable competitiveness and
value
 These are the potentials for future
leadership roles. People in existing
leadership roles need to be real
leaders to be effective and deliver.
LEAD –
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Jamshedpur
Managers Vs Leaders
Sr. Manager’s World Leader’s World

1 Exploiting financial, Empowering people. Building
material and human commitment and alignment with
resources the organization’s purpose
2 Relationships with Relationships with stakeholders

employees, customers, based on mutual trust
suppliers are contractual
3 Key tasks are planning, Key tasks are defining purpose,
organizing, directing and mission, creating shared vision
controlling and values
4 Legitimacy is conferred by Legitimacy resides in trust
virtue of the office held based on perceived competence
and authority vested in it and integrity
LEAD –
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Jamshedpur
The Grid Approach
1.9
High Country club
9.9
Team
Concern for people
Management
5.5
Middle-of-the-road
1.1 9.1
Impoverish Authoritarian
Low Concern for task High

LEAD –
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Blake and Mouton’s Leadership Grid
 Developed by Robert Blake and Jane

Mouton.
– Built on dual emphasis of consideration
and initiating structure.
– A 9 x 9 Grid (matrix) reflecting levels of
concern for people and concern for task.
 1 reflects minimum concern.
 9 reflects maximum concern.
LEAD –
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Jamshedpur
Blake and Mouton’s Leadership Grid
 Five key Grid combinations.

– 1/1 — low concern for production, low concern
for people.
– 1/9 — low concern for production, high concern
for people.
– 5/5 — moderate concern for production,
moderate concern for people.
– 9/1 — high concern for production, low concern
for people.
– 9/9 — high concern for production, high concern
for people.
 Ignores the effect of the situation
LEAD –
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Grid Questionnaire Answer Key
 Scoring instructions – Count how many

times you have circled each letter. Then
find the letter that you have circled the
most.
– A – 1.1 – Impoverished
– B – 1.9 – Country Club
– C – 5.5 – Middle of the road
– D – 9.1 – Authoritarian
– E – 9.9 – Team Management
LEAD –
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Jamshedpur
The Situational Leadership Model
LEAD –
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Four basic leadership styles
 Directing : The leader provides specific instructions

and closely supervises task accomplishment
 Coaching : The leader continues to direct and closely
supervise task accomplishment , but also explaining
decisions , solicits suggestions and supports progress
 Supporting:The leader facilitates and supports
subordinates’ efforts toward task accomplishment and
shares responsibility of decision making with them
 Delegating : The leader turns over responsibility for
decision making and problem solving to subordinates
LEAD –
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Jamshedpur
Delegation…
 The Webster's dictionary defines

delegation as
– the act of empowering to act for another
– a group of persons chosen to represent

others
LEAD –
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Jamshedpur
Do you need to delegate…
 Can someone in your team get the job

done faster and better?
 Is there someone in your team you can

share your work and speed-up delivery?
 Do you need to free-up time for urgent

and important things?
 Do you have someone in your team you

can develop as your successor or back-up?
LEAD –
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Jamshedpur
The Need should be…
 To save time and get quality output
 To share load and get work done
 To free up time for priority tasks
 To develop team members for

succession
LEAD –
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Do not delegate to…
 Get someone else to do your work

– It will soon start getting noticed
 Push off challenging work
– A lost chance to develop your own
competencies
 Set-up a team member for failure
– The work suffers
…‘Validate before delegating’

LEAD –
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Jamshedpur
The art…
LEAD –
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Jamshedpur
What to delegate…
 KRA’s and tasks list
 Prioritize
 Own some & Delegate some
LEAD –
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Jamshedpur
Who to delegate to…
 KSAM mapping of all team members
 Time and quality ranking of all team

members
 Current activities log of team
 Delegation matrix
LEAD –
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Jamshedpur
Assigning the task…
 Presenting
 Discussing
 Assigning
 Contracting
“Expectations are ‘EXPECTATION’ only
when they are communicated, negotiated,
and agreed to. Otherwise they are
assumptions. DON’T ASSUME, EXPECT”
LEAD –
11/17/10 21
Jamshedpur
Getting the job done…
 Facilitating
 Empowering
 Monitoring
 Course correction and coaching &

mentoring
 Best Practices sharing

LEAD –
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Jamshedpur
Rewarding and developing…
 Reinforcing positives
– Rewarding performance
– Providing visibility
– Coach and mentor
– Goal setting
 Negating negatives
– Diagnosing for developmental areas
– Developmental plans
– Structured inputs
 Training
 Coaching and mentoring
LEAD –
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Jamshedpur
Barriers to successful delegation…
 Lack of trust
 Believe others incapable
 Fear of liability
 Fear of blame for others mistakes
 Fear of loss of control
 Fear of overburdening
 Insecurity
 Inexperience (or bad) in delegation
 Inadequate organizational skills
 Failure to review
LEAD –
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Jamshedpur
Two Basic Responses- Fight or Flight
 Fight (Aggressive Response) – This kind of

response may communicate your desires, but it
does so in a hostile way that ignores the rights
and feelings of others and can, in the long run
cause more harm than good.
 Flight (Passive Response) - This type of
response may contain a clue to your feelings,
but using passive response does nothing to
help you obtain what really want. It simply
covers up what you would really like to say and
do. In being passive, you refuse to take
responsibility for doing what is on your mind.
LEAD –
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Jamshedpur
What is Assertiveness?
 Assertiveness can be defined as your ability to

express to others your honest thoughts and
feelings, and your ability to ask for and get
from others your basic rights and needs.
 The assertive response- This type of response
expresses what is on your mind, and does so in
a way that is reasonable and that offers people
an easy way to what you want. It expresses the
fact that you take full responsibility for your
actions and the your choice is your own.
LEAD –
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Jamshedpur
Assertiveness
 To Assert means – To state or affirm positively,

assuredly, plainly or strongly, back it up by facts
and data and at the same time; not compromising
on ones principles and values!
 An assertive person-
– Can communicate with people in an open, direct,
honest and appropriate manner
– Attempts to make things happen
– Respects himself
– Feels free to reveal what he feels, thinks and wants
LEAD –
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Jamshedpur
NEEDS OF OTHERS
OUR NEEDS
NON-ASSERTIVE ASSERTIVE AGGRESSIVE
LEAD –
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Jamshedpur
Types of behavior
 Aggressive:
– Insensitive to other’s feelings
– Use of force and threats to force
– Attack oriented
– Either victory of defeat, no middle
ground
– Leads to frustration, guilt, anger
– Demands preconceived outcomes
LEAD –
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Jamshedpur
Types of behavior
 Assertive:
– Sensitive to feelings
– Needs no threat
– Force used only when and where necessary
– Firm but gentle – unyielding where appropriate
– Based on human rights
– Negotiation a viable tactic
– Leads to good feelings
– Accepts workable outcomes
– Knows when to be aggressive or assertive
LEAD –
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Jamshedpur
Types of behavior
 Non assertive/ submissive:

– Unaware of own needs and desires
– Yields too often
– Sacrifices basic human rights
– Leads to frustrations, guilt, bad feelings
– Accepts unwanted outcomes
LEAD –
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Jamshedpur
Typical situations that demand assertive
response
 People telling you NO
 People asking for something you
don’t want to give
 Coping with pressure to conform
 Feeling deprived of your rights
 Saying something difficult
LEAD –
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Jamshedpur
Assertion on the job
 Shift you into an active orientation

 Increase your ability to do your job
 Reduce your fear and control your
anxieties
 Develop and maintain good
interpersonal relationships
 Practice the art of maneuvering
through the system.
LEAD –
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Thinking Right
 Put the things into perspective. What

is the worst that can happen?
 Remove your “Labels”
 Remind yourself about your
strengths, positive points
LEAD –
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Jamshedpur
Saying it Right
 “I understand/know/can see…..”
(shows empathy)
 “However, I feel/need…..”
(expresses conflict on your end)
 “So I would like/prefer/suggest….”
(suggests specific plan of action)
 “ What are your views on this?”
(Asks for other person’s view on the plan
of action suggested)
LEAD –
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Jamshedpur
Behaving Right
 Facial Expression: while smiling helps enormously to reinforce that
what you say is meant constructively, you should always be
genuine – do not smile if you are sad, angry or serious.
 Eyes and gaze: the ability to look someone directly in the face and
maintain eye contact shows openness and sincerity; looking away
will almost always undermine your message.
 Posture: Standing square- on, facing the other person, with head
held high is direct and open; turning away, slouching or an
unbalanced stance shows lack of interest or commitment.
 Hand and arm movements: avoid fiddling as this distracts attention
from your message and from your sincerity; use hands to
emphasize what you say in a helpful ( but not an aggressive ) way.
 Tone of voice: whispering, rushing or mumbling all suggest that you
doubt what you are saying; speak up clearly and confidently in an
even tone of voice.
 Own what you say: ‘Owning’ what you say means making it clear
that this is your own opinion, not someone else’s, and not what you
think someone might like to hear.
LEAD –
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Jamshedpur
Assertiveness Guidelines
 Take responsibility
– For your own feelings
– Fro your treatment of other people
– For your own actions and the results you
get
LEAD –
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Jamshedpur
 Stick to your guns

– Don’t allow others to deny your basic human
rights
– Don’t allow others to use you as a scapegoat
– Don’t allow others to sidetrack you
 Be understanding of others
– Let others express themselves
– Keep in touch with what they want
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Jamshedpur
 Be conscious of your body language

– Check the message you are sending out
– Consider the impact of your non-verbal
communication on others
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 Practice choosing your response

– Go through all four typical responses before you
choose one to deliver
– Check out your thoughts and feelings before you
choose your response
– Practice each response before you choose one to
deliver.
 Be an active listener
– Think and reflect while you are listening
– Examine carefully what is said by whom
– Hold off on thinking of rebuttals
– Stay alert; give signs of active listening
LEAD –
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 Stay appropriate:
– Use just enough assertiveness to get what you
can reasonably hope for.
– Use techniques strong enough to get through,
but not too strong to overpower.
LEAD –
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Jamshedpur
The JOHARI WINDOW model
Things I Things I
know don’t know
Things about me about me
they know
about me
OPEN
AREA BLIND
AREA
Things
they don’t
know
about me HIDDEN DARK AREA
AREA
LEAD –
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Jamshedpur
Feedback and self disclosure
Seek
Feedback
I know more about
Self more about
They know
myself
disclosure
OPEN BLIND
me
AREA AREA
DARK
HIDDEN AREA
AREA
LEAD –
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Jamshedpur
 In order to expand our open area we
can either seek feedback or engage
in self disclosure.
 Destructive criticism is different from
constructive feedback.
LEAD –
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Jamshedpur
Feedback – Basics
 Feedback is an integral part of two way

communication. It is the link between the
things you do and say and understanding
the impact these have on others.
 Definition:
– Information about performance or behavior
that leads to an action to affirm or develop
that performance or behavior.
LEAD –
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Jamshedpur
Feedback – Basics
 Building on what is good and

planning for further development.
 Essential elements:
– Caring
– Trusting
– Acceptance
– Openness
– Concern for the needs of others
LEAD –
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Jamshedpur
Why feedback?
 Provides information about behavior and

performance against objective standards in
such a way that recipients maintain a positive
attitude towards themselves and their work
 Encourages recipients to commit themselves
o a personal plan to move towards agreed
standards of behavior and performance.
 Giving feedback appropriately minimizes
defensiveness and maximizes the ability to
use it for personal growth.
LEAD –
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Jamshedpur
Feedback research
 Feedback acceptance should not be treated as a

given; often misperceived or rejected
 Managers can enhance credibility as sources of
feedback by developing their expertise and
creating a climate of trust
 Negative feedback is typically misperceived or
rejected
 Feedback is too infrequent in organizations
 Feedback needs to be tailored to the recipient
LEAD –
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Jamshedpur
Feedback research
 High performers respond to feedback that enhances their

feelings of competence and self-control
 Computer-based feedback leads to greater performance
when received directly from computer
 Recipients perceive feedback as more accurate when they
actively participate in the feedback session
 Destructive criticism tends to cause conflict and reduce
motivation
 Higher one rises in an organization the less likely they are to
receive quality feedback
LEAD –
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Jamshedpur
Essential Rules of giving feedback
 Direct expression of feelings- state what is happening to you.
 Don’t interpret the behavior- describe it.
 Respond only to the behavior and not to personal worth
 Be specific
 A person should have freedom to use feedback in any
meaningful way without being required to change.
 While someone has a freedom not to change, he/she will also
have to accept the consequence of his/her decision
 To be most effective, feedback should be given immediately
after the event. In work units/ departments, however, specific
time may be set aside for structured or unstructured feedback
sessions.
LEAD –
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Jamshedpur
Essential Rules of giving feedback
 Feedback from one member in the group may

present a very private and distorted picture,
because that person’s perceptions may differ from
other group members.
 Feedback is more useful when the person solicits
it. Be specific about why you want feedback .
 Basis- person’s constant desire to change his
behavior in order to produce more effective
interpersonal style.
 Angry feedback may be useless even when the
information is potentially helpful, because the
receiver may need to reject the feedback in order
to protect his integrity.
LEAD –
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Jamshedpur
How to give feedback
 Give feedback with a feeling

 Feel-back
 Constructive feedback is different form
destructive criticism
 Immediate. It is not appropriate to save up
negative feelings about someone’s poor
performance.
 Never attack a person’s value as a person. Give
feedback about the specific behavior only
LEAD –
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Jamshedpur
COACHING
 A process of building a working

environment and relationships that
enhances the development of skills
and the performance of one or both
the parties.
LEAD –
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Jamshedpur
5 STEP MEETING PROCESS –
COACHING
 Step 1: Start the meeting
– Put the employee at ease
– Define the reason for the discussion in terms of
the performance areas that need improvement
– Describe performance area and define impact
of current performance
 Step 2: get employee’s views
– Seek employee’s opinion on ways ti improve
performance
– Listen to employee’s ideas
LEAD –
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Jamshedpur
COACHING
 Step3: Discuss your views
– First let the employee know where you agree
– Explain where you disagree
– Offer suggestions on how to improve, building on the
employee’s ideas
 Step 4: Reach agreement
– Summarize where both of you stand
– Explore both positions: ask and listen
– Reach agreement that is best or the organization,
employee and you
LEAD –
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Jamshedpur
COACHING
 Step 5: Find resolution
– Ask employees what they feel should be done
– Offer your ideas
– Discuss until best resolution is reached
– Provide support and resources as needed
– Summarize the agreements
– Schedule follow up
LEAD –
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3 Keys to good coaching sessions
Preparation!
Preparation!
Preparation!
LEAD –
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Jamshedpur
Most common coaching barrier
 Managers fail to document

performance problems.
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Whale Done!
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What’s in It For You?
 Reduce stress
 Get more done
 Just plain feel better
LEAD –
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Jamshedpur
What’s in It for the Organization?
 Increase retention of top performers
 Increase creativity and innovation
 Improve service to team members
and customers
 Inspire passion and boost
performance!
LEAD –
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Jamshedpur
The Whale Done! Approach
 Build trust
 Accentuate the positive
 When mistakes occur, redirect
energy
LEAD –
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Jamshedpur
Whale Done! Can Be Used In
 Peer-to-peer relationships
 Within your work team
 Manager-to-employee relationships
LEAD –
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Jamshedpur
Our Emotional Bank Account with Others
 When we have positive interactions,

we are making deposits.
 When we have negative interactions,
we are making withdrawals.
LEAD –
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Jamshedpur
Four Types of Responses
– No Response
– Negative Response
– Redirection
– Positive Response
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Redirection Response
1. Describe the problem clearly and

without blame.
2. Show its negative impact.
3. Take the blame, if appropriate.
4. Make sure the task is understood.
5. Express trust and confidence.
LEAD –
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Jamshedpur
Whale Done! Response
 Praise immediately.
 Be specific.
 Share positive feelings.
 Encourage them to keep up the good
work.
LEAD –
11/17/10 67
Jamshedpur

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Leadership is like

beauty. It’s hard

Leadership is the ability to

 Managers do the things right Leaders

 A leader is a person you will follow to

 An employee at any level who has a ‘take

 The aim of leadership is to help

 Leadership Values are a prerequisite

Sr. Manager’s World Leader’s World

2 Relationships with Relationships with stakeholders

Low Concern for task High

 Developed by Robert Blake and Jane

 Five key Grid combinations.

 Scoring instructions – Count how many

 Directing : The leader provides specific instructions

 The Webster's dictionary defines

– a group of persons chosen to represent

 Can someone in your team get the job

 Is there someone in your team you can

 Do you need to free-up time for urgent

 Do you have someone in your team you

 To save time and get quality output

 To share load and get work done

 To free up time for priority tasks

 To develop team members for

 Get someone else to do your work

…‘Validate before delegating’

 KRA’s and tasks list

 Own some & Delegate some

 KSAM mapping of all team members

 Time and quality ranking of all team

 Current activities log of team

 Course correction and coaching &

 Best Practices sharing

 Fight (Aggressive Response) – This kind of

 Assertiveness can be defined as your ability to

 To Assert means – To state or affirm positively,

NON-ASSERTIVE ASSERTIVE AGGRESSIVE

 Non assertive/ submissive:

 Shift you into an active orientation

 Put the things into perspective. What

 Stick to your guns

 Be conscious of your body language

 Practice choosing your response

 Feedback is an integral part of two way

 Building on what is good and

 Provides information about behavior and

 Feedback acceptance should not be treated as a

 High performers respond to feedback that enhances their

 Feedback from one member in the group may

 Give feedback with a feeling

 A process of building a working

 Managers fail to document

 When we have positive interactions,

1. Describe the problem clearly and

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