Building successful leaders 如何成為優(yōu)秀的領(lǐng)導(dǎo)者

IstheabilityofanindividualinfluenceagrouporanotherindividualtowardtheachievementofgoalsandresultsManagementIsaboutcopingwithday-to-dayoperationsDefinitionofLeadershipBuildingSuccessfulLeadersIProactiveOrientationIITimeManagementIIIDealingwithpersonalchangeIVLeadershipModelsVInfluenceSkills—coreleadershipVICommunication&ResolveConflictVIISuccessfulFacilitatorVIIIPerformance&PeopledevelopmentBSL(I)-ProactiveorientationWhenwe’reproactive,weacceptresponsibilityforwhoweare,whatwehave,andwhatwedo.Wegrowbybecomingmoreconsistentlyproactiveovertime.Noquantumleapbutacontinuumofprogression.Whenweareproactiveourlanguagechanges,noticehowoftenwesay“ifonly…”Ifwethinkthattheproblemis“outthere”,thatverythoughtisitselftheproblem.Thereare2toolsavailabletoustohelpbemoreproactive.TOOL1:TheHillTOOL2:ForceFieldAnalysisBSL(I)-ProactiveorientationTheHillConcernControlInfluenceEconomyMyvaluesMyattitudeMyperformanceMyactionsTechnologychangesResourceCompany’sdecisionsMymanagerPowerofVisionGAINING CONTROLC.YourEnvironmentDelegatingRe-negotiatingSystemStaffingB.YouManagerSayingNOPrioritizing80/20AssessingNeedsA.YourselfValuesEnergyWhiteSpace

GainingControlControllingYourselfFinishwhatyoustart.Ifyouareover-committedandexpecttobeGREATateverything,focusyourenergyonfewerareasandallowyourselftobeaverageinlessimportantmatters.SAYNO(PUSH-BACK)Developyoursenseofhumor.LearnNOTtotakeyourselftooseriously.DELEGATEBroadenyourfamilyactivities.PayattentiontoyourspiritualityandPersonalLeadershipEffectiveness.GainingControlB.GAININGCONTROLOFYOURMANAGERRELATIONSHIPMakeSureYouUnderstandYourManager.AssessYourselfandYourNeeds.DevelopandMaintainaRelationship.SayingNo.GainingcontrolC.GAININGCONTROLOFYOURENVIRONMENTListenEffectivelyAttackProblem,notpeopleLearntoRe-NegotiateSeekOutStrongDirectedWorkersBeCo-operativeFindKeyAssociatestoUseasResourcesLearnto“Let-Go”ofYourTechnicalProwessTool:Force–fieldanalysisForce-fieldanalysisHelpingHinderingDesiredBSL(II)---TimemanagementS1PressureDeadlineCrisesS2InterruptionsSomecallsSomemailSomereportsSomemeetingsPopularactivitiesS3PreventionRelationshipBuildingRecognizingnewPlanningS4Trivia,BusyworkTimeWastersSomemailSomephonecallsPleasantactivitiesTheWork-TimeMatrixlooksattheperennialproblemthatallbusypeopleface.Thedemandsoftheimmediateoverridingtheimportantareasofourlives.Wehavetalkedbefore.CriticalNotCriticalPressing(Urgent)

NotPressing(NotUrgent) DealingwithpersonalchangeResistancetochangeHomeostasis(動態(tài)平衡）–ChangeplanningandmanagingOptimalChangeBSL(III)---DealingwithpersonalchangeChangispossible,noteasyPositivechangewillnotfinishedtoday,butitcanstarttodayHealthychangeisalong-termprocess,thedecisiontomakeachangeofferswonderfulfeelingsofcontrolandoptimism,butthoseareshort-livedifthechangeisnotaccomplished.---Anexpectationofanunrealisticallyhighpayoffinanunrealisticallyshorttime.ThreeBasicKindsofChangShockChange-Unexpected,OftenUnwelcome-Catch'syouoff-guardEvolutionaryChange-Gradual-Incremental-YoucanprepareandplanStrategicChange-AsenseofControlDealingwithpersonalchangeNNowNormalNeutralOrg.JumptoN+1PeopleoftenjumptoN-1Buy-inTakestime+1-1ResistanceAnger—生氣Withdrawal—撤消FightingCan’tsleepatnightGavemyallandnowlookwhatIgetDon’tlikeExplorationToomanynewideasaregeneratedFrustration-挫敗HavealottodoTroublefocusingOpentonewthingsTheinternalprocessofchangeN-1N+1Denial—否定ConfusionLossofIdentity失去平衡Apathy—冷漠Numbness—麻木Thistooshallpass–也會過去Commitment—TeamworkSatisfactionClearfocusandplanSignmeupAcceptanceYouwillgiveupfasterifyouarenotincontrolTransitionsThingsdonotchange,wechangeBeginningsNewcommitmentTransitionsTimeofuncertaintybetweentheoldandnewrealityEndingsLettinggoLessoncan’tthreatenWhenyoutrytoteachanyonesomethingnew,youhavetomakeitclearfromtheoutsetthatthedestinationissomeplacewe’dallliketogo.ManagingResistanceIdentifysourcesandreasonsInvolveallinterestedpartiesincontributingtoplanningthechangeClearlyarticulatetheneedforchangeandgoalsandobjectivesofthechangeprocessWrittendocuments)Addresstheindividualneedsofthosewhowillimpactedbythechange,helppeopleretainwhattheytreasurewheneverpossible.ManagingChangeModelsofchangeN-1N+1DenialsResistanceexplorationcommitmentManagingChange:BasicActionsStep1:LetgoStep2:IdentifyyourreactionStep3:TakeActionStep1Confusion---AcceptLossofidentity---BuildConnectionWithdrawn---FaceitAngry---ShareitThepastisnotthefutureifyouthinkaboutyouerror,youwillmakeanothererror,makingmistakeisjustalearningprocessThecurrentpatternofbehavioremployeesengageinissixtimesmorelikelytopredictjobperformancethanistheirbackgroundandjobhistory.Step2IdentifywhatyoureallywantValueandattitudeBeliefsBehaviorLimitingBeliefsEmpoweringBeliefsThere’snotimeforthought,notimeforprogress,justtimetodowhathastobedonetodayVerydangerousStep3DoIhavetheskillsnecessarytogetwhatIwant?-Askprofessionals,insideandoutside-Askyourmanager-Listen,reallylisten,towhattheysayFindyourownpath64%failedtoachievesuccessintheirlivesduetospecificstandardsetbyothersthattheywereunabletoliveupto.Step3WhatcanIcontrol?WhatcanIinfluence?Riskcontrol/ManagingRiskPromoteandrewardrisktaking(IBM)147/805ruleBeestory(15%search)BSL(IV)---LeadershipModelsManagerialGridSituationalleadership3-DTheoryLeadershipstyles1.9仁慈寬恕9.9合作5.51.1自由放任9.1獨(dú)裁LowHighHighEmployeeOrientationTaskorientation3-參與2-說服4-授權(quán)1-命令和決定DegreeofemployeematurityLeadershipstyle3-DTheory3’2’4’1’3241EffectivenessTaskorientationEmployeeOrientation1=Doer1’=Dictator2=Moderator2’=Vacillator游移3=Carer3’=Softy4=Strategist4’=IvorytowerAppropriatetothesituationThefourleadershipstylesDirectingDelegating

S2S1S4S3SupportingCoachingD4D3D2D1DevelopmentleveloffollowersDirectingHighdirective,lowsupportiveLeaderdefinesrolesoffollowersProblemsolvinganddecisionmakinginitiatedbyleaderOne-waycommunicationCoachingHighdirective,highsupportiveLeadersattemptstohearfollowerssuggestion,ideasTwo–wayControloverdecisionmakingSupportingHighsupportive,lowdirectiveFocusofcontrolshiftstofollowersLeaderactivelylistensFollowershasabilityandknowledgetodothetaskDelegatingHighsupportive,lowdirectiveLeadersdiscussproblemswithfollowersDecisionmakingishandledbythesubordinateSeeksjointagreementonproblemdefinitionsRuntheirownshowLowHighLevelsofdevelopmentD1Lowcompetence,HighcommitmentEnthusiasticBeginnerD2Somecompetence,LowcommitmentDisillusionedLearnerD3ModeratetoHighCompetencevariablecommitmentReluctantContributor-難處理的貢獻(xiàn)者D4Highcompetence,HighcommitmentPeakperformerIncreasingfollowerdevelopmentlevelTheLeader’sgoalSituationalLeadershipisnotsomethingyoudotopeoplebutsomethingyoudowith

peopleTeamRelationshipsStagesofTeamdevelopmentFormingStormingNormingPerformingTransformingBlindoptimismInformedpessimismHopeCommitment

Commitment(Morale)Productivity(Competence)Commitment(Morale)Productivity(Competence)Commitment(Morale)Productivity(Competence)

Commitment(Morale)Productivity(Competence)Leadershipbehaviorforteamdevelopment

Forming–tellinghightask/lowrelationshipSetrealisticandattainablegoalsClarifytasksandrelationshipsSetstandardandlimitsMakedecisionsandgivedirectionsTeachanddemonstrateskillsGivefeedbackonperformanceandgroupdynamicsProvidelowtomoderatesupportExplainingwhat/whySeekingquestionandanswersAcknowledgingroughspotsLeadershipbehaviorforteamdevelopment

Storming-sellingHightask/HighrelationshipTaskbehaviors

-Redefinethegoalsandexpectations-ProvideVision-Redefinerolesandrelationships-Continueskilldevelopment-FacilitateinterdependenceRelationshipbehaviors-Facilitategroupdecisionmaking-Activelylisten-Acceptandunderstanddifference-Acknowledgedifficulties-Confrontchallenge-Manageconflict-Praisehelpfulbehavior-Maint