Introductions Leadership


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Introduction

  • Introduction

  • Introductions

  • Leadership

  • Vision

  • Values

  • Managing Change

  • Communication



Why are we talking about leadership?

  • Why are we talking about leadership?

    • Leadership is key to the internal culture of any organisation. Without effective leadership it is unlikely that you will be truly successful at motivating staff, focusing on clients' needs or maintaining business improvement. CE
    • Client Leadership – Lack of it blamed for slow progress
    • Leadership vs Management – Everyone wants to be a manager!
    • Workshops on Leadership for
      • Companies
      • Departments
      • Projects
    • Link between Leadership and Teamwork, Behaviour




Leadership is about working with other people in a spirit of partnership and empowerment

  • Leadership is about working with other people in a spirit of partnership and empowerment

  • Management is concerned with planning, controlling, directing, organising and problem solving



Harm free environment

  • Harm free environment

  • One meeting

  • Participation

  • Mobile Phones off/silent

  • Timekeeping

  • Opportunity to Fail

  • If you don’t agree/understand then question!



All delegates to go around the table and introduce themselves – Name and Title. Then stand up.

  • All delegates to go around the table and introduce themselves – Name and Title. Then stand up.

  • Next

    • Begin tossing one ball amongst the circle. The exchange from tosser to catcher should be as follows.
      • Tosser- “Here you go…… (Name of catcher).”
      • Catcher- “Thank you…… (Name of tosser).“
      • “Here you go….(next catcher).”
  • As individuals begin to become familiar with one another’s names speed up the process.

  • Second Ball

  • After catching and naming successfully 5 times sit down.

  • Last one remain standing



Think of the 3 leaders you admire the most.

  • Think of the 3 leaders you admire the most.

  • Who are they?



  • What do you think are the key characteristics of Leaders?

    • Give your top 3


John Adair

  • John Adair

  • John Harvey Jones

  • Warren Bennis

  • Tom Peters

  • Jim Collins

  • Burt Nanus



Basic Ingredients of Leadership

  • Basic Ingredients of Leadership

  • Seven Megaskills of Leadership

  • Characteristics of Value-Based Leaders

  • Seven Habits of Highly Successful People

  • Eight Discernible Characteristics of Principle-Centred Leaders

  • Attributes of Leadership

  • Nine Natural Laws of Leadership



72 Traits

  • 72 Traits

    • Score yourself out of 5 for each trait
      • 5 is good and 0 is bad
      • Do it quickly
      • Don’t think about it too much
    • Add up the total




Anyone?

  • Anyone?

    • 0 to 100
    • 100 to 200
    • 200 to 300
    • Over 300


What are the characteristics of good leadership?

  • What are the characteristics of good leadership?

    • The DTI competitiveness survey identified several common traits of leaders in top companies. These included:
      • Enthusiasm
      • Champion of change
      • Communication
      • Leader by example
      • Openness
      • Risk tolerant
      • Visionary
      • Motivator
      • Failure tolerant
      • Good delegator
    • Particularly in small companies, it can be difficult to differentiate between management and leadership because you may be involved in all aspects of the business. It may be difficult to 'let go' once a company grows and you start to rely on people who can do some parts of the job better than yourself. In 'How to be a better leader', it is observed that:
    • 'you manage tasks, and lead people.'


Enthusiasm

  • Enthusiasm

  • Integrity

  • Toughness

  • Fairness

  • Warmth

  • Humility

  • Confidence



Have a “Vision”

  • Have a “Vision”

  • Act as strong role models

  • Walk the talk

  • Win the hearts and minds

  • Bring the best out of people

  • Are the change agent

  • Have a steady hand and a cool head



3 most common

  • 3 most common



Have willing followers!!!!

  • Have willing followers!!!!

  • And it’s the engagement of those followers that is important



You can’t always be the leader

  • You can’t always be the leader

  • Teams select own leaders?

  • Adopt an appropriate style

  • “The Admirable Crichton”

  • Knowledge, Skills and Attitude



The one experience you must have!



A leader has willing followers – allies

  • A leader has willing followers – allies

  • Leadership is a field of interaction

  • Leadership occurs as an event

  • Leaders use influence beyond formal authority

  • Leaders operate outside the boundaries of the organisationally defined procedure

  • Leadership involves risk and uncertainty

  • Not everyone will follow a leader’s initiative

  • Consciousness – information processing capacity – creates leadership

  • Leadership is a self-referral process. Leaders and followers process information from their own subjective, internal frame of reference



It can and must be

  • It can and must be

          • Peter Drucker


Think of the best boss you ever had

  • Think of the best boss you ever had

  • Think of the worst boss you ever had

  • Make a list of all the things done to you that you hated

  • DON’T DO THEM TO OTHERS EVER

  • Make a list of all the things done to you that you loved

  • DO THEM TO OTHERS ALWAYS

          • Dee Hock


Enthusiastic…………………………….Volatile

  • Enthusiastic…………………………….Volatile

  • Shrewd……………………………………Mistrustful

  • Careful………………….. ……………….Cautious

  • Independent……………………………Detached

  • Focused…………………………………..Passive

  • Confident………………………………..Arrogant

  • Charming………………………………..Manipulative

  • Vivacious…………………………………Dramatic

  • Imaginative……………...................Eccentric

  • Diligent……………………………………Perfectionistic

  • Dutiful. …………………………………..Dependent



Link between Leadership and Results

  • Link between Leadership and Results

  • 2012 Summer Olympics

    • Team GB Target 48 to 70 Medals
        • Targets created for each sport (future funding based on results!)
        • Archery, Athletics, Badminton, Basketball, Boxing, Canoeing, Cycling, Diving, Equestrian, Fencing, Field hockey, Football, Gymnastics, Trampoline, Handball, Judo, Modern pentathlon, Rowing, Sailing, Shooting, Swimming, Table tennis, Taekwondo, Tennis, Triathlon, Volleyball, Water polo, Weightlifting, Wrestling
        • Targets created for each sportsman/woman.
    • Great Britain left the Summer Olympic Games with a total of 65 medals (29 gold, 17 silver, and 19 bronze),[6] finishing third in the gold medal rankings, and fourth in the overall medal rankings.


Vision

  • Vision

  • Values

  • Managing Change

  • Communication



Shared Purposes …to provide focus

  • Shared Purposes …to provide focus

  • Shared Results … to provide challenge

  • Shared Values …. to provide control









Each Table decide











Vision

  • Vision

    • To be the leading global construction services company delivering the built
    • environment for international and local customers.
  • We will achieve our vision by:

    • Always engaging with our customers and understanding their needs.
    • Consistently providing exceptional levels of service that combine innovation and best practice.
    • Continuing to grow the business to serve customers in a wider range of sectors and geographies.
    • Always employing great people in a values-driven culture.
  • Values

  • Passionate about our work - Passion

    • Our passion drives our commitment to excellence and continuous improvement.
  • Committed to customer relationships Commitment

    • We will grow by having satisfied customers who choose to work with us again and again.
  • Fulfilling our people's potential Fulfillment

    • We will give our people the opportunity to reach their full potential and help them achieve their ambitions.
  • Dedicated to detail Dedication

    • Our care and attention to detail drives exceptional quality.
  • Acting responsibly and safely Responsibility and Safety

    • We will not compromise on safety and will act responsibly in all that we do.


Honesty

  • Honesty

  • Trust

  • Long Term Relationships

  • Open

  • One Team

  • Innovation

  • Skills Development

  • RG Carter





What is the opposite of Values

  • What is the opposite of Values

  • How do you encourage people who live the values?

  • Do you reward it? How?

  • Use of Mnemonic on your chosen Values





There is nothing more difficult to execute, nor more dubious of success, nor more dangerous to administer than to introduce a new system of things:

  • There is nothing more difficult to execute, nor more dubious of success, nor more dangerous to administer than to introduce a new system of things:

  • For he who introduces it has all those who profit from the old system as his enemies and,

  • He has only lukewarm allies in all those who might profit from the new system.

          • Machiavelli




"We trained hard, but it seemed that every time we were beginning to form up into teams, we would be reorganised.

  • "We trained hard, but it seemed that every time we were beginning to form up into teams, we would be reorganised.

  • I was to learn later in life that we tend to meet any new situation by reorganising and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralisation“

  • Charlton Ogburn, Jr



It's not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them better. The credit belongs to the man who is actually in the arena; whose face is marred with the sweat and dust and blood; who strives valiantly; who errs and comes up short again and again; who knows the great enthusiasms, the great devotions and spends himself in a worthy cause and who, at best knows the triumph of high achievement and who at worst, if he fails, at least fails while daring greatly so that his place shall never be with those cold and timid souls who know neither victory nor defeat

  • It's not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them better. The credit belongs to the man who is actually in the arena; whose face is marred with the sweat and dust and blood; who strives valiantly; who errs and comes up short again and again; who knows the great enthusiasms, the great devotions and spends himself in a worthy cause and who, at best knows the triumph of high achievement and who at worst, if he fails, at least fails while daring greatly so that his place shall never be with those cold and timid souls who know neither victory nor defeat

  • Theodore Roosevelt, 23 April 1923



Develop Teams

  • Develop Teams

  • Establish Organisational

    • Vision
    • Values
    • Strategy
  • Values Based Performance Management

  • Lean Design and Construction




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