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The Fifth Leadership Skill Col Harry LeBoeuf, USAF (ret)

The Fifth Leadership Skill Col Harry LeBoeuf, USAF (ret). Execute. iRespond Question. Multiple Choice. F. F8F24089-E91F-2A4D-BBA3-1C4FCF9ED663. I would rate the overall execution across our organization as: . A) Great. B) Good. C) Fair. D) Poor. E.) . “A good plan

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The Fifth Leadership Skill Col Harry LeBoeuf, USAF (ret)

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  1. The Fifth Leadership Skill • Col Harry LeBoeuf, USAF (ret)

  2. Execute

  3. iRespond Question Multiple Choice F F8F24089-E91F-2A4D-BBA3-1C4FCF9ED663 I would rate the overall execution across our organization as: A) Great B) Good C) Fair D) Poor E.)

  4. “A good plan violentlyexecutedtoday is better than a perfect plan next week.” General George S. Patton, Jr. WWII Commander

  5. “Vision without execution is an hallucination.” Thomas Edison Inventor

  6. Two Keys to Execution • Delegate • Emancipate

  7. Delegate Delegate Quiz: Each of you determine the best answer to each of the following six questions…

  8. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 1. Delegating a task means: a. getting somebody else to do your work. b. giving someone your responsibility. c. appointing another to act in your behalf. d. allowing an employee to take over for you in your job. E.)

  9. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 1. Delegating a task means: a. getting somebody else to do your work. b. giving someone your responsibility. c. appointing another to act in your behalf. d. allowing an employee to take over for you in your job. E.)

  10. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 2. The ultimate goal of delegation is to: a. grow your employee’s skills. b. eliminate clutter from your desk. c. give you more free time. d. test your ability to tolerate stress and ambiguity. E.)

  11. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 2. The ultimate goal of delegation is to: a. grow your employee’s skills. b. eliminate clutter from your desk. c. give you more free time. d. test your ability to tolerate stress and ambiguity. E.)

  12. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 3. The first step in good delegation is: a. choose the right person. b. choose the right task. c. set delegation checkpoints. d. communicate with the person. E.)

  13. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 3. The first step in good delegation is: a. choose the right person. b. choose the right task. c. set delegation checkpoints. d. communicate with the person. E.)

  14. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 4. The second step in good delegation is: a. choose the right person. b. choose the right task. c. set delegation checkpoints. d. communicate with the person. E.)

  15. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 4. The second step in good delegation is: a. choose the right person. b. choose the right task. c. set delegation checkpoints. d. communicate with the person. E.)

  16. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 5. The third step in good delegation is: a. choose the right person. b. choose the right task. c. set delegation checkpoints. d. communicate with the person. E.)

  17. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 5. The third step in good delegation is: a. choose the right person. b. choose the right task. c. set delegation checkpoints. d. communicate with the person. E.)

  18. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 6. The fourth step in good delegation is: a. choose the right person. b. choose the right task. c. set delegation checkpoints. d. communicate with the person. E.)

  19. iRespond Question Multiple Choice F B2D0C615-C8CB-164F-8FDB-148702AECE59 6. The fourth step in good delegation is: a. choose the right person. b. choose the right task. c. set delegation checkpoints. d. communicate with the person. E.)

  20. Monkey Management What is a Monkey? • Any task that requires Action. Who’s got the Monkey? • The person who decides to make the Next Move.

  21. Monkey Truths • Many well-meaning bosses proudly go on Monkey Round-ups! • Monkeys are tricky and can disguise themselves as “Boss, We’ve got a problem.” • When bosses accept an employee’s monkey, they then become subordinate to the employee.

  22. Monkey Truths • Monkey’s sleep just as soundly on the backs of Employees. • Monkeys need to be with their rightful owners. • If the task is yours, then you have two choices: keep it or Delegate it. • If the task belongs to the employee, give it Back.

  23. The Care & Feeding of Monkeys Rule #1: Monkeys should be fed or Shot. Rule #2: The monkey population should be kept below the Maximum number the manager has time to feed. Rule #3: Monkeys should be fed by Appointment only. Rule #4: Monkeys should be fed face-to-face or by telephone but never my mail or E-mail.

  24. Two Keys to Execution • Delegate • Emancipate

  25. Emancipate Def: Giving people the Freedom to Succeed.

  26. Brainstorm 10 Reasons Leaders Don’t Emancipate

  27. Goal of Emancipation Goal of emancipation is NOT to completely eliminate bureaucracy, but to eliminate unnecessary bureaucracy!

  28. Key Emancipation Question NOT: How Much control do I need? Is: How Little control do I need?

  29. Leader’s Emancipation Mindset • Give people freedom to experiment • Shift from forcing compliance to inspiring excellence • Shift from preventing failures to maximizing successes • Create freedom from bureaucracy • Encourage challenges of the status-quo • Give everyone input in to making it happen

  30. Leader’s Role in Execution • Guide • Inspect • Redirect

  31. My Action Plan List 2-3 actions to take your Executing To a Higher Level.

  32. Reward

  33. “I can live for two months on a good compliment.” Mark Twain Humorist & Author

  34. Realities of Motivation Conventional Wisdom Bosses motivate employees. Unconventional Reality Employees motivate themselves.

  35. Realities of Motivation Unconventional Reality Employees do what they do for their own reasons. Conventional Wisdom People do what they do for their organization’s or boss’ reasons.

  36. Realities of Motivation Unconventional Reality Great leaders look for the roadblocks to motivation. Conventional Wisdom Great leaders look for people to pump up.

  37. Realities of Motivation Unconventional Reality Our job is to make our horses thirsty! Conventional Wisdom Our job is to lead our horses to water.

  38. Two Keys to Transformational Rewards • Environmental Rewards • Individualized Rewards

  39. Environmental Rewards • Ask your team what motivates them. • Eliminate fear. • Listen – really listen. • Ask for help when you need it. • Reward teamwork. • Give fast feedback.

  40. Individualized Rewards FACT: Greatest change in motivation in past 25 years is the absolute necessity to individualize rewards to the unique needs and wants of each employee!

  41. My Action Plan List 2-3 actions to take your Rewarding To a Higher Level.

  42. Ropella Leadership Transformation ROPELLA can help you improve productivity and the bottom line, as well as the morale and loyalty of your employees. We can give your organization a true “line-of-sight” communication from the boardroom to the front line. Give ROPELLA a call today and we will help you grow your great company! www.Ropella.com 850.983.4777

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