International Leadership Training Innovative Regional Economic Development &

International Leadership Training Innovative Regional Economic Development & Trade Promotion – SADC Leadership Thorsten Trede (APPLICATIO Training & Management GmbH)

CONTENT Workshop topics • Introduction • A leaderbeing • Leadershipconcepts • Leadership, managementandvalues • Leadershiporientation • Leadershiptechniques • Management models • Definingtargetsandpriorities • Motivatingpeopleandbuilding a team • Communication thebasisforleadership

METHODIC Workshop rules • The following rules are important for our joint success: • Switch off cell phones (at least to silent mode) – every ring will cost you 0,50 € • Come on time – every minute of being late will cost you 0,10 € • Use the tree of cognition and knowledge • Use the collection of open questions • Participate actively • Ask, ask, ask…

A. INTRODUCTION

INTRODUCTION Whattheotherssay: "Effective leadership is putting first things first. Effective management is discipline, carrying it out“ (Stephen R. Covey) "Leadership should be born out of the understanding of the needs of those who would be affected by it“ (Marian Anderson ) … what do you say?

INTRODUCTION A leader being an example for others • Knowing how to be an example for others - What is in it for you as a leader? • Your behavior/performance will influence: • the success of your organization • the motivation of your staff • the environment in your organization • your self confidence • … will make you a leader others follow!

INTRODUCTION A leader being an example for others • Successful leaders lead successful organizations! • What can we do as leaders to enable our subordinates to perform to their best? • Tasks (headstand method) • Write one card each, answering the question “What can we do to decrease • performanceof your staff as fast as possible • Pin your card on the pin board • Let us sort the cards • Turn the answers and find out what will enable subordinates to perform better

INTRODUCTION A leader being an example for others: Enabling performance • Four easy rules of leadership: • Mistakes of subordinates are mistakes of the leader – good leaders cover • their staff • Mistakes of the leader are mistakes of the leader – good leaders do not • blame other for their failures • Success of staff belongs to the staff – leaders do not use success of others • for their own promotion • Successes of the leader belong to all – even if he did it alone.

INTRODUCTION A leader being an example for others: Enabling performance • Leaders expect their followers to achieve targets and take responsibility. • Are there any preconditions? • What do your followers need to fulfill your expectations? motivation feelings information ownership transparency

INTRODUCTION A leader being an example for others: Ownership Decision making Information Fairness Accountability Responsibility Work and pay Rights

INTRODUCTION A leader being an example for others: Ownership What about you and your department / Organization?

INTRODUCTION A leader being an example for others: Ownership Ownership culture, decision making breaks down into three major categories: Autonomy: Individual employees having the space to manage their day-to- day jobs in the manner they see best. Autonomy is the absence of "micro-management." Participation: Groups of employees contributing to the operation of the group in which they work, whether that be a department, division, shift or work team. Participation can be considered having a role in "local" decision-making. Influence: The work force as a whole having input over the overall direction and strategy of the organization. Influence can be considered having a role in "global" decisions.

INTRODUCTION A leader being an example for others: Ownership How to create it? Assessment of current ownership status Assessment of wishes of subordinates Ownership plan Check-up Implementation Motivation and increase in performance

INTRODUCTION A leader being an example for others: Transparency • Transparency implies • openness • communication and • accountability • Example: • „ Afghanistan Information Management Service: • Transparency in management and sharing of information • -significantly improve efficiency and accountability in the civil service, • - increase alignment of external resources with national plans and priorities, and • - help to improve the effectiveness of reconstruction and development. • Information management in Afghanistan is limited, often relying on complex or inappropriate processes, and rarely geared to promote transparency or sharing of information. • Afghanistan is making concerted efforts to tackle this situation, particularly among key government ministries.” (UNDP-Afghanistan, 2006)

B. LEADERSHIP CONCEPTS

LEADERSHIP CONCEPTS Whattheotherssay: "Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall“ (Stephen R. Covey) "Leadership is the ability to get men to do what they don't want to do and like it“ (Harry S. Truman) … what do you say?

LEADERSHIP CONCEPTS Leadership, management and values of leaders • Knowing about leadership, management and values - What is in it for you as a leader? • The use of leadership concepts will: • lead to the best possible results • facilitate your work • motivate employees • give you self confidence • … will make you a leader others follow!

LEADERSHIP CONCEPTS Leadership and management: Definition "Leaders manage and managers lead, but the two activities are not synonymous…. Management functions can potentially provide leadership; leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage". • Managers • have subordinates • have an authoritarian, transactional styleand • a work focusand • seek comfort • Leaders • have followers • have a charismatic, transformational style as well as a • a people focus and • seek risk

LEADERSHIP CONCEPTS Leadership and management: The difference between leaders and managers

LEADERSHIP CONCEPTS Leadership and management: Tasks of leaders and managers according WarenBennes • Manager • Leader innovates develops focuses on people inspirestrust has a along rang prespective Doestherightthings administers maintaines focuses on system & structure relies on control Has a shortrangeview Doesthingsright

LEADERSHIP CONCEPTS Leadership and management: 9 Areas of Core Competencies of a Leader • Core Competencies of a Leader • Motivatingothers • Systemicthinking • Decisiontaking • Aceptingcritique • Delegatingtasks • Time management • Conflictresolution • Presentation • Comunication

LEADERSHIP CONCEPTS Leadership and management: The ideal leader • Results from a German perspective leader… … • Whichcharcateristicsshouldthe ideal leaderhave? • Percentageoffirstchoiceby German employees • 42 % settingcleargoals • 25 % beingcriticalabouthimself • 15 % delegatingresponsabilities • 14 % giving positive feedback to employees • 3,5% Beingpresentat all attimes • : • Let’s try to find out what leadership will bring • to you personally and to your Institute!

LEADERSHIP CONCEPTS Values of leaders: The 4 E’s of leadership The 4 E’s Step 1: Envision Step 2: Enable Step 3: Empower Step 4: Energize ... and step 5: Execute

ENVISION Strategic Innovation ENABLE Institutional Interdependence Facilitating & Teaching EMPOWER LEADERSHIP CONCEPTS Values of leaders: The 4 E’s of leadership ENERGIZE Responsibility

LEADERSHIP CONCEPTS Values of leaders: The 4 E’s of leadership Famous examples: Mohandas Gandhi The political independence of India, based on spiritual renewal of her people, and on the equality of Hindu, Muslim. Abolish castes. ENVISION Organization skills - e.g. ambulance corps The "Constructive Program". The Ashrams. Congress charter. "Swadeshi". ENABLE Discipline & freedom, for self and followers. "Satyagraha" and "Swaraj". Love. Respect. EMPOWER Walked the talk - he was the program The "Salt March". Fasting. Charisma. Disregard for self - no fear - prison. Words. ENERGIZE

LEADERSHIP CONCEPTS Values of leaders: The 4 E’s of leadership Famous examples: Genghis Khan Preserve nomadic lifestyle & live off the land. Realize the longstanding Mongol dream of "conquering the World". ENVISION Compound bow, short stirrup. "Yasa" code. Merit based units of 10, 1000, 10000. Pony express communications. ENABLE Trusted Locals running conquered cities. Promotion on merit. Generous. Loyal. Frank. EMPOWER Very strong & clear Mongol values. Always led from the front. Charismatic. Either surrender or be slaughtered! ENERGIZE

LEADERSHIP CONCEPTS Values of leaders: All you need to know about leadership… • Leaders • … create (& need) followers. • ... create (& need) change. • … have a rock-solid value system which provides the glue. Leadership breaks down into 4 sub-criteria: Giving direction: vision, mission, values Developing and implementing a system for managing the organization Motivating and supporting people and acting as role model; Managing relations with politicians and other stakeholders;

LEADERSHIP CONCEPTS Tool Values of leaders: Are you a leader? Five Key Leadership Questions By answering these questions you will be led to discovering insights about your leadership focus, how much you know about yourself, your level of courage and persistence, your ability to listen to and work through other people, and your sense of timing in getting things done when they need to be done. 1: FOCUS: How focused am I? 2: AUTHENTICITY: Am I viewed as authentic? 3: COURAGE: How courageous am I? 4: EMPATHY: How empathic am I? 5: TIMING: Do I make and execute decisions in a timely fashion?

LEADERSHIP CONCEPTS Tool Values of leaders: Are you a leader? Leadership assessment - Learn about yourself! To answer the question – Who/What Am I? – you will perhaps need to review and examine your many SELVES. SELF-IMAGE - How I see myself? REPUTATION - How others see me? ACTUAL SELF - How I am at a given moment and situation? IDEAL SELF - How I would like to be REAL OR TRUE SELF - How I ought to be according to my true nature as human person

LEADERSHIP CONCEPTS Values of leaders - Are you a leader? Learn about yourself! • These SELVES, you can know: • • through the continuing self-assessment, self-examination, reflection • • through meaningful interaction with others, interaction which helps me become aware of how I am affecting others • What kind of leader are you? • The Driver • The Expressive • The Diplomat • The Analyzer

flexibility Mentor Innovator Broker Facilitator internal external Producer Monitor Director Coordinator control LEADERSHIP CONCEPTS Tool Leadership roles: Competitive Values Framework

LEADERSHIP CONCEPTS Qualities of leaders Values represent the deeply held beliefs within the organization and are demonstrated through the day-to-day behaviors of all employees. An organization's values make an open proclamation about how it expects everyone to behave. Values should endure over the long-term and provide a constant source of strength for an organization. Strategy Governance Communication Values Orientation Decisions Vision Mission

LEADERSHIP CONCEPTS Tool Values of leaders • What are possible values for your Organisationand for you personally ? • Which of those do you regard most important? Let us is try to define your and your Institute’s values!

LEADERSHIP CONCEPTS Leadership orientations • What is in it for you as a leader? • Right orientations in leadership will: • make possible the leading of an organization • will give all parties involved clear directions • give you self confidence • … will make you a leader others follow!

L L L L LEADERSHIP CONCEPTS Leadership orientations - by position of leader What is your current model… which would being best success in future?

LEADERSHIP CONCEPTS Tool Leadership orientations by focus of leader To help prepare you for your leadership role, we'll briefly examine some leadership orientations. Each orientation presents two extremes between which leaders have to determine the right balance for themselves, based upon their personality and specific leadership challenges. Democracy or autocracy Participation or direction Relationship or task

LEADERSHIP CONCEPTS Tool Leadership orientations by focus of leader Democracy or autocracy democracy autocracy • concerned with tasks • focus less on subordinates and • their needs • has more subordinates with low • levels of job satisfaction • focus on their followers • welfare of their team • relationship-oriented • consider their subordinates' needs

LEADERSHIP CONCEPTS Tool Leadership orientations by focus of leader - Participation or direction participation direction • delegates total responsibility for tasks • allows subordinates to participate in problem-solving • effective in less structured or rapidly changing work environments • decide what needs to be done • may or may not explain • seeking input from subordinates is unnecessary

LEADERSHIP CONCEPTS Tool Leadership orientations by focus of leader - Relationship or task relation task • has foremost in mind the job that • must get done • leaders structure the work • define the goals, allocate resources • attending to the human side of work • know the best way to achieve high- quality • warm, close and friendly relationships • with their followers

LEADERSHIP CONCEPTS Tool Leadership orientations by focus of Organisation and its leaders • Leadership can also be defined by the focus of the organization and its leader: • Staff orientation • Task orientation • Customer orientation • This is closely connected to your vision and mission Staff Task Customer orientation

C. LEADERSHIP TECHNIQUES

LEADERSHIP TECHNIQUES Management models: What others say… Effective leadership is putting first things first. Effective management is discipline, carrying it out. (Stephen Covey) Failure comes only when we forget our ideals and objectives and principles. (Nehru) The conventional definition of management is getting work done through people, but real management is developing people through work.” (AghaHasanAbedi) What do you say?

LEADERSHIP TECHNIQUES Management models: What about you? • Knowing management models - What is in it for you as a leader? • The knowledge about different management models will: • allow you to adapt these models according to your needs • enable you to effectively and efficiently manage a team, a project, a departments , a Organization • increase your and your subordinates performance • give you self confidence • … will make you a leader others follow!

LEADERSHIP TECHNIQUES Leadership styles theory - Goleman When… When… changes require a new vision, a clear direction is needed, radical change is needed helping competent, motivated employees improve performance by building long-term capabilities you can… you can… move people towards shared dreams connect what a person wants with the organization's goals if you as a leader are… if you as a leader are… listening, helping people identifying own strengths and weaknesses, encouraging, delegating inspiring, believing in own vision, explaining how and why VISIONARY COACHING

LEADERSHIP TECHNIQUES Leadership styles theory - Goleman When… When… you need high-quality results from a motivated and competent team in a crisis, to kick-start an urgent turnaround or with problematic employees you can… you can… set challenging and exciting goals reduce fear by giving clear direction in an emergency if you as a leader are… if you as a leader are… having high own standards, be initiative, have low collaboration, are micromanaging, numbers-driven commanding, threatening, tight control, monitoring studiously, driving away talent PACESETTING COMMANDING

LEADERSHIP TECHNIQUES Leadership styles theory - Goleman When… When… the team needs healing, motivation during stressful times or you have to strengthen connections consensus is needed, or valuable input from employees is required you can… you can… create harmony by connecting people to each other value people's input and get commitment through participation if you as a leader are… if you as a leader are… promoting harmony, be empathetic, boost moral, solve conflicts a superb listener, team worker, collaborator, influencer AFFILIATIVE DEMOCRATIC

LEADERSHIP TECHNIQUES Management modelsforleaders: Management bydelegation Delegation is an important skill for any manager. It is often necessary just to get things done, to meet schedules and produce expected deliverables.... but it is also a key to effective and meaningful leadership. Responsibility Assignment Controlling Assessment tasks subordinate tasks subordinate tasks

LEADERSHIP TECHNIQUES Management bydelegation analysis responsibilities tasks Leader tasks planning tasks awareness tasks Subordinates abilities Subordinates skills Subordinates time

LEADERSHIP TECHNIQUES Management bydelegation analysis Leader responsibilities tasks planning awareness tasks tasks tasks Subordinates Subordinates Subordinates abilities time skills

LEADERSHIP TECHNIQUES Management bydelegation • Management by delegation – what is so good about it? • Task: • Collect positive and negative aspects of delegating work; When might it be useful and what should not be delegated? • Write each aspect on a card (green for positive / red for negative) • Pin the cards on the pin board • How do you feel about delegating tasks and parts of responsibility ? Let’s discuss whether management by delegation in an option for you!

International Leadership Training Innovative Regional Economic Development &