Leadership

1. Leadership

2. Why learn about leadership if I do not aspire to a leadership position?

3. Are leaders born or made?

4. A moment. Leadership is in part a moment, a chance opportunity, when someone steps forward and says, "This way, follow me." A journey. Leadership is not a final destination we arrive at after a period of preparation. Rather, it is a lifelong trip toward a greater degree of self-awareness and interpersonal skill.A symphony.art of leadership. The music, though, is symphonic in nature; it consists of notes coming from many instruments. This is why one cannot lead only oneself. It is not that the piano cannot stand alone as an instrument;

5. The unique role of a leader is then to provide the energy and commitment to see this job through, and ensuring execution is perfect. Leadership is about listening, and making a real "connect" with others. It is a process.

6. Step 1: EnvisionLeadership starts with having a vision, then developing a plan to achieve it. It is based both on data assessment and intuition, hope and fear. It is a noble challenge. A vision of the future is the key to getting started as a Leader. Without one, go back to square one

7. Step 2: EnableThe Envisioning step forces decisions on choices – strategies, in other words. Leaders must then decide what methods or tools will be used to Enable the objectives, and to encourage the right kind of action

8. Step 3: EmpowerGiven a clear vision, strategy and enabling tool kit, the third step of the Leadership process is empowering people to achieve the goals. There is a ”deal” between the Leader and his or her followers. The followers and the Leader have a contract, for success and failure, reward and sanction, on both sides. Both are given mutual freedom, yet held mutually accountable. Both are thus empowered

9. Trust via empowermentThe overall impact of empowerment is to build trust. There are many ways to do this, all of which are as applicable to networks as in any other context. A word of warning – trust is not something a group can just agree to have. It is built over time

10. Step 4: EnergizeSo, the goal is clear, the plan is in place, and the troops are both motivated and armed. Still, there is an essential ingredient missing. The Leadership role demands the skills of energizing the organization to act

11. Step 4: EnergizeSo, the goal is clear, the plan is in place, and the troops are both motivated and armed. Still, there is an essential ingredient missing. The Leadership role demands the skills of energizing the organization to act

12. leadership scale is balanced between the qualities of respect and responsibility. When there is respect in an organization, everyone feels a sense of partnership, equality and fairness. When responsibility is prevalent, each person is willing to take initiative and act for the good of the entire organization

13. INTEGRITY Leaders must be honest, credible and completely trustworthy. A person with integrity doesn't twist facts for personal advantage, is willing to stand up for what is right, keeps all promises, and can be counted on to always tell the truth. A person with integrity makes sound decisions, especially when faced with moments of indecision, temptation and conflict. Without integrity, no leader can be successful. INTEGRITY

14. INTEGRITY Respect helps create a state of partnership and teamwork. People who demonstrate respect show unconditional high regard for others, acknowledging their value as human beings, regardless of their behavior. The respect comes through in all situations, RESPECT

15. Treating everyone in the organization with empathy helps leaders earn trust. Leaders who are empathetic create strong bonds and are seen as less political. A person who demonstrates the core quality of empathy:vCan understand others’ points of view, including the views of those who are differentvShows genuine concern for othersvListens with understandingvIs respectful even when he or she has nothing to gain from the relationship Empathy

16. vListens to others with an open mind vDoesn't brag or name drop vClearly sees and admits their own limitations and failings vIs not afraid to be vulnerable Humility

17. vStays calm even in crisis situations vReflects before reacting and is able to consciously choose an response Emotional Mastery

18. vStays calm even in crisis situations vReflects before reacting and is able to consciously choose an response Emotional Mastery

19. Responsibility is the acceptance of full responsibility for personal success and for the success of the project, team and organization. .  Becoming responsible requires developing and refining the following core qualities: Responsibility

20. Becoming responsible requires developing and refining the following core qualities:vTakes the initiative to get things done vTakes personal responsibility for organizational success Responsibility

21. People who are self-confident also recognize the value of building the self-confidence of others and won't be threatened by doing so. Self-confidence in everyone builds a sense of partnership and helps the organization get maximum effort and ideas form everyone. A person with the core quality of self-confidence: vHas a self assured bearing vIs flexible and willing to change vEasily gives others credit vIsn't afraid to tell the truth Self-Confidence

22. They are willing to risk conflict to have their ideas heard, balancing that with the respect that makes constructive conflict possible. A person with the core quality of courage: vChampions new or unpopular ideas vTalks to others, not about others, when there is a problem vAccepts feedback and really hears what others say vTakes the ball and runs with it, even when there are obstacles Courage

23. A person who demonstrates the core quality of focusing on the whole: vRealizes that they represent their company to customers vSees how the work in their area affects the entire project and the entire organization vGathers information from all stakeholders when making decisions vShares information throughout the company and understands the value of a knowledgeable workforce Focus on the whole