LEADERSHIP SKILLS

1. LEADERSHIP SKILLS NIGEL H. TOMLINSON SHEFFIELD CHAMBER OF COMMERCE & INDUSTRY

4. GETTING IT WRONG “I tell you Wellington is a bad general, the English are bad soldiers; we will settle the matter by lunch time” Napolean Bonaparte at breakfast with his generals Before the Battle of Waterloo (1815) “Good tactics can save even the worst strategy. Bad tactics will destroy even the best strategy” General George Patton (1942) “I think there is a world market for about five computers” Thomas J. Watson, Chairman of IBM (1943) “I don’t need bodyguards” Jimmy Hoffa, Union Boss, one month before his disappearance (1975)

5. GETTING IT RIGHT “Business as we know, is so complex and difficult, the survival of organisations so hazardous in an environment increasingly unpredictable, competitive and fraught with danger, that their continued existence depends on their ability to constantly change through effective leadership and the mobilisation of every ounce of intelligence.” Konosuke Matsushita “Leadership can be defined as the will to control events, the understanding to chart a course, and the power to get a task done, co-operatively using the skills and abilities of other people. The goals and requirements of strong, effective leadership will be the same in 2,500 years as they are now.” Sun Tzu

6. Examples of Environmental Influences Economic Factors and Restructuring e.g. re-united Germany 1990s Capital Markets e.g. corporate losses Labour Market e.g. drive to reduce costs, higher skills Competition e.g. increase in tendering organic and acquisitive Labour Policy & Industrial Relations Financial Policy Marketing Policy Economic Forecasting Demographics e.g. ageing population Demographic Lobbying Government e.g. national and trans-national budgets, interest rates, employment law The Enterprise The Enterprise Forecasting Representation Environmental Sensing R & D Policy Environmental Sensing R & D Policy Purchasing Policy Socio-Cultural e.g. quality of life, health, mobility Technology e.g. reduces product life cycle, investment costs increase Ecology e.g. environmental laws and protection Supplies e.g. raw materials scarcity, supply and demand

7. WHAT ATTRIBUTES DOES A LEADER REQUIRE IN THE NEW MILLENNIUM? “It is not your aptitude, but your attitude that determines your altitude in life” Anonymous Attributes will always be moulded and dictated by the environment

8. Character Charisma Commitment Communication Competence Courage Discernment Focus Generosity Initiative Source: John C. Maxwell Listening Passion Positive Attitude Problem Solving Relationships Responsibility Security Self-Discipline Servanthood Teachability Vision THE 21 INDISPENSABLE QUALITIES OF A LEADER“The quality of people and their leadership is going to make a bigger difference than the quality of products or the quality of services”Rosabeth Moss Kanter

9. DIFFERENCES BETWEEN LEADERS AND MANAGERS “Managers deal with complexities, Leaders deal with change” Richard Branson, Virgin Group Leaders Managers Administer Implement Originate Copy Develop Maintain Inspire Trust Control Think long term Think short term Ask what and why Ask how and when Watch the horizon Watch the bottom line Challenge status quo Accept status quo Are their own people Are good soldiers Do the right thing Do things right

10. WHAT EXACTLY IS LEADERSHIP? “The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.” Anonymous The Definition of Leadership: INFLUENCE The Key To Leadership: PRIORITIES The Most Important Ingredient of Leadership: INTEGRITY The Ultimate Test of Leadership: CHANGE The Quickest Way To Gain Leadership: PROBLEM-SOLVING The Extra Plus In Leadership: ATTITUDE Developing Your Most Appreciable Asset: PEOPLE The Indispensable Quality of Leadership: VISION The Price Tag of Leadership: SELF-DISCIPLINE The Most Important Lesson of Leadership: STAFF DEVELOPMENT

11. LEADERSHIP IS ABOUT PROBLEM SOLVING • “Tell me and I will forget. Show me and I will remember. Involve me and I will understand” – Confucius • They do not know what they are supposed to do. • They do not know how to do it. • They do not know why they should. • There are obstacles beyond their control. • These are all responsibilities of leadership. • Source: Coaching for Improved Work Performance – F.F. Foumies • Great Leaders usually recognise a problem in the following sequence: • They sense it before they see it (intuition or “gut feeling”) • They begin looking for it and ask questions (inspection or curiosity) • They gather information (processing) • They share their feelings and findings to a few trusted colleagues (communicating) • They define the problem (writing) • They check their resources (evaluating) • They make a decision (leading)

12. THE PRIORITIES OF A LEADER • “The best executive is the one who has the sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it”. • Theodore Roosevelt • AreaTime Allotted • Leadership 19% • Communicating 38% • Creating 31% • Networking 12%

15. THE FOUR PHASES OF LEADERSHIP GROWTH INEFFECTIVE EFFECTIVE “To be conscious that you are ignorant of the facts is a great step to knowledge - Benjamin Disraeli I Don’t Know What I Don’t Know I Simply Go Because of What I Know Unaware Aware I Know What I Don’t Know I Grow and Know It Starts to Show

16. LEADERSHIP CAN BE TAUGHT • “Being in power is like being a lady. If you have to tell people you are, you aren’t”. Margaret Thatcher • The Leading Leader: • Is born with leadership qualities • Has seen leadership modelled throughout life • Has learned added leadership through training • Has self-discipline to become a great leader. • Note: Three out of four of these qualities are acquired. • 2. The Learned Leader: • Has seen leadership modelled most of life • Has learned leadership through training • Has self-discipline to be a great leader • Note: All three qualities are acquired

17. The Latent Leader: • Has just recently seen leadership modelled • Is learning to be a leader through training. • Has self-discipline to become a good leader • Note: All three qualities are acquired. • The Limited Leader: • Has little or no exposure to leaders • Has little or no exposure to leadership training • Has desire to become a leader • Note: All three can be acquired.

19. THE IMPORTANCE OF INFLUENCE

21. LEADERS WHO DEVELOP FOLLOWERS ADD ONE AT A TIME LEADER Follower LEADERS WHO DEVELOP LEADERSMULTIPLY THEIR GROWTH LEADER LEADER Follower Leader Leader Follower Follower Follower Follower Follower Follower Follower

22. LEADERS GO THEIR OWN WAY WHEN A GROUP FIRST COMES TOGETHER 4 9 10 4 7 5 2 2 7 3 1 4

23. SOON PEOPLE CHANGE DIRECTION TO FOLLOW THE STRONGEST LEADERS 9 10 4 7 4 5 7 2 2 3 1 4

24. PEOPLE NATURALLY ALIGN THEMSELES AND FOLLOW LEADERS STRONGER THAN THEMSELVES 10 9 7 4 5 4 7 4 1 2 3 2

25. TAKING THE ORGANISATION TO A NEW LEVEL “We must be the change we wish to see in the world.” Mahatma Gandhi NEW GROUP Best Leaders MOVE IN NEW LEADERS IN 3 PHASES Better Leaders Good Leaders Top Third MOVE OUT ORIGINAL LEADERS IN 3 PHASES Middle Third Bottom Third OLD GROUP

26. “Leadership means setting an example. When you find yourself in a position of leadership, people follow your every move.” Lee Iacocca LEADER + VISION = RESULT Don’t Buy In Don’t Buy In Get Another Leader Don’t Buy In Buy In Get Another Leader Buy In Don’t Buy In Get Another Leader Buy In Buy In Get Behind the Leader

27. THE RESULTS OF TIMING ACTION Right Action Wrong Time Resistance Wrong Action Wrong Time Disaster TIMING Wrong Action Right Time Mistake Right Action Right Time Success

28. THE COST OF LEADERSHIP LEADERSHIP Responsibilities Rights As you rise in leadership, responsibilities increase and rights decrease.

29. THE 21 IRREFUTABLE LAWS OF LEADERSHIP • The Law of The Lid“Leadership Ability Determines A Person’s Level of Effectiveness” • The Law of Influence“The True Measure of Leadership Is Influence – Nothing More, Nothing Less” • The Law of Process“Leadership Develops Daily, Not In A Day” • The Law of Navigation“Anyone Can Steer The Ship, But It Takes A Leader To Chart The Course” • The Law of E.F. Hutton“When The Real Leader Speaks, People Listen” • The Law of Solid Ground“Trust Is The Foundation of Leadership” • The Law of Respect“People Naturally Follow Leaders Stronger Than Themselves” • The Law of Intuition“Leaders Evaluate Everything With A Leadership Bias”

30. The Law of Magnetism“Who You Are Is Who You Attract • The Law of Connection“Leaders Touch A Heart Before They Ask For A Hand” • The Law of The Inner Circle“A Leader’s Potential Is Determined By Those Closest” • The Law of Empowerment“Only Secure Leaders Give Power To Others” • The Law of Reproduction“It Takes A Leader To Raise Up a Leader” • The Law of Buy-In“People Buy Into The Leader,Then The Vision” • The Law of Victory“Leaders Find A Way For The Team To Win” • The Law of The Big Momentum“Momentum Is A Best Friend” • The Law of Priorities“Leaders Understand That Activity Is Not Necessarily Accomplishment”

31. The Law of Sacrifice“A Leader Must Give Up To Go up” • The Law of Timing“When To Lead Is As Important As What To Do And Where To Go” • The Law of Explosive Growth“To Add Growth, Lead Followers – To Multiply, Lead Leaders” • The Law of Legacy“A Leader’s Lasting Value Is Measured By Succession” • Source: John C. Maxwell

32. THE S.P.A.R.K.L.E. MODEL OF LEADERSHIP • Self-DisciplineA leader lives by a set of rules or principles that are appropriate. A leader does not need external motivation to ensure performance. • PurposeA leader develops intense determination to achieve vision and objectives. This creates high morale and spirit which results in power to direct others. • AccomplishmentTaking effective action is the basis for successful results. The elements are decision, determination, energy, simplicity, balance and chance. • ResponsibilityA leader embraces the duties and obligations that grow from trust and position. A strong leader owns up to the consequences of his/her decisions.

33. 5. KnowledgeThe foundation of successful leadership in 3 parts: Fundamental knowledge, Strategic knowledge and Tactical knowledge. • 6. LeadershipThe leader understands the special nature of the social and moral contrast between them and their constituents. • Example The Leader’s actions become a model for the actions of others and set the moral tone of leadership • Source: The Way of The Leader – Donald G. Krause.

34. 13 Fatal Errors Leaders make • “If at first you don’t succeed, try, try and try again. Then quit. No use being a damn fool about it” • W. C. Fields • Refuse to accept personal change and accountability • Fail to develop people • Try to control results instead of influencing thinking • Join the wrong crowd • Manage everyone the same way • Forget the importance of profit • Concentrate on problems rather than objectives • Be a buddy, not a boss • Fail to set standards • Fail to train your people • Condone incompetence • Recognise only top performers • Try to manipulate people • Source: W Steven Brown, President of the Fortune Group

35. Do use all means to communicate with your staff. Do strive to regard your associates as competent people. Do try to create a positive atmosphere, free from rigidity. Do show your staff loyalty and support Do set challenging, ambitious goals. Don’t ask people to do things that you wouldn’t do yourself. Don’t forget that trust is a two-way process. Don’t take sides or show any favouritism. Don’t dissuade staff from speaking out. Don’t be vague about team members’ roles. DO’S AND DONT’S OF LEADERSHIP“Treat people as if they were what they ought to be and you help them to become what they are capable of being”. Goethe

36. CONCLUSION • Everything Rises And Falls On Leadership • Personnel determine the potential of the organisation • Relationships determine the morale of the organisation • Structure determines the size of the organisation • Vision determines the direction of the organisation • Leadership determines the success of the organisation. “The essence of a leader’s mission is not to act in accordance with a description of his rank, but to lead, guide, correct and encourage the human beings he works with” General George Patton