Leadership workshop
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Leadership session for team leaders preparation
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Leadership workshop
- 2. Agenda • Superpower idea • Leadership definition • Your Destination • Common Values • Leadership base • What shall you stress on • Situational Leadership styles • Leaders should be….. • Leadership in Telecom Career
- 3. Superpower
- 4. Leadership definition Leadership is Is the ability to mobilize people toward a common destination capitalizing upon people relation
- 5. Leadership definition Tell Me when did you act as leader
- 6. Your destination • Destination should be defined and should come from vision of the corporate and should be clear and beneficiary for all Mohamed El Fatah as example on leader by definition Mohamed El Fatah as example on leader by definition
- 7. Common Values • Stress on common areas Company Values Leader Values Employees Values Stress on the common areas Stress on the common areas
- 8. Leadership base Authority Is it good to use only the authority Is it good to use only the authority
- 9. Leadership base Should be
- 10. What shall you stress on (emphasis) Tip: know your subordinates personal profiles to be able to emphasis on what they really like Don’t Forget Part from our happiness is others happiness
- 12. Situational Leadership styles Tip: a lot of things could affect the situational leadership model as – Background – Time – Policies – Skills – …….etc
- 13. Exercise (1) • Team 1 – If you are Directing what will you do in case (…..) • Team 2 – If you are Supporting what will you do in case (……) • Team 3 – If you are Delegating What will you do in case (……)
- 15. Role Model • What is your driver in the life? ValuesValues AttitudesAttitudes behaviorbehavior ValuesValues RulesRules EthicsEthics A (Attitudes)A (Attitudes) S (Skills)S (Skills) K (knowledge)K (knowledge) Successes employee Successes employee
- 16. Exercise (2) What are you values …………………………………………………. What are your team values …………………………………………………. What are your company values ………………………………………………….
- 17. Engagement • If you are doing what you are believing in you will be engaged. – What are the things that might make you engaged? – What are the things that might kill the engagement?
- 19. How to be effective one • Initiating • Spotting • Appealing • Listening • Transferring
- 20. Exercise (3) (Mind Map) What are your work problems? …………………………………………………. How Can you solve these problems? ………………………………………………….
- 21. Sales man • Sell your idea (Manage Your Manager) – To group – One to One
- 22. You Should Be Pathos (Passion): Feel it ()انفعل Ethos (Ethics): What are your Sources? Logos (Logic): What are your arguments?
- 23. Conviction • Visualize it • Illustrate ideas • Tell a novel • Humanize it • Use examples • Make a debates
- 24. • Exercise (4) – 4 Teams each team should convince us with an idea from his own.
- 25. Friend • Trust We always like those are honest with us
- 26. Friend • Similarity We always like those are like us
- 27. Friend • Proximity We always like those are close to us
- 28. Friend • Reciprocity We always like those are understanding us
- 29. Friend • Sharing We always like those are sharing us
- 30. Please don’t do • Exercise (5) – Please write down list of things shouldn’t be happened to keep yourself friend with your sub- ordinates. ……………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… …………
- 31. Mentor • What are the differences between – Mentor – Coach – Teacher
- 33. • People Styles – Statistically 75% of people you work with are different from you, they work differently and they react differently and they are motivated differently and you as manager don’t have the luxury of time to go through each one physiologically. – But to work in productive way with those people you need to predict how they are about to do things and how they like to be treated. – Then you can make some adjustment in your behavior to adapt with their preferences and thus develop effective work relationship. This is not only for managers This is not only for managers
- 34. • People Styles Analytical Amiable Driver Expressive Less responsive and Less assertive More responsive and Less assertive Less responsive and More assertive More responsive and More assertive
- 35. Types of Learners • Activists: • Prefer to Learn by trial & error • Having a go • Accepting challenges & risks • Reflectors: • Prefer to Learn by Listening • Watching the effort of others • Copying skills and behavior
- 36. • Theorists: • Prefer to Learn by reading • Abstract Conceptualization • Listening and analyzing • Pragmatists: • Prefer to Learn by debating the practicalities. • Questioning others to arrive a realistic approach
- 37. Be A mentor
- 38. Ribbon • Gather – Stress on Design – Stress on Reward – Say WE – Meet A lot – Humanize
- 39. Ribbon • Celebrate – Team Accomplishment – People excellence – Plan for Fun
- 40. Leadership in telecom career • What are the main Characteristics of telecom career? ………………………………………………………………………… ……………………………………………………………………… ……………………………………………………………………… ……………………………………………………………………… ………………………………………………………………………. .......
- 41. Leadership in telecom career Exercise (6) What will you do in the following situation (Open discussion) (1) ………………………………………………………………………………………… …………………………… (2) ………………………………………………………………………………………… …………………………… (3) ………………………………………………………………………………………… …………………............... (4) …………………………………………………………………………………………
- 42. Thank You
Editor's Notes
- Manage your Manager
- To find Your Values You need to answer 1- What do you stand for? 2- What do you believe on? 3- What are you unhappy about? 4- What brings you suffering? 5- What do you Jump For ? 6- What keeps you walk at night?
- Your Vision is the description of your destination
- 7 Habits are Habit 1: Be Proactive Synopsis: Take initiative in life by realizing that your decisions (and how they align with life's principles) are the primary determining factor for effectiveness in your life. Take responsibility for your choices and the subsequent consequences that follow. * Habit 2: Begin with the End in Mind Synopsis: Self-discover and clarify your deeply important character values and life goals. Envision the ideal characteristics for each of your various roles and relationships in life. * Habit 3: Put First Things First Synopsis: Plan, prioritize, and execute your week's tasks based on importance rather than urgency. Evaluating if your efforts exemplify your desired character values, propel you towards goals, and enrich the roles and relationships that were elaborated in Habit 2. The next three have to do with Interdependence (i.e. working with others) * Habit 4: Think Win-Win Synopsis: Genuinely strive for mutually beneficial solutions or agreements in your relationships. Valuing and respecting people by understanding a "win" for all is ultimately a better long-term resolution than if only one person in the situation had gotten his way. * Habit 5: Seek First to Understand, Then to be Understood Synopsis: Use empathetic listening to be genuinely influenced by a person, which compels them to reciprocate the listening and take an open mind to being influenced by you. This creates an atmosphere of caring, respect, and positive problem solving. * Habit 6: Synergize Synopsis: Combine the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone. Get the best performance out of a group of people through encouraging meaningful contribution, and modeling inspirational and supportive leadership. The Last habit relates to self-rejuvenation: * Habit 7: Sharpen the Saw Synopsis: Balance and renew your resources, energy, and health to create a sustainable, long-term, effective lifestyle
- Adult Learning Problem-centered Results-oriented Self-directed Skeptical about new info. Seek relevancy/goal Accepts responsibility for own learning Pressed in time Bring experience & knowledge as rich resources to learning Learn to perform more effectively in life Adults have extrinsic & intrinsic motivation Children Learning Subject-oriented Future-oriented Depend on adults for direction Accepting new info Train for unclear future Dependent on others Time is more available Bring no experience as a resource for learning Learn to advance to the next grade level Students are externally motivated