SUCCESS IN ACTION ASSOCIATION (SAA)

Definition of Leadership

Leadership, according to Peter DeLisle, is the ability to influence others, with or without
authority.

All successful endeavors are the result of human effort; thus, the ability to influence others is a
derivation of

• Interpersonal Communications

• Conflict Management

• Problem solving

• Interpersonal Effectiveness

Interpersonal effectiveness is the capability of an individual to do this, influence others,

competently.

Leadership is a direct function of three elements of interpersonal effectiveness

• Awareness

• Ability

• Commitment

• Interpersonal Effectiveness

• Awareness

Awareness is a state of consciousness.

It is the ability to recognize yourself, others, events and situations in real time.

It is the ability to assess the impact of actions on situations and others, and be critically self-
reflective.

It is a development process that is a function of experience, communication, self discovery and

feedback.

• Ability

Ability to learn and understand technical issues is the basis of our careers.

Ability to lead is a function of influence:

• Ability to communicate

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• Ability to resolve conflicts

• Ability to solve problems and make decisions

As a member of a team, we influence others in a collaborative effort to find better ideas or solve
problems.

 Commitment

For leaders, the “one thing” that leads to maturity is the fully aware recognition that one’s
decisions make a difference, both positively and negatively, in the lives of others, and that any
attempt to solve a problem might have a decided negative impact on some, while helping others.

In no-win scenarios, one must still make a hard decision.

• Attributes of a Leader

• Guiding vision: Effective leaders know what they want to do, and have the strength of
character to pursue their objectives in the face of opposition and in spite of failures. The
effective leader establishes achievable goals.

• Attributes of a Leader

Passion: Effective leaders believe passionately in their goals. They have a positive outlook on
who they are, and they love what they do.

Attributes of a Leader

• Integrity: Because they know who they are, effective leaders are also aware of their
weaknesses. They only make promises they can follow through on.

• Honesty: Leaders convey an aura of honesty in both their professional and their personal
lives.

• Trust: Effective leaders earn the trust of their followers and act on behalf of their
followers.

• Attributes of a Leader

• Curiosity: Leaders are learners. They wonder about every aspect of their charge. They
find out what they need to know in order to pursue their goals.

• Risk: Effective leaders take calculated risks when necessary to achieve their objectives.
Attributes of a Leader

• Dedication: The effective leader is dedicated to his or her charge, and will work
assiduously on behalf of those following. Attributes of a Leader

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• Charisma: This may be the one attribute that is the most difficult to cultivate. It conveys
maturity, respect for your followers, compassion, a fine sense of humor, and a love of
humanity. The result is that leaders have the capability to motivate people to excel.

• Listening: Leaders Listen! This is the most important attribute of all, listen to your
followers.

• Leader vs Manager

Leader n, 1. A person who is followed by others.

Manager n, 1. A person controlling or administering a business or a part of a business. 2. A

person regarded in
terms of skill in household or financial or other management.

• Leadership

• Leadership is the ability to develop a vision that motivates others to move with a passion
toward a common goal

• Management

• Management is the ability to organize resources and coordinate the execution of tasks
necessary to reach a goal in a timely and cost effective manner

• Leadership vs Management

• Management seeks stability & predictability

– (order)

• Leadership seeks improvement through change

– (disorder)

• Leader vs Manager

Leaders:

Do the right thing

Manager:

Do things right

• Leadership & Management Skills

Leadership – soft skills

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• Communications

• Motivation

• Stress Management

• Team Building

• Change Management

Management – hard skills

• Scheduling

• Staffing

• Activity Analysis

• Project Controls

• Managers have the following attributes , they

– Consider alternatives to design

– Estimate costs involved

– Establish risks to the organization

– Develop a schedule for the project

– Include decision steps

– Manage change in an orderly fashion

• Managers have the following attributes , they

– Monitor progress

– Perform administrative tasks

– Report to senior management

– Money and job security play a major role in management effectiveness. They act
as deficiency motivators.

• Being a Leader

• If you want to get ahead, be a leader, you must assume:

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– That everything that happens to you results in a situation that is in your control

– That the attitude you convey is what you are judged on

– That what you think and do in your private life is what you will reap in your
public or corporate life

– You are what you think and believe

– If you never meet a challenge you will never find out what you are worth

• Recipe for being a Leader

• Take control of your life

• Assume responsibility for who you are

• Convey a positive and dynamic attitude in everything you do

• Be compassionate when you review your team members' progress or lack thereof

• Recipe for Being a Leader

• Recipe for Being a Leader

• Listen effectively

• Encourage teamwork and participation

• Empower team members

• Communicate effectively

• Have vision, courage and commitment

• Holistic Communications

• Holistic Communications

• Do you give warm fuzzies? Do you smile a lot? Do you feel dynamic and energized, and
show it? Do you feel comfortable in a group?

• Communication is a holistic concept; everything we do conveys something about

ourselves

• If you want to achieve greatness in your chosen objectives you must communicate
holistically. It is not enough to write well or to know a lot of big words. You must be
able to project an image that will lead to success

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• You can change the way you appear to others by changing your behavior pattern

• If you want to change your behavior pattern, you must change everything about yourself.

• What is the bottom line for you?

• You are in control of your environment. You can make every setback an opportunity for
success

• Interpersonal Communications

• Motivating

Abraham Maslow was an American born psychologist, researcher and educator who practiced
during the middle third of the 20th century.

Maslow created his now famous hierarchy of needs based on his observations that some needs
take precedence over others.

• Motivating

• Motivating

 Building a Team

Why would someone want to become part of a team?

An effective team helps one feel they are:

• Doing something worthwhile for themselves and the organization

• Enjoying a more satisfying work life

• More in control of their jobs

• Making contributions which are well used

• Learning new skills

• Recognized and respected

• Building a Team

When a team is operating well the leader and the members:

• Are clear on team goals and are committed to them

• Feel ownership for problems rather than blaming them on others

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• Share ideas

• Listen to and show respect for others

• Talk more about “we” and less about “I” and “me”

• Building a Team

• Understand and use each others know-how

• Know about each other’s personal lives

• Show appreciation for help received

• Recognize and deal with differences and disagreements

• Encourage development of other team members

• Are loyal to the group, its members, the leader and the organization

• Building a Team

• Make decisions based on facts not on emotion or personalities

• Play a variety of roles – serve as leader, teacher or coach

• Coaching

The goal of coaching is not to provide direction, but to enable team members to work together to
help one another find direction.

Coaching is the foundation for continuous improvement.

Coaching is a practical skill anyone can learn.

• Coaching

1. Identify an opportunity to help someone expand on his or her skills, knowledge and
abilities

Coaching is a chance to help someone enhance his or her performance and add value to the
organization/team. Sometimes, people may ask for coaching, but don’t wait for that to happen.
Act on opportunities for coaching at any time.

• Coaching

2. Confirm that the person is ready for coaching.

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Before trying to coach, make sure the person is open to it. If a person seems hesitant, try
explaining the benefits, but don’t insist on coaching someone who simply isn’t receptive. To
ensure a win-win situation, find out if the person is willing before proceeding to coach.

• Coaching

3. Ask questions and offer information to help clarify the situation.

Much of coaching involves helping people clarify situations in their own minds. Often, the best
way to do this is by asking open-ended questions that encourage them to think through the
situation aloud.

Coaching

4. Help the person identify possible actions.

The best coaching enables people to think and act on their own. As you help someone identify
immediate actions, you’re also preparing the person to work through similar issues without your
help. Offer guidance as he or she develops a plan.

• Coaching

5. Gain agreement on a course of action.

In coaching, you help someone plan how to handle a situation. To be certain that the session
results in positive action, you need to gain the person’s commitment to a specific plan of action.

• Coaching

6. Offer your support.

The ultimate goal of coaching is to enable a person to act independently. Most people need
assurance and support before they can reach that goal. Leadership Strategies

• Leadership Styles

• Conflict Cycle

• Conflict Management

Kenneth Thomas and Ralph Kilmann developed a model of five (5) conflict handling modes or
styles

• Thomas-Kilmann Conflict Styles

• Thomas-Kilmann Conflict Styles

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• Avoiding (Uncooperative and unassertive) Neglects own concerns as well as those of

other parties: does not raise or address conflict issues.

• Accommodating (Cooperative and unassertive) Seeks to satisfy other person's concerns at

the expense of own.

• Competing (Uncooperative and assertive) Opposite of accommodating. Uses whatever

seems appropriate to win.

• Thomas-Kilmann Conflict Styles

• Collaborating (Cooperative and assertive) Opposite of avoiding. Works with other party
to find a solution that satisfies both own and other party's concerns.

• Compromising (Middle ground) Seeks to find a middle ground to partially satisfy both
parties.

• Steps for Confronting Conflict

• Explain the situation as you see it.

• Describe how it is affecting your performance or the performance of others.

• Ask for the other viewpoint to be explained, and listen to the response.

• Agree on the issues independent of personalities.

• Explore and discuss the issues, without reference to the problem.

• Steps for Confronting Conflict

• Agree on what each person will do to resolve the issues.

• Try to agree on the problem. If there is no agreement, discuss issues some more.

• Explore possible solutions.

• Agree on what each person will do to solve the problem.

• Problem Solving & Decision Making

A number of formal, structural problem solving and decision making techniques are taught
in organizational management courses. Examples:

• Kepner-Tregoe (KT) Technique

• Alamo Technique

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• Cause Mapping

• Brainstorming Process

• Everyone must be involved

• Determine possible solutions to issues

• Select the most promising action to solve the problem

• Agree on who does what

• Get a commitment

• Sell the process

• Synergistic Decision Making.

Synergistic decision making requires participation in effective interpersonal and rational

processes.

• Synergistic Decision Making

Interpersonal Processes – involves skills we use when working with others.

• Listening to others

• Supporting their efforts to do well

• Differing with others when necessary in a manner that is constructive rather than
defensive

Rational Processes – involves the skills we use in thinking a problem through to a solution.

• Analyzing the situation

• Identifying objectives (ie., aims or goals)

• Considering alternative strategies

Reaching a consensus is the hallmark of “acceptance” in the effective decision equation:

Effective Decision = Quality X Acceptance

Lack of agreement regarding a decision places acceptance of the decision and its execution in
jeopardy.

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