CONTENTS AT A GLANCE

1. Why do we need to learn about leadership in a formal way. 2. Critical attributes of a successful Leader 3. Leadership styles 4. Professional Leadership : Transforming resources to results 5. Leading powerful teams 6. Change management 7. Conflict Management 8. Future Trends in Leadership practices 9.Tools towards Leadership: Mind Mapping, Leans, Six Sigma, TQC

Why you need to learn about leadership SOME STATISTICS

Here are some definitions of Leadership:

Here are some definitions of Leadership: Interpersonal influence directed through communication toward goal attainment. The influential increment over and above mechanical compliance with directions and orders An act that causes others to act or respond in shared direction The art of influencing people by persuasion or example to follow a line of action The principal dynamic force that motivates and coordinates the organizations in the accomplishment of its objectives. A willingness to take the blame

NEED FOR LEADERSHIP

To get colleagues to commit and not just comply. Organizations are becoming more flatter now

Need for leadership

Adapting to change has always been the key strategy for survival.

Recruiters point of view:

Every time an organization recruits and places an intern their objective is to get results as expected out of that profile and also be progressive. During rounds of interview and discussions employers seek answers as to what different will you be doing and how your role will be key to contributing more towards profits and revenue.

APPROACHES TO LEADERSHIP

Critical attributes of a successful leader

Visionary, Passionate, Creative Inspiring Courageous Imaginative Experimental, Independent Shares knowledge Trusting Warm and radiant Express humility Initiator Acts as coach consultant , teacher Does the things RIGHT

Dunham-Pierce leadership process model

The stages of leadership (HBS)

Opportunist:
As a leader initially you would rather like to focus on your success rather than team success. This might lead to damaging your reputation however in single profile sales job it might be successful.

Diplomat:
The diplomats would avoid conflict, they would want to belong and be appreciated. They are not good at implementing change however they are good at resolving conflicts and keeping teams together.

Expert:
Now you are a given winner with expertise and tem members seek your guidance. The focus is on knowledge and skill using logic and fact in decision making. Usually they add a lot of value to the organization as they imbibe precision and quality. The catch, my way or highway.

Achiever:
The next stage is development as a goal oriented person with higher emotional intelligence. They begin to co-ordinate manage and produce results.

"Individualist:

Every individual has their own requirement and goals and the challenge undertaken here is to align their goals with the individualistic leaders and then the organizations. Excellent communication channels are developed here and as a result evolved relationships ensue. Individualists challenge the existing process. Strategist. The individualist develops himself to strategists where in they see roadblocks as potential opportunities. Strategists have the ability to share share goals with other leaders and this important functions helps in creating a transformed organization.

Alchemist

LEADERSHI P STYLES

THE WELCH WAY OF LEADING

LEAD, Not MANAGE GET LESS FORMAL Dont TOLERATE Bureaucracy, BLOW it Up! Face REALITY. Stop Assuming SIMPLIFY Things CHANGE- An Opportunity, Not a Threat Lead by Energizing Others, not Managing by Authority Defy, not Respect Tradition Dont Make Hierarchy Rule, but Intellect Pounce Everyday, Dont Move Cautiously Put Values First, not Numbers Dont try to Manage Everything, Manage Less

Developing leadership within you

Followership creating the cult !

Self-management: the ability to develop skills and work well without close supervision Commitment: attached to organizations vision, goal mission which are the leaders goal. Responsible: taking up responsibility and accountability Courage: displaying fearlessness and compassion whenever required

PART 1: DEVELOPING THE FUNDAMENTALS

Decision

Making: The right approach, willingness to try out suggestions, consistent desired outcomes, use the right decision tools

Problem

finding: 5 whys tool and other

tools

 Opportunity

finding: measuring the outcomes against the goals and analyzing the gaps therein

Skill

development: this is completely

dependant on how well you master the theory, the process and applications, and transfer the same to group.

PART 2: GEARING UP TO LEADERSHIP

1. Self awareness

If you're self-aware, you always know how you feel. And you know how your emotions, and your actions, can affect the people around you. Keep a journal Slow down

2. Self-regulation
Leaders who regulate themselves effectively never compromise their values. Self-regulation is all about staying in control. Know your values Hold yourself accountable Practice being calm

3. Motivation

Self-motivated leaders consistently work toward their goals. And they have extremely high standards for the quality of their work.

Re-examine why you're doing this Know where you stand Be hopeful & optimistic

MOTIVATION BUILDERS

DEMOTIVATOR DEMOLISHER

NEED EFFORT BRIDGE

PASSION PROPULSION

PICK-MEUPS

4. Empathy

For leaders, having empathy is critical to managing a successful team or organization

Put yourself in someone else's position Pay attention to body language Respond to feelings

5. Social

skills

Leaders who do well in this element of emotional intelligence are open to hearing bad news as well as good news and are great communicators Learn conflict resolution

Clear communication skills

Learn how to give feedbacks

The ultimate leader

Setting directions and forging ahead Developing the people and making the grade Facilitating change and redesigning the organization.

TRANSFORMATIO NAL LEADERSHIP

WHAT THEY ACTUALLY DO: transform resources to results

Resources

Relationships

Results

Abilities and skill

Relation ships internal or external

Producti vity profit and new contract s

Leading Groups

Leading Equals : the first few steps

Master the Group Process: Know the structure of your group Empower Team Members: Build trust and empower Be flexible: Guide with rules but do not be rigid Set Goals: Convince and coach on the common goal Support and protect

What are the conditions a leader should be putting in place before a team is established?

We need to know who we are. If we're a team, we need to know who is on this team. It can't be a team in name only with uncertainty around who is actually participating. We need a well-defined purpose. It's absolutely critical to be clear about what we're trying to achieve. We need the right people on the team. Do we have the right number of people? The right mix of people?

.We need norms of conduct. What goes and what doesn't go in this enterprise?
We need a supportive organizational context. Is there a broader context providing the resources, the information, and support that we need to pull this off? We need well timed coaching. Do we have people in place to provide coaching to help the enterprise take advantage of those favorable conditions?

teams and groups

What are the characteristics of a successful team? New approaches to team working Communication in groups and teams: resistance best practices and hearing out.

Characteristics of effective teams

1. There is a clear unity of purpose.
There was free discussion of the objectives until members could commit themselves to them; the objectives are meaningful to each group member.

2. The group is self-conscious about its own operations.

The group has taken time to explicitly discuss group process -- how the group will function to achieve its objectives. The group has a clear, explicit, and mutually agreed-upon approach: mechanics, norms, expectations, rules, etc. Frequently, it will stop to examined how well it is doing or what may be interfering with its operation. Whatever the problem may be, it gets open discussion and a solution found.

3. The group has set clear and demanding performance goals

for itself and has translated these performance goals into well-defined concrete milestones against which it measures itself. The group defines and achieves a continuous series of "small wins" along the way to larger goals.

 4.

The atmosphere tends to be comfortable, relaxed.

There are no obvious tensions, a working atmosphere in which people are involved and interested.

5.

There is a lot of discussion in which virtually everyone participates,

but it remains pertinent to the purpose of the group. If discussion gets off track, someone will bring it back in short order. The members listen to each other. Every idea is given a hearing. People are not afraid of being foolish by putting forth a creative thought even if it seems extreme.

7. Disagreement is viewed as good.

Disagreements are not suppressed or overridden by premature group action. The reasons are carefully examined, and the group seeks to resolve them rather than dominate the dissenter. Dissenters are not trying to dominate the group; they have a genuine difference of opinion. If there are basic disagreements that cannot be resolved, the group figures out a way to live with them without letting them block its efforts.

8. Most decisions are made at a point where there is general agreement.

However, those who disagree with the general agreement of the group do not keep their opposition private and let an apparent consensus mask their disagreement. The group does not accept a simple majority as a proper basis for action.

9. Each individual carries his or her own weight,

meeting or exceeding the expectations of other group members. Each individual is respectful of the mechanics of the group: arriving on time, coming to meetings prepared, completing agreed upon tasks on time, etc. When action is taken, clears assignments are made (who-what-when) and willingly accepted and completed by each group member.

10. Criticism is frequent, frank and relatively comfortable.

The criticism has a constructive flavor -- oriented toward removing an obstacle that faces the group. Follow the sandwich approach.

11. The leadership of the group does shift.

The issue is not who controls, but how to get the job done.

COMMON TEAM DYSFUNCTIONS & SOLUTIONS- followers point of view

The major causes of team failure are absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Teams need to find ways to avoid these dysfunctions.

Absence of trust If members are not forthcoming in meetings or say things like, I cant trust the group to respect my opinion, or I cant trust the team to keep what was said in the room confidential, the team lacks trust. To resolve this, Glenn recommends identifying and discussing strengths and weaknesses and spending more time together as a team. Fear of conflict Although most people dont enjoy conflict, it is important to acknowledge that conflict is required sometimes to get through an issue. To deal with conflict effectively, the team needs to discuss each members conflict styles and to establish ground rules at the beginning for how the team will work through conflict.

Lack of commitment Review each team members responsibilities at the end of each meeting and ensure that all team members are aligned.

Avoidance of accountability State explicitly what the teams goals are going to be; Regularly discuss progress toward those goals; and continually emphasize as a group how important it is to meet these goals for the success of the project and the satisfaction of the team.
Inattention to results- A successful method is by Keeping the team focused on tangible goals and reward individuals on successes,

High performance teams

Building HIGH-performance finance team

Building HIGH-performance finance team

The Stewards control challenges: Internal Controls, Risk and Accountability How do I manage my risk and reduce the burden of maintaining my control environment without compromising its integrity? Information quality How do I ensure that the data the company relies on is accurate and provides the most meaningful reporting and information?

The Operators efficiency challenges: Cost reduction How do I reduce costs while continuing to add value? Operating model How should I organize finance to serve the needs of the different stakeholders?

Building HIGH-performance finance team

The Strategists performance challenges: Talent management Given the heterogeneous nature of finances roles, how do I attract, develop, and retain the talent, required to fulfill finances mission? Linking business activities, to shareholder value How do I create a common language that empowers management to see themselves the way investors do?

The Catalysts execution challenges: Investment management How do I ensure that our investments in innovation and growth yield the greatest returns? Strategy execution How can I partner with other senior managers to drive strategy execution across the enterprise?

TEAM DYNAMICS

 DEVELOPING

TEAM

Stage 1: Orientation A team is in this stage of the cycle when either: The team has just been created The team leader has changed The team's purpose or strategy has changed The personnel within the team has changed

Stage 2: Fragmentation A team is in this stage of the team development cycle when either: The team is performing below expectations There is an over-reliance on key team members The team experiences conflict and negativity Team members prioritise individual results over team performance

Stage 3: Integration A team is in this stage of the cycle when either: The team has become self-directed The team consistently meets existing team performance targets The team is united in finding solutions to problems Each team member feels supported and valued by the team

Stage 4: High Performance A team is in this stage of the team development cycle when either: The team is a cohesive unit The team continually strive for incremental performance improvements The team is resilient and unite to overcomes all obstacles The team environment is inspirational, innovative and engaging

Why teams in corporates fail?

These reasons can be further divided into broadly five categories: Environmental Influences Goals Roles Processes Relationships

Environmental Influences:
The team members may be placed at different location making it difficult for them to meet frequently. Communication is vital for any team to work well and this could be overcome with the use of technology. The team is not given adequate resources in order to do its job. Team efforts need to be recognized. Appreciation is a big morale booster for any employee. A lack of recognition by the organization or its leaders about the existence of a team can also lead a team to its failure.

GOALS
No participation from members in setting goals. This takes away the ownership from the team. It reduces the commitment of the team members. Team is not clear about the goals. Everybody is doing his own thing.

Responsibilities
Responsibilities of the team members are poorly defined. This leads to ambiguity as well as lack of commitment. No clear leader identified. There is buck-passing of responsibility, which shows lack of commitment. Members indulge in power plays for authority and control and members refuse to recognize their interdependence.

Processes
Lack of processes makes decisions making always a crisis situation. A case of decisionmaking being dominated by one person leads to poor commitment of the team Communications are one way: top down and channeled through the leader. Actions taken without planning will definitely lead to failure of the team.

How to coach your team ?

Once a leader is created one of the key responsibility is to coach and mentor the members. The GROW model is a powerful frame-work for structuring these sessions. GROW stands for: G: Goal R: current Reality O: Options W: Way forward

CHANGE MANAGEMENT

Dealing with Conflict: Thomas/ Kilmann model

CHANGE MANAGEMENT PROCESS