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Haris Ibrahim
Dirty Delegation – Refusing to Relax and
Let Go
 Fear of Losing Authority
 Fear of work being done poorly
 Unwillingness to take the necessary time
 Fear of depending on others
 Lack of leadership training and positive
delegation experience
 Lack of empathy for the enlisted folks
 Failure to “give” work to others
 Failure to stay in touch
 Short-circuiting the decision-making process
 Playing the inner circle game
The Follow-Through Styles of Different Workers

Low Interest High Interest

Low Motivation High Motivation
Low Skill High Skill

Telling ----------------Selling------------------- Participating ----------------- Delegating

 Faith  Patience
 Release  Vision
 Relax  Authority
 Accountability  “Pass the Monkey”
 Affirmation
Communication Chaos – Singing from the
Same page in
the Hymnal
“Never assume that anyone knows anything”

Birth Adolescence Maturity

Oral Communication Patterns Written

Informal Formal
Spontaneous Planned
Active Passive
Lively Liturgical
 The higher you go, the more sensitive you have
to be regarding communication
 Consequences of not informing everyone are
“Communication Chaos” and “Damaged
 Cascading Communication –
Ripples in a pond after you cast
in a stone
“Effectives Leaders are Avid Listeners”

 Too little time

 Too many people
 Pressure
 Distance
 Too much Knowledge
 Pride
 Communication Overload
 The Vision and Values of the group
 The Chain of Command
 Organizational Chart
 Job Description / Position Description
 There are no “Little” people in organization – everyone is
 Regular press conferences
 Use faxes & emails to keep communication fresh
 Stand-up meetings to avoid lengthy discussions
 Face to face Communication
 MbWA
 HOT Communication – Honest, Open and Transparent
Missing The Clues of Corporate Culture – The
Unseen Killer of Many Leaders
 Organization culture is like the glue in plywood – you
are not totally aware of it until you try to it apart
 Culture is the shared values and behaviors that knit a
community together. It’s the rules of the game.
 Strong cultures contribute to organizational success
when the culture supports the mission, goal and
strategy of the organization
 As a leader, spend some time alone and really think about your
own Values & Beliefs. Then work with your relationship team
and list the values and beliefs your whole team believes in.
Contrasting Values And Beliefs In Corporate Culture

Values Beliefs

Preferences Moral Absolutes

Tastes Black & White

Regional & Cultural Ethical Issues

Methodology, not Methodology Right & Wrong Values

 Better evaluation of Organization Effectiveness
 Better understanding of Division and Conflict
 Increased leadership Compatibility
 Accountability of Leadership Behaviour
 Better Recruitment & Placement of Personnel
 Better Training of the Staff
 Better Recognition of Career Choices
 Intelligent Decision Making on Mergers, Acquisitions or Joint
Success Without Successors – Planning Your
Departure the
Day You Start
 Leaders tend to stay too long in a position
rather than not long enough
 Leaders who stay too long do
much more damage than those
who don’t stay long enough
“Success without a Successor is Failure”
 The organization doesn’t like the new person or vice versa
 There is a corporate culture conflict – Values & Beliefs
don’t match
 The leader fails miserably in his newly assigned
 The old guard sabotage the efforts of the new leader
 The old leader fails to leave or reappears
 The new leader fails to win a following
because of poor interpersonal skills
 Fear of retirement
 Resistance to change
 Self-worth
 Lack of confidence in a successor
 Love for the people and job
 Loss of investment
 Upward Monitoring
▪ Leaders being replaced by new leaders
 Downward Monitoring
▪ Leaders who’ll replace the old Leaders
 Internal Peer Monitoring
▪ Peers with in the organization who help you to sharpen your
 External Peer Monitoring
▪ Peer relationships outside the organization who are roughly at the
same stage of maturity and career development as you are
Failure To Focus On The Future– Prepare
Yourself –
Its Later Than You Think
 “A leader is one who sees more than others see, who
sees farther than others see, and who sees before
others do”
 Past successes are “Greater Roadblocks” to future
 The democratization of organizations is threatening
the very survival of many more traditional
 People are quick to criticize innovations,
because changes frighten them
 Leaders who don’t change with the changing
climate of future world will find themselves only
a museum attraction
 Leaders have to lead into the future despite the
naysayers and opposition
 Set aside time to think about the future
1. What are the strengths of our group?
2. What are our weaknesses?
3. What should our highest priority be?
4. What do we do well?
5. What do we do poorly?
6. What are the barriers in our way to success and glory?

 Develop a fresh vision statement

 Get together and set strategic goals
 Concentrate and eliminate