I.

Raisl, Department of Management ,SEUSL

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 Today’s Realities
 What is Leadership?
 What Do Leaders Do?
 Key Leadership Skills
 Ways to Develop Leadership Skills
 Summary

I.Raisl, Department of Management

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,SEUSL
 Radical changes in all aspects of our society
- Education
- Government
- Business
-Banking
- Health Care
-Insurance
 We have to change how we work and manage
- All aspects of our organizations
- All processes we use to do our work

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 Knowledge

What? Why?

Habits
Behavior
Mindset
How To? Want To

Adapted from Covey 1989 Skills Attitude and Desire

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 Political
 Military
 Business
 Academic
 Religious
 Sports
 Statistical Leaders
 And many more

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 Provide Direction - Where we are headed
 Communicate

- The “Why” & “Benefits” of the

direction
 Enable, Coach and Counsel
 Recognize Results and Reinforce Desired

Behavior

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 Provide Direction
- Leaders show the way
 Communicate

- Leaders develop understanding and

hope
 Enable, Coach, Counsel, Provide Resources

- Leaders set people up for success

 Recognize Results and Reinforce Desired
Behavior
- Leaders catch people doing things right

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 “Power of rhetoric” If you want things to
change, declare success about it
◦ Raise visibility by having things be part of the
language

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 Be able to articulate your vision in an easily
understood way
◦ Provides a focus for your leadership
 Get a core group of people working with you
◦ Buy-in is critical.
 Build on people’s strengths and passions
◦ Invest people in forwarding your/their agenda

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 Be willing to lose openly and often
◦ Accepting loss speaks to integrity and
leadership
 Use a group of key people in your life
whose advice you trust
 Be willing to change your thinking
 To be a leader, you need to be able to get
people to follow
◦ You need to get people working together and
engaged with a mutual agenda

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 People follow leaders with vision
◦ Vision must be simple, focused and compelling
◦ Leader must do their homework
◦ You must be able to sell your vision
 You need to master when to use influence and
when to use power
◦ You need to know how to use both
 Actions are at least as important as words
◦ If you think something is important, you need to
demonstrate it to your reports wrt your priorities, how
you spend your time, etc.

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 You need to be able to work in a number of
different time scales
◦ You need to be able to plan far ahead
 You need to be able to manage both self-
confidence and self-doubt
◦ Take enough input to question yourself
 You need to be able to create new leaders
◦ Good organizations have bench depth

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 Stay at the table – don’t give up on people
or what you believe in
 Leaders should listen
◦ Be obliging in the way you refuse
 You have to be respected even if you or
your decisions are not liked
 Be a role model for your organization
◦ Interact with your staff consist in the way you
want the culture to be

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 Make your goals about your team’s success
rather than your success
 You need to get good at managing both up

and down
◦ With direct reports, it’s useful to foster
communication among parties
 Strategy: Each person can explain the other’s point of
view
 Value the idea and not just the status of the
person who said it

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“Never doubt that a small group of
committed people can change the World.
Indeed, it is the only thing that ever has”
Margaret Mead

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 Have dreams and desire
 Place an increased focus on enhancing your
leadership skills
 Be on the lookout for examples - good and bad -
of leadership that you can use as a model
 Be assertive all the time
 Best way to learn to lead is to do it
- Be on the lookout for your opportunity!
opportunity

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Thank You.

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