Breakthrough Leadership

for Organisational
Excellence

1.0 Introduction

Expectations From the

Program

Objective of This Program

Impart managerial and leadership skills
to enable employees to discharge their
current roles effectively and prepare for
future leadership roles and positions.

Training Program
Objectives

Understand how to manage change

Developing leadership qualities
Understand how to nurture your team through

Delegating
Coaching and mentoring
Motivating
Feedback

Understand the process of setting goals

Reflect on the art of decision making
Understand effective ways of conflict resolution

2.0 Managing Change

Module Objectives Managing

Change
By the end of this module you will be able to
understand:

What is change

RONC (risk of not changing)

The different stages one undergoes when there is a

change

Where you stand on your ability to change

The difference between first-order and second-order

change

Simple steps to be followed for proactive change

What is Change?

Change is

Differences in the way things are or

Making things different.

Risk of not changing or RONC =

opportunity lost + loss in existing business

People and organizations either change or they

become victims of change.
- Unknown

Change can be reactive or proactive

Change before it comes.
- Jack Welch

Planned Change

Involves activities that are intentional and goaloriented

The goals of planned change
Improve the ability of the organization to
anticipate and adapt to changes in its
environment.
Change in employee behavior
Based on the magnitude, planned change can be
first-order change or second-order change.

ADKAR Model
Post
Implementation

Implementation

Successful
Change

Concept and
Design

Business Need

Awareness

Desire

Knowledge

Ability

Reinforcement

Diagram 2 ADKAR Model

How Can You Learn Mastery Of

The Process Of Change?

Make change the norm

Keep the rules to a minimum
Move people around
Hire for hybrid vigour
Shake it up and keep shaking
Change a little often

Summary of Learning Managing Change

In this module, you learnt that:

Change is inevitable. The risk of not changing is very

high.

We need to look at change proactively.

An important leadership task is to take people

through change

The ADKAR model is one that can be used

successfully to take people through change.
You also graded yourself on your ability to cope with
change

3.0 Developing Leadership

Qualities

Module Objectives Developing

Leadership Qualities

By the end of this module you will be able to

understand:
The true meaning of leadership
The skills required by a leader
The behavioural qualities that a good leader should
possess
Rate yourself on your leadership qualities
You will also Identify your leadership style and how to
flex it for greater effectiveness.

Leadership Is The Ability To

Influence The Thoughts And Actions
Of People Around You
Supporting Team Members Is The
Primary Purpose For Which The
Leader Exists. This is Value-Added
Leadership

Leadership model
RESULTS

Recognition

JOBS

Communications

MY
EMPLOYEES

On-the-Job Training
TASKS

PERFORMANCE

Feedback

Performance Gap

The Nine Faces of

Leadership
1.
2.
3.
4.
5.
6.
7.
8.
9.

Charisma
Individual Consideration
Intellectual Stimulation
Courage
Dependability
Flexibility
Integrity
Judgment
Respect for Others

NO INFLUENCE
INFLUENCE

CONTROL

Leadership Style
What is Leadership style?
It is pattern of behaviour you use when you are
trying to influence the behaviours of others as
perceived by others.
It involves problem solving and decision making
processes.

Situational Leadership II
Situational Leadership II is a model for developing
people and a way for leaders to help their
employees become self-reliant achievers.
It is a strategy for releasing energy and creativity in
the organization and for aligning individual and
organizational goals.
Situational leaders, and the people they manage,
are more skillful, adaptable, and open to new
challenges.

Situational Leadership II
Why is Leadership Style Situational?
Individual behavior is not consistent.
Different people behave differently.
Certain situations may demand a specific style.
The three skills of Situational Leadership II
Flexibility
Diagnosis
Contracting for Leadership Style

Skills of Situational Leadership II

To avoid using the wrong style at the wrong time with
a wrong person and help followers grow, a leader
needs to have the following situational leadership
skills
Flexibility
The ability to change your leadership style to the
needs of the follower in a specific situation

Diagnosis
The ability to accurately assess the needs of the
follower in a specific situation
Partnering for performance
The ability to reach a mutual understanding with each
follower regarding the leadership style which most
effectively meets his/her present needs in a specific
situation. This opens up communication and helps
the leader and the follower to focus on achieving
organizational goals.

Four Leadership Styles

S S 1 Directing
S S 2 Coaching
S S 3 Supporting
S S 4 Delegating

Directing

High directive, low supportive

Leader defines the role of the followers
Problem - solving and decision making initiated by
the leader
One way communication

Coaching
High directive, high supportive
Leader now attempts to hear followers suggestion,
opinions and ideas
Two - way communication
Control over decision-making remains with the
leader

Supporting
Low directive, high supportive
Leader actively hears followers suggestion,
opinions and ideas
Two way communication
Control over decision making remains with the
followers

Delegating

Low supportive, Low Directive

Leaders discusses problems with the followers
Seeks joint agreement on problem definition
Decision making is handled by the subordinate
They run their own show

The 4 styles vary in the

Amount of direction
Amount of support
Amount of followers involvement in decision
making

What a leader does in EVERY style.

Sets goals
Observes and monitors performance
Gives feedback

Leaders need to provide their people with what they

cant do for themselves at the present moment
The effectiveness of a leader is based on the
accuracy of the match between style and
development level

How To Lead
Analyse the issue dispassionately and objectively
Try to get to the root of the issue and the
underlying cause
Classify the issue into a knowledge/ skill/attitude or
external block issue
Identify the right leadership style to use
Take team member/subordinate acceptance
Use the identified style
Get feedback

Summary of Learning
Developing Leadership Qualities
In this module, you learnt that:

The objective of a corporate leader is to achieve the

defined goals/targets, through his/her team. S/he
supports the team members by applying four
leadership skills, namely communication, feedback,
on-the-job training and recognition

The nine faces of leadership are Charisma, Individual

Consideration, Intellectual Stimulation, Courage,
Dependability, Flexibility, Integrity, Judgment and
Respect for others

Contd

A leader should focus on what s/he can influence or

control, and continuously expand his/her circle of
influence and concern.
The differences between a manager and a leader
The principles of Situational Leadership II.

You also identified your managerial style, the pluses

and minuses of your style and how to flex it.

4.0 Decision Making

4 Types of Decision Makers

Commanders The impatient type. Jump into quick
decisions.
Convincers - The persuaderpromoter types. Tend to act
on their emotions, deciding quickly on whatever feels
good.
Carers - Decide based on feelings but concerned about
others. Will take a long time (perhaps too long) to
decide.
Calculators - Perfectionists. Want all the information
before making a decision
Doroty Leeds in Smart Questions: A new strategy for
successful managers

How to Maintain Objectivity

in Decision Making

Realise that you may be experiencing stress

Beware of heavy emotional leaning, one way or
another
Are you motivated by a hidden agenda
Is it wishful thinking
Dont make decisions based on assumptions about
what everybody knows
Dont lose sight of the big picture
Remember to check your decisions continually as
you carry them out
Seek as much good, objective advice as you can

How To Give Your Decisions

The Acid Test

Find a devils advocate

Pretend you are an outsider
Investigate your information
Ask yourself how comfortable you are in explaining
your decision to someone else
Check that you are not vacillating
David W. Johnson, Prof of Social Psychology,
University of Minnesota

Summary of Learning
Decision Making
In this session your learnt:

That mere framing of a issue can change the

decision

The four types of decision makers

What you need to do to counter balance your own

style of decision making

Simple steps for effective decision making

The pitfalls of group think

5.0 Delegation

Module Objectives Delegation

By the end of this session you will be able to:

Identify the steps in the delegation process

Understand the situational aspects of delegation

Identify and understand what to delegate

In this session you will also learn the skill to delegate

Delegation means giving the person

authority and latitude to complete the
task. In other words, it means
empowering the person to complete the
task.

What is Delegation?

It is more than assigning work to

someone else
It means making the person
accountable for results
It means providing the necessary
guidance

Delegation is Not Equal to Abdication

Theory of Multiplication
Think About This!!

Most managers realize they are in their current role

because they are good at what they do or did, in
their previous role.
Often, managers would love to duplicate themselves
(or their best workers).
Thats a good idea! That is one of the purposes, and
the result of delegating to, and empowering our
employees!

Benefits of Delegation

It reduces your own task load.

It helps employees make their best
contribution to the productivity of the
team.

Tasks to Delegate

Routine
Trivia
Special skills
Chores
Pet projects

Tasks Not to Delegate

Ritual
Policy making
Specific personnel matters
Crises
Confidential matters

Summary of Learning
In this session, you

Learnt the steps in the delegation process

Learnt the situational aspects of delegation

Learnt what to delegate and what not to delegate

In this session you also assessed your delegation
ability and learnt the skill to delegate

6.0 Coaching and

Counseling

Module Objectives
Coaching and Counseling
By the end of this session you will be able to:

Determine the difference between a coaching and a

counseling situation.
Describe the characteristics of effective coaches and
counselors.
Identify work situations that may require coaching or
counseling
Identify how to prepare for a coaching or counseling
situation.
Conduct effective coaching or counseling sessions.
Recognize obstacles that may prevent you from
conducting effective coaching and counseling
sessions.

Coaching

A process of building a working

environment and relationships that
enhances the development of skills and
the performance of one or both parties.

Counseling
A supportive process by a leader to help
an employee define and work through
personal problems that affect job
performance.

Step Meeting Process Coaching

Step 4
Reach
agreement
Step 3
Discuss your
views
Step 2

Get
employees
views
Step 1
Start the
meeting

Step 5
Find
Resolution

3 Keys to Good Coaching

Sessions
Preparation!
Preparation!
Preparation!

Most Common Coaching

Barrier
Managers fail to document performance
problems.

Summary of Learning
- Coaching and Counseling
In this module, you:

Learnt that coaching is a process of building a

working environment and relationships that enhances
the development of skills and the performance of one
or both parties

Learnt that counselling is a supportive process by a

leader to help an employee define and work through
personal problems that affect job performance

Identified situations where coaching and counseling

are used

Understood the difference between the two and the

common mistakes made by leaders in coaching and
counseling

7.0 Feedback

Module Objectives Feedback

By the end of this module, you will

Understand the process and importance

of giving and receiving feedback

Understand how to put structure into

your feedback

Identify the dynamics of the feedback

process

Feedback is a gift that you can give or

receive from someone
Why is feedback a gift?

Because if used judiciously, it can develop

and/or motivate a person

What is feedback?
Information on past or current
performance which allows people to
maintain or change behaviour

Two Kinds of Feedback

Motivational
Feedback that reinforces a behaviour you
want to see continued.

Developmental
Feedback you give to change or modify
behaviour

Some Golden Rules of

Giving Feedback

Give timely feedback

Dont focus on the person
Be specific
Focus on the behaviour without
labeling or judging
Dont genaralise; be specific
Deliver timely feedback

Feedback should be
structured in three parts

What worked
What didnt work or got stuck
What we can do differently

Simple Rules for Giving

Developmental Feedback

Check that the receiver wants the feedback

Private place
No third parties
No interruptions
Keep your emotions under control
Be specific and focus on the behaviour
Give your personal view

Simple Rules for Receiving

Developmental Feedback

Listen to what is being said

Do not justify or defend your actions
Thank the other person for their time

Simple Rules for Using

Developmental Feedback

Think before you act

Separate the perception from the fact
and then act

The DASR formula

Describe
Acknowledge
Specify
Reaffirm

Looking at Looking
A big part of the 360 degree input process is
observing. To make it work, it is important to
understand not only how to observe, but
what to observe. Its not as hard as you might
think.
Quite simply, you will need to learn to observe
behaviours. What is a behaviour?

A Behaviour is something a person says or does. It is a

FACT!
Pinpointing is identifying a specific behaviour. (Twice
in the meeting, John raised his voice and threw down
his pencil)
Labelling is making a general statement about a
person based on isolated behaviours. (John is an
aggressive person...a real hothead!)
Judging is interpreting a behaviour and assigning your
own meaning to it.
( John doesnt like Planners!)

Summary of Learning Feedback

In this module you have learnt:

The importance of giving and receiving

feedback

How to put structure into your feedback

To identify the dynamics of the feedback

process

How to give and receive feedbck

8.0 The Wheels of

Motivation

Module Objectives The

Wheels of Motivation
By the end of this session you will be able to:

Understand the meaning of motivation

The importance of motivating ones team

Understand and implement simple steps to

follow in motivating ones team

Identify the source of personal motivation in

your life.

Motivation is the term used to describe

those processes, both instinctive and
rational, by which people seek to satisfy
the basic drives, perceived needs and
personal goals, which trigger human
behaviour. Cole, 1995

Physical need/drive

Stimulus

Social / intellectual/
Emotional need

Behaviour

Response

Behaviour

Satisfaction/Frustration

Outcome

Satisfaction/Frustration

The only kind of person who is not

motivated is a dead one
- Anonymous

How Do You Motivate Your

People

Define the mission or purpose of the

group
Communicate your vision to the group
Create a good measurement and
feedback system for employees
Give recognition timely

Benefits of Personal
Motivation

Higher productivity and satisfaction both on the job and in

personal life
More creative way of working as the mind is more focused
Improved delegation helps to free time besides being a
powerful developer and motivation of your subordinates
Can devote more time to important things such as
planning, subordinate development, quality improvements.
These in turn, free more of your time from crisis, mistakes
and fire fighting.
A feeling of self-mastery grows.
Begin to conserve more energy as things get more
organised

Summary of Learning The

Wheels of Motivation
By the end of this module, you learnt:

Why managers need to motivate their teams

Simple steps to be followed in motivating

ones team

The importance of personal motivation

You also identified the centres of motivation in
your life.

9.0 Goal Setting

By the end of this session

you will be able to:

Understand the need, importance and

meaning of goal setting
Understand how to set goals

The Management Challenge

Time

Resources

Achievemen
t

The Management Handshake

Direction
(Goals/Objectives)

Resources
Support

MANAGER

EMPLOYEE

Successful
Business
Outcomes
Employee Growth
(Skills, Experience,Confidence)

Reports

Need for Alignment

Summary of Learning
In this session, you learnt:

The importance and meaning of goal

setting

How to set goals

10.0 Resolving Conflicts

Module Objectives
-Resolving Conflicts

By the end of this session you will be

able to:
Understand the meaning of conflict
A few truths about conflict
How to resolve conflict using the
Thomas-Kilman model

Conflict is process in which an effort is

purposely made by A to offset the efforts
of B by some form of blocking that will
result in frustrating B in attaining his or
her goods or further his or her interests.

Truths About Conflicts

Conflict is inevitable
Conflict is not a dirty word
Conflict arises for many reasons and
can take many forms

Assertiveness
(Extent to which you try to meet your own needs)

Thomas-Kilman Model
Competing
Using power
to win

Collaborating
Digging in; identifying
alternatives; exploring
differences; being
creative
Accommodating
expedient, mutually
acceptable;
middle ground
'split the difference'
exchange concessions

Avoiding
side stepping,
postponing,
withdrawing

Compromising

giving in,
yielding,
obeying

Coo
per
ativ
ene
ss
(Ext
ent
to
whic
h
you
try
to
mee
t the
nee
ds
of
othe
rs)

Conflict Management: How to

Defuse Explosive Situations

Refuse to take things personal and do not get personal in return

Sharpen your listening skills
Keep your cool
Seek agreement wherever possible and downplay areas of
disagreement
Determine if the argument can be settled here and now in an
amicable fashion
If you can settle he argument here and now, by all means do
Set up a follow-up meeting
Last but not least, make an honest effort to understand the other
person.

Seven Most Frequently Used

Options for Resolving Interdepartment Conflicts

Rules and procedures

Hierarchy
Planning
Liaison roles
Task forces
Teams
Integrating departments

Summary of Learning
In this module you:

Learnt the definition of conflict

Learnt that conflict is inevitable, not a dirty

work, arises for many reasons and can take
many forms

Understood how to resolve conflicts using the

Thomas-Kilman model

Identified how you normally handle conflicts