Leadership & Team Management

“If your actions inspire others to dream

more, learn more, do more, and become
more, you are a leader.
Manager Vs
Leader
Qui
z
Making the shift from Manager to Leader requires a change in
A. Mindset
B. Job Title
C. Opinions
D. organization
To Become a leader, you must work on:
1. Enhance your personal Growth
2. Expand your perspective
3. Commit to people and relationships
1. Enhance your personal Growth
Self awareness: Evaluate your Strengths and Opportunities for growth. Think about the emotions, motivations and,
hardest of all, the temperament and personality traits that drive the way you lead others. How do they impact your
attitudes and behaviors? What are your most developed skills? Which ones could use some work? What
improvements can you make to become a more strong and flexible leader? Manage your impact. Here's an
example. If you tend to express anger, even when the smallest things go wrong, recognize that broadcasting this
emotion is undermining your ability to be seen as a calm, poised and collected leader who works well under
pressure. It's a natural response but it's working against you.

Know your Value. What do you bring to the table in a unique way that sets you apart from others? You might have
strong skills ? Are you Innovative? Resourceful and Insightful?
The impact. What your colleagues and co-workers really think of you? How are you perceived? What's your
reputation?
1. Enhance your personal Growth
Emotional Intelligence
 Emotional Intelligence is about how we bring things to the table
 People with EI are:
1. Great Listeners
2. They Reserve Judgement and they go out of their way to consider others’ point of view
3. They are approachable and open
4. They are fair and responsive
5. They have high stress tolerance
1. Enhance your personal Growth
Develop you executive presence
They can command attention in a room without saying a word.
Organizations are hungry for leaders who can command that kind of admiration and respect. Those with the influence to
attract loyal followers who will support their causes, and their goals.
To gain the executive presence you must work on to enhance your self-awareness and emotional intelligence.
Use a strong voice, excellent eye contact, and articulate speech.
Spend the time necessary to gather stakeholder input, and build a strong business case. Know your audience. Understand
their needs, and demonstrate how your goals align with theirs to get stronger buy-in. Use concise and efficient
communication to make your points, but be prepared with additional details, as needed. Use a flexible, interactive
approach. Pay close attention to reactions and responses of your audience. Try to master the art of reading them, so you
can make subtle changes to increase your effectiveness. Perhaps you detect that a more logical, or emotional approach
would have a greater impact. You can shift your tone, pace, or even the message, to help ensure that your communication
results in a positive outcome. Executive presence is remarkably powerful, and as you work toward being seen as a true
leader, it could be your secret weapon.
1. Enhance your personal Growth
Become a thought leader

Example: David was a manager with a large insurance company in 2003. Besides reading industry journals, he kept up with publications for the
automobile industry and the technology world. He was fascinated by the advances being made toward the development of self-driving cars. At the
time, that concept still seemed like something from The Jetsons, an idea that wouldn't materialize until much later in the 21st century. It certainly
wasn't a current topic of interest for his company. But David began to wonder if the delivery timeline could end up being much shorter because of the
exponential pace of advances in technology. He made some preliminary calculations about the impact of self-driving cars on the insurance
industry and confidently approached top executives with some proactive recommendations. David set himself apart by recognizing a potential
threat and developing an early strategy, one that would help his company remain in the driver's seat with revenue, even when the customer started
moving to the back seat. Bottom line, organizations recognize the enormous value of people like David, and they reward them. So how can you take
steps to begin developing yourself as a thought leader? Become an expert in your industry. Study it. Know how the market started, the evolution of
customer needs, the competitive landscape. Consistently read industry publications and trade journals. Attend conferences and workshops to stay
current. Make broad knowledge acquisition part of your career strategy. Add to your reading list with general business publications, professional
journals, books, online resources. And when you find interesting content, forward it to your colleagues with a quick note about how this might impact
or benefit your organization. Share your perspective. Analyze studies and data to help determine factors that influence customer satisfaction and
preferences. Look for potential trends, risks, and opportunities. Then elevate the impact of the data by sharing your own perspective and
interpretation of the results, drawing conclusions and pointing out implications. Network with people who can broaden your horizons. Expand the way
you think about interacting with colleagues who have different areas of expertise and varying approaches. As you participate in professional and
industry organizations, remain open to learn about unconventional strategies. And be the person to connect your team members with outside experts
who can demonstrate original thinking. Establishing yourself as a thought leader won't happen overnight. It takes time. But if you put in the
effort, you'll become the person in the meeting who sees an opportunity when no one else can.
1. Enhance your personal Growth Story:
•The senior vice president of a major technology company needed to choose a leader for a company-wide initiative. The
obvious choice was the manager of her top-performing department, a woman named Julie. Now, Julie was known for
being sharp and talented but her colleagues perceived her to be hyper-productive and overly focused on the job at
hand. Reliable and driven but not necessarily influential and inspiring. Still, the senior VP believed in Julie's potential. So
she suggested an executive coach might be helpful. In our first meeting, Julie was asked to describe some of the
characteristics of people who have executive presence. She said, "Well, you know, they're naturally outgoing. "They
dress the part. "They play the game. "They're decisive, they're strong communicators, "and people pay attention when
they have something to say." Then Julie was asked, "Okay, tell us about leaders "you admire, people that you have
thought about "throughout your career. "What was their approach like? "How did they come across?" She said, "Well,
they were wicked smart but never "made me feel uncomfortable or intimidated. "They always had a roadmap but
weren't afraid "to change directions. "They were put together, in charge, self-assured, "confident but still surprisingly
relatable and real." Julie said working for leaders like that always made a difference. "I could sense their commitment,"
she said, "And I really appreciated their candor. "They were compassionate too. "Our team would've done anything for
them. "Get there early, stay late, whatever it took." That's real impact, real influence. The kind that makes a team feel
valued and compelled to work harder. She had experienced it. Now she needed to produce it. If she wanted to prove
that she was really ready for a higher-profile assignment, she needed to increase her executive presence. It was time to
dive in. I said, "Julie, I want you to focus on how you make "your team members feel. "Tell me, how would your team
describe you?" She responded, "Well, determined and very
focused." And that led me to ask very gently, "Julie, "do you think your natural serious behavior "might be
making others feel uncomfortable "like you may be too intense or even a little intimidating?" Through our
conversations, Julie began to see things from their view, that she was so focused on deliverables that she
had little concern with how the process impacted the team. Not a big motivator. I challenged Julie, "Take a
step back and strengthen "your relationships with your colleagues. "Work to put them at ease. "If you're
going to build relationship, "show a little more vulnerability. "Be more transparent. "Tune in and
demonstrate you care about them, "not just their to-do lists." Julie struggled to implement these ideas at
first. It felt like she wasn't investing her time wisely when there were so many projects due. But then she
started to see the changes because she changed the way they experienced her. As a result, the meetings
she led
were uber-productive and you could feel the energy in the room. And yes, the top executives noticed. Julie
was tapped to lead the corporate initiative. The project was a huge success and her career potential moved
to a whole new dimension.
Qui
 zAdopting a more strategic scope involves Quiz
1. thinking with a wide-angle lens
2. using advanced tools to quantify results  Companies hire people based on their tangible or
3. reviewing more analytical data functional skills, but they fire people based on
4. increasing your accountability their lack of
1. emotional intelligence
 The primary purpose for increasing self-awareness 2. sense of humor
is to better 3. initiative
1. communicate with your colleagues 4. table manners
2. understand your emotions
3. manage your impact on others
4. valuate your career options
2. Expand your
Perspective
 Managers concentrate their attention on the performance of the direct reports. Leaders
envision strategies to leverage the skills of other teams across lines of business locally and
globally.
 Managers stay plugged in to the details and the day-to-day deadlines that must be met. Leaders
understand the granular level but they balance that with a long-term vision, annual goals, and future
plans.
 Managers feel a strong personal commitment to a project. Leaders feel accountable to the project,
to
their team members, and to the organization overall.
2. Expand your Perspective
The key four perspectives
1. Shift some of your energy from day-to-day operations to considering the company's overall business plan.
2. Make sure you have a solid understanding of your company's position in the market overall. Know the
competition, their relative sizes, targets, market share, and value propositions. How does your company
stack up? Be the person who thinks about your organization in context, on this bigger stage.
3. Take a deeper dive into the mindsets of your customers. Put yourself in their habitats. Watch them as
they use your products, enroll in your services, and interact with your people. From their viewpoint,
what's it like to do business with your company? With that knowledge, you may be able to anticipate
changing consumer needs before you commit to the next version of your product or service.
4. Is there an overlooked way to save money through economies of scale? Could we spend more now to
significantly increase revenue by year-end?
2. Expand your
Perspective Learn to
Innovate
Innovation isn't something you can schedule. Let's meet in the conference room on Tuesday at three and be
innovative.
Innovation leaders feel comfortable thinking in the future tense. They allow the strategic and imaginative
sides of their brains to dance. And that gives them a clear vision of what could be in a year, in five years, in
10. It's creative thinking grounded in corporate objectives.

How to become an innovative leader?

2. Expand your Perspective
How to become an innovative leader?

1. Encourage big Changes

2. Tolerate more risk and be persistent
3. Gather as much information as you can, and try to connect the dots in unusual ways.
4. Share what you're doing with other colleagues, and learn from their successes and mistakes.
5. Open lines of communication and ongoing information exchange will be valuable in spurring inventive
thoughts. Link your innovative ideas to corporate objectives.
6. Make sure your product changes or new processes align with the goals and brand positioning of your
organization.
Great leaders have a brilliant way of broadening their perspectives and giving innovation plenty of room to shine. As
you shift from manager to leader, adopt the habit of innovative thinking in everything you do. It could be the
attribute that gives your career the greatest momentum.
2. Expand your Perspective
Improve your decision
Making
 If you are a manager, decision-making comes with the territory, but true leaders approach
choices and options in a different way. They don't waffle or procrastinate. They don't obsess
over the fear of making mistakes.
 1. Consider a broad range of Possibilities (thought leader)
 2. Analyze your impact of the company, bottom line, customers, employees, competitors
 3. Know when to act and When to pause
 4. Take decisions based on cost benefit analysis, Risk Analysis, Decision Trees, Alternative
Analysis
Story
Time
Bob had been a manager at a manufacturing company for six years. He had tremendous experience and industry
knowledge, a great reputation, stellar performance reviews, but he couldn't figure out why he kept getting passed over for
the director position. That's when he reached out to me for some career coaching. He said, "I feel like I'm doing all the right
things. "I'm staying up-to-date on my training and certifications, "and my department is always being recognized "for
minimal downtime and on target results." So that's when I asked Bob to tell me what he did each day. He said, "Well, I spend
time on the floor with my team, "answer a lot of questions, "work with vendors and repair technicians, "and I go to some
meetings." That prompted me to ask, "Okay, "so what do you think directors do during the day?" There was more than a
touch of sarcasm in his response. "They spend hours reading stuff on their computers, "maybe the newspaper, schmoozing
at conferences. "Mostly, lots and lots of meeting," he said. I began to wonder about the level of Bob's involvement in those
meetings. He'd told me they were usually attended by other department managers, sometimes a few upper level
executives. His role was to give a quick report on his team's progress and take note on what was happening in the other
areas. I could tell by his description that the decision makers probably viewed Bob as a doer, not a driver, and that was
holding him back. So I suggested, "Bob, you can position yourself "as somebody who is ready for the next level. "You can
speak up more, "showcase how much you know about the industry. "Maybe share some insights or innovative ideas, "or you
could just point out the implications "of what you're discussing." Bob needed to show that he could think like a leader and
that would mean being prepared to participate in discussions beyond reporting on his own team's contributions. "That
sounds good," he said. "So what do I do to get started?" So I told him, "One way is to resist saying yes to projects "that relate
only to your technical or functional skills. "Look for opportunities to shine a different light "on your capabilities. "Focus on
highlighting your strategic side. "That will give you more visibility." I knew that Bob had all of the tools he needed to make
the changes and I was confident that the cumulative effect would send a clear signal to upper management. Over the next
six months, he elevated his participation in meetings. He began to voice his opinions and talk about what he saw were the
cycles in the industry. He moved from a doer to a driver, from a manager to a leader, and he finally did get that promotion.
Som etimes th e best dec ision is to NOT e a decis ion.
mak
A. True
Qui B. False

z
For leaders to be innovative, they must
1. tolerate more risk
2. focus on logistical challenges
3. begin a yoga practice
4. schedule regular brainstorming sessions
3. Commit to People and Relationship
Coach others to unleash talent
It's one thing for you to work hard to become more strategic and innovative but the real test of a
true leader, that's found in the ability to make other people more successful, to help others
strengthen their skills and talents in a way that consistently build teams and grows companies.

Great leaders know how to unleash great talent.

3. Commit to People and Relationship
Coach others to unleash talent
Strong leaders have a ability for attracting, hiring and developing the kinds of people who will
create dynamic teams. While managers tend to spend more of their time correcting or training,
powerful leaders know when to step into the role of coach. Because of that, they end up with a
much deeper investment in their employees which inevitably translates into better team
performance and when teams excel and innovate and succeed, that's a direct reflection of a great
leader's influence. So how can you be the kind of leader who coaches and guides your direct
reports to higher levels of success?
3. Commit to People and Relationship
Coach others to unleash talent
You must use these five steps
1. Get to know your staff member on a deeper level and show them that you
really care.
2. Challenge your employees to uncover problems and explore opportunities.
3. Avoid the temptation to tell them exactly what to do.
4. provide them with the resources they need to support their growth.
5. the coaching process back to results.
3. Commit to People and Relationship
Cultivate Conditions for our Team
Success
An entrepreneur might have a brilliant product idea, but that's not enough.
Success will be determined by the quality of the development team, competitive
offerings, marketing that really connects with the customer, and a scalable
business model. The conditions have to be right for success to take root. The
same concept applies to leading a successful team. We might be working with a
group of incredibly talented individuals, but we have to provide the right catalyst
and cultivate the right conditions if we want them to genuinely grow and thrive as
a team. Our reward if we do it right, stronger collaboration, better performance
and optimal results.
Let’s understand six ways you
can cultivate conditions for
team success.
3. Commit to People and Relationship
Cultivate Conditions for our Team
Success
1. Communicate openly with your team members individually and as a group, and
remain consistent with your words, tone, and body language.
2. Encourage and inspire your team members in a way that moves them forward to
focused productive action.
3. work to understand what motivates each individual team member.
4. encourage risk-taking
5. seek out divergent thinking to infuse fresh perspectives
6. set the example for your team. Lead with passion and model the behaviors you
want
them to emulate. Be prepared; follow through on your commitments
3. Commit to People and Relationship
Build meaningful connections
You choose the basic cable package for your home TV and you get
great reception for those six local channels. Then, you decide to
upgrade to the premium package. The second they flip that switch,
you've got 5,000 channels. Movies, music, interactive apps, the
whole works. The boundaries have been removed and you now have
access to everything. That's how it works with leaders. They don't
box themselves in with the boundaries of their basic contacts. They
consistently stretch beyond the usual limits and capture the benefits
of a much bigger network.
3. Commit to People and Relationship
Build meaningful connections
Managers typically remain focused on building high-performing teams. Leaders do the
same, but they also consciously amplify their commitment to people and relationships
beyond that scope. They work to build a broader set of meaningful connections with
peers, stakeholders, senior-level executives, and colleagues in and out of their industry.
Why is this critical? Having a bigger network allows leaders to radically expand their
knowledge levels. It challenges their thinking in unexpected ways, gives them access to
important resources they may not otherwise have, and it gives them a broader base of
support to help reach their goals.
Four ways you can expand your
network as a resourceful leader:
3. Commit to People and Relationship
Build meaningful connections
1. Invest the time to make new contacts with people outside of your team. And be strategic about
it. Attend conferences or seminars, participate in industry events. Don't be shy about introducing
yourself. Speak up and contribute to the conversations. The key is to elevate your
visibility beyond the borders of your own organization.
2. Develop and nurture your professional relationships, new ones and old ones. Follow up and stay
in touch. Comment on their LinkedIn posts. Send a note of congratulations if they get
promoted. Just make a point to remain on their radar. The more people you stay connected
with, the larger your network of knowledge and opportunities.
3. When the time does come to reach out to a contact for assistance or advice, be respectful and
gracious.
4. Pursue a relationship with a professional at a higher level or a colleague who can guide you in
advancing your career.
Story
Time
A manager Carl was selected to participate in a leadership development
course with a 360 assessment, a tool for gathering anonymous feedback
from his colleagues and direct reports., after the 360 assessment, Carl got
results he did not expect. He had rated himself higher on the dimension of
leading others than everyone else did, so he demanded for help to find the
disconnect. As interviewer reviewed his assessment, the interviewer asked
Carl, "What do you think the term leading others means?" He said, "You
know, delegating assignments, "checking work for accuracy, keeping
people "in the loop, and providing performance feedback." Interviewer
said, "Okay, all those are valid, but what do you think "the impact of those
actions are on your team?" He said, "Well, they help the team stay
accountable, "informed, they help to reduce errors, "and everybody knows
where they stand." Then Interviewer asked Carl, "How do you think "those
actions make your team members feel?"
Story
Time
"Well, I'm not sure it matters "how they feel, it's my job to measure
progress, "it's a numbers game, after all." It took some time, but Carl
eventually saw his approach might be communicating that he only cared
about his team's ability to produce, that managing transactions, to him,
were more important than cultivating relationships. Carl agreed that this
approach might give that impression, and it wasn't very inspiring. After a
lot of discussion, Carl realized that he did want to manage his team in a
way that was inspiring, in a way where everyone felt committed and
engaged, but the problem was, he had no idea what type of incentive
would work.
Story
Time
That's when Interviewer told him, "You've got to get to know "your team on
a deeper level. "Ask them questions, and then just listen. "What do they
enjoy most about their jobs? "What would they change? "What do they
want to do in the future, "and do they have any skills that aren't being
tapped?" If you show them that you're sincerely interested in them as
individuals, you'll build the trust, and you'll get the performance you want
from them. The top recommendation for Carl was to position himself as a
coach; instead of telling his team exactly what to do, he could guide them
to find their own solutions, encourage them to innovate, give them a
unique challenge, and see what they come up with. That would
demonstrate that he trusted them, and valued their skills.
Qualities of
Leaders
1. Vision
2. Ability
3. Enthusiasm
4. Stability
5. Concern for
others
6.
Self-Confidence
7.
Persistence
8.
Vitality
9.
Charisma
10. Integrity