Leadership

What you DO makes a Great Leader, not who YOU are.

Everything's management's fault.

boss at the top is responsible for everything.

• You as a manager are responsible for everything that happens in your area.

Leadership is all about machine of people

1. People

Focusing on People doing the job doesn't take part in their Job

2. Automated systems with constant Monitoring

1. MBWA Mngt by walking about

walk around and talk to people to get a real feel of what is happening.

• Pull & transmit information to Manager
• Check if messages are going down to the people from lower Management
• Judge System & People(Managers)

2. Back to the floor

1 Day do the job of the smallest importance to know how tough the Job is

• To make better decisions for people below
• To get in touch with old you

3. Cascade down of Information

Lower might tell people information to people below you

• Create a sheet to track if its done below.
• Check the flow of information in MBWA

4. Team meetings

Once a week 2 meetings with entire team & Mangt to follow up what is going on the team

• Sit down as group & compare notes with Mngt & teammates

5. Address the Troops

Once in Christmas show the finance, investment & future plan once a year

• Whole company in one room to see the team

3. Think of the Vision of the ship

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Areas of Action-Centric Leadership

1. Task gets done
2. Team has to be happy
3. Individuals has to be happy within Team

Stages of Leadership

Leader have to make sure Areas of Task & Peoplem in all 5 stages

1. Vision: Setting the Objective
2. Planning: Brainstorming before making a final plan
3. Briefing: Explain the plan to Troop to carry it out
4. Action: Do the task & Monitor the task
5. Review: What we can learn from it

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Motivation

Maslow's Hierarchy of Needs

5 Things that Human wants

1. Survival

Food, Water, Warm, Rest

2. Security:

job security, Stability of order, insecure people destroy social fabric of work

• Lots of communication
• Showing bigger picture & how they are doing
• Have Clear rules
• Fair & constant every day

3. Social

Belonging, Friends, intimate relationship

• Team meetings
• Coffee & free food
• Social Events

4. Status

Feeling of reorganization, ego needs

• Typist of the week
• Employee of the week
• Thanking them for good job

5. Self Fulfillment

• Being the best you, you can be
• Discovering yourself
• Internal motivation

Management Potato

Focusing on bad area will reduce areas reduce good areas

• Don't mix appreciation with criticizing in shit sandwich (Good+Bad+Good)
• ✔️ Thanks for the good bits
• ✔️✔️ Focus on double tick areas and promote them
• ❌ For bad part

  • Criticizing people will make them do less

  • you'll say to somebody, Do you know what you should have done or do you know what you're going to do next time

  • Couch people if they dont know what was the bad part

      what you're doing generally is brilliant. I don't have any problems really. There is this one area I'd like you to improve on.
    
      I'm going to help you with that.
    
      And don't worry, because it's only a small thing and I know you can do it.
    
      I know you can learn it.
    

Personalities

4 Type of personalities

1. Analytical

Interested in a certain amount of security.

• Need: They want to have systems, everything, organized rules to know where they stand.

• Pros: Quite keen on self-actualization.

  • They like to have intellectual challenges and areas of ownership that are theirs.

  • They can be the expert in an area, so that's how they want to be treated in a very fair, logical

• Cons: Plenty of explanations of what's going on in the company,

2. Controller

Manage by empowerment, giving them their own area and letting them get on with it.

• Pro: they're very driven & quite easy to motivate . they just want to have a job and get on with it.

  • You've almost got to just say there's a tough challenge. Point them at it. Off you go.

• Cons: Hard to manage

• Need: Interested in status and self-actualization.

  • They need to have a certain amount of status so they can just have the power to get on with things and do things.

3. Enthusiast

Manage by giving an exciting vision of the future.

• Need: They like their status , they like to be important.

• Pros: They have lots of strength because they're creative, they've got energy, excitement.

• Cons: They can be disorganized.

  • They probably won't monitor their budgets. They're probably overspend if they get a chance.
  • They're not always enthusiastic. Sometimes they're quite down, so sometimes they may need cheering up

4. Amiable

More concerned with social and security side of things.

• Need: So they want to be part of a team. They want to have a feeling of belonging.

  • They want to feel looked after & they want to feel that you care.

• Cons: spend a certain amount of time with them checking that they're happy and listening to them and explaining what you're doing and why and making them feel safe.

20 Motivational Tips

1. Give everyone ownership of something
2. Involve people as much as possible in decisions
3. Give everyone a challenge
4. Let people set their own objectives
5. Do regular appraisals
6. Provide security - give information, be consistent
7. Give lots of praise and encouragement
8. Thank people - everyone at least once a week
9. Coach rather than criticise
10. Know what motivates each unique person
11. Offer constant learning
12. Give individual progress goals, and team ones
13. Involve people in their own development plan
14. Are people fulfilling their potential?
15. Give people time to talk to you
16. Keep tasks novel and interesting
17. Create a sociable environment
18. Build a team ethos and feeling
19. Make money a reliable constant
20. Set a role model example

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Leadership Style

The Tannenbaum & Schmidt Management Continuum

1. Authoritarian/ Tell

Superior decides alone and orders

• Least time consuming
• Total Control

2. Patriarchal/Sell

Superior orders and justifies his decision

3. Consultative

Supervisor makes provisional decisions, obtains opinions and makes final decisions

4. Advisory/Share

Supervisor suggests ideas and allows questions, supervisor decides

• Motivational
• Time-consuming

5 Delegating

The Supervisor points out the problem and determines the scope for decision-making, the group decides

• People are motivated and get better quality
• Don't have control but can step in
• Monitor + Support Team

5.1 Empowerment

Supervisor points out the problem, the group decides solutions and come back to supervisor when problem occurs

• Mngt by exception
• No Monitor + Support

5.2 Abdicate

Supervisor points out the problem, the group decides solutions autonomously on their own

• Risk involve
• NO Monitor + NO Support
• Not recommended

5.3 Seagull

Supervisor points out the problem, the group decides solutions without support but will be monitored

• Monitor + NO Support
• Not recommended

Situation Leadership

Leadership style based on how competent they are and how motivated/committed they are

• Competent + Motivated : Delegate task and if they are doing good job let them be empowered

• Not Competent + Motivated: New in job, coach them, train them to be more competent.

• Competent + Not Motivated : Pull information from them by involving them in decisions

• Not Competent + Not Motivated: Put information in, Coach them to gain interest in Project & become more motivated

Freedom Ladder for Doing Tasks

• Wait Until Told: stay idle till not given a new job

• Ask What to do next:

• Suggest for next task/ Check before act:

• Report afterward: Small risk

• Free to act: use Routine report

Management Style options for Plan and Do

Freedom Ladder with Tannenbaum & Schmidt Management Continuum

• Tight Control on Top-Left
• Empower on Bottom-Right

Regular Management Tasks

Daily

• Management By Walking About
• Half an hour of ‘getting ahead of the game’ time in your diary (this might be thinking, or doing something like investigating a problem, improving a system, etc)
• Jobs TODO list at end of day

Weekly

• Team meeting – just half an hour
• Time planning: transfer from your master list to your diary for next week
• Thank everyone who works for you, one to one, for something definable that they have done
• One to one coaching of one person per week

Monthly

• Project progress review meetings for each project
• Review each person’s progress relative to the goals set at their appraisal
• Do a motivation review: sit and think about each person
  • are they motivated
  • what challenges have they been given
  • do they each have ownership of something
  • what are they learning, what coaching might they need?

Yearly

• Appraisals of every person who works for you
• Address the troops as one large group, on past present and future
• Do between a day and a week of “Back to the Floor”
• Review your personal goals and life quality – are you enjoying your work
  • what’s your stress level etc
• Go on a course of some sort – get some new ideas
• Read a book on the subject of your work (management, selling, negotiating, etc)
• Ask the people who work for you “How can I be a better boss?”