A few general thoughts on the subject of leadership in organisations

1. SS
Ten Slides in Ten Minutes:
Thinking about Leadership
[Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham APM.APMP
bill.graham@sales-synthesis.co.za
January, 2014
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2. Opening Statements
“A true leader is one that loves their followers more than themselves.”
“In periods where there is no leadership, society stands still. Progress occurs when
courageous, skillful leaders seize the opportunity to change things for the better.“
- Harry S. Truman
“Communities that include everyone become stronger and
everyone wins."
- Jane Imbody
Inclusion
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3. The Six Leadership Styles (Source: Daniel Goleman)
Daniel Jay Goleman (born
March 7, 1946) is an author,
psychologist and science
journalist.
According to Daniel
Goleman's theory on
leadership, a successful
leader is dynamic and does
not subscribe to one
particular leadership style.
Leadership styles should be
situational and dynamic.
Leadership styles impact the
entire organisation.
If senior management have
differing leadership styles
then there is a potential for
conflict between
‘Departments’.
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4. Driving the S-Bends: Each Department has differing maturity levels
Leadership styles should be situational and dynamic.
Leadership Style A
Leadership Style U
Department A
Leadership Style B
Your Business Unit
Leadership styles impact the
entire organisation.
If senior management have
differing leadership styles
then there is a potential for
conflict between
‘Departments’.
Senior
management may
use any one of the
six styles at any
given time,
producing yet
another dynamic.
Department B
Leadership Style C
Department C
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5. Driving the S-Bends: Potential conflict may occur
Leadership styles should be situational and dynamic.
Leadership Style A
Leadership Style U
Department A
Leadership Style B
Your Business Unit
Department B
Potential for
frustration
and discord
Leadership Style C
Department C
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6. Indicators for Identifying Loss-Producing Leaders
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Dictatorial Style
Ethical Deterioration
Personal Agendas
Unequal Compensation
Empire Building
Uncoordinated Activities
Excessive Management layers
Lack of Collaboration
Reducing Productivity
Unfocused Action
Talk without Action
Ineffective Meetings
Crisis Clinic
Blamestorming
Bringing down
the organisation
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7. Leadership
Identify and define your own rainbow…
Creating a climate
for growth
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Respected leaders
Decisions based on company
Solid reserve knowledge
Experienced and skilled
Inclusion Etc.
Bringing down
the organisation
Where is
your centre
of gravity?
“Rational discourse requires that you win an argument through the strength of what you say and
not the strength of your insults.”
- Tuli Madonsela, Public Protector, South Africa
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8. US-based online retailer Zappos removes management bureaucracy
“The Las Vegas-based online retailer Zappos has long been known to do things its own way.
It will eliminate traditional managers, do away with the typical corporate hierarchy and get rid of
job titles, at least internally. The unusual approach is called a “holacracy.”
The move is an effort to keep the 1,500-person company from becoming too rigid, too unwieldy
and too bureaucratic as it grows.
The concept has a couple of high-profile devotees — Twitter cofounder Evan Williams uses it at
his new company, Medium, and time management guru David Allen uses it run his firm.
At its core, a holacracy aims to organize a company around the work that needs to be done
instead of around the people who do it.”
Point to Ponder: How do natural leaders
perform in such an environment?
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Source: Jena McGregor

9. Today’s Successful Leaders are Genuine and Caring People
Genuine &
Approachable
Personality
Leaders have
specific
attributes that
cannot be ‘faked’
Intellect
• Natural leaders can inspire
and grow an organisation
• Mediocre managers will
pull an organisation into
the mire
A Changing Future:
Organisations must allow each
employee to utilise their
particular leadership
capabilities
Inclusion
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10. Leadership permeates the Modern-Day Organisation
Closing:
“For an organisation to be able to perform in the current competitive landscape,
every employee needs to have the mind-set to lead, innovate and be engaged with
driving its strategy – unlike traditional approaches of overinvesting in a few chosen
ones who can lead many.”
- Ravi Shankar, Chief People Officer, Mindtree
Inclusion
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