4. Leaders are ordinary people who accept
or are placed under extraordinary
circumstances that bring forth their latent
potential, producing a character that
inspires the confidence and trust of
others
Myles Munroe
Becoming A Leader, “Everyone Can Do It”
5. True leadership is born out of a guiding
vision and a PASSION to accomplish a
noble task, and to inspire others to
develop and release their potential. It
derives its fulfillment from the success of
others – Personal Sacrifice
Myles Munroe
Becoming A Leader, “Everyone Can Do It”
6. Basis of LEADER’S
Power
Might
Religious
Legitimate power
Expert power
Autocratic
Coercive
Selected
Elected
Beurocratic
Types of Leadership
Autocratic
Persuasive
Expertise
Negotiative
Situational
Democratic
7. REJECTION
CRITICISM
LONELINESS
PRESSURE
MENTAL AND PHYSICAL FATIGUE
PRICE PAID BY THOSE CLOSEST TO YOU
8. •ADAPTABLE TO
SITUATIONS
•ALERT TO SOCIAL
ENVIRONMENT
•AMBITIOUS AND
ACHIEVEMENT‐ORIE
NTATED
•ASSERTIVE
•COOPERATIVE
•DECISIVE
•DOMINANT(DESIRE
TO INFLUENCE
OTHERS)
•ENERGETIC (HIGH
ACTIVITY LEVEL)
•PERSISTENT
•SELF‐CONFIDENT
•TOLERANT OF STRESS
•WILLING TO ASSUME
RESPONSIBILITY
9. Clever(intelligent)
Conceptually skilled Energetic (high
activity level)
Creative
Diplomatic and tactful Self‐confident
Fluent in speaking
Knowledgeable about group task
Organized (administrative ability)
Persuasive
Socially skilled
10. 1. Assess your present level of personal
empowerment. (Be honest. Solicit input from
various sources.)
2. Determine whether your performance falls
below, meets, or exceeds expectations.
3. If your performance is below expectations,
assess your level of commitment. (Seriously
reexamine whether you are committed to
meeting the expectations of your position. If not,
make plans for doing something else.)
11. 4. Committed, determine the new skills you
require. (If your responsibility and
accountability expanded with your new/present
position, write details about the new skills you
require—personal and/or professional skills.)
5. Acquire a mentor/coach to hold you
accountable. (Check out the results you
produce.)
6. Work to overcome your self-limitations. (Let’s
talk about self-esteem.)
12. 7. If committed to expanded empowerment, define
a new challenging area of activity. (Describe a
project or an area of activity you would enjoy.
This should involve significantly expanded
responsibility in terms of the acquisition of new
personal and/or professional skills.)
8. Proceed and apply steps five and six where
difficulties occur. (Get started on the new project;
use and learn proven professional methods and
knowledge.)
13. By empowering others, leaders tap unlimited
resources available to them by allowing others to:
Use initiative
Be resourceful
Better accomplish the mission
Use teamwork
Take charge
Use common sense and judgment
14. When assessing capabilities, consider
the following:
Willingness to accept empowerment
Training
Judgment
Experience
16. •Members at all levels feel needed
•Promotes positive attitudes
•Utilize all resources
•Reduce complaints
•Members share ideas
•Less confusion
•Shared goals
•Fosters TEAM building
17. Managers
Focus on things
Do things right
Plan
Organize
Direct
Control
Follows the rules
Leaders
Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities
22. Manager
Implements
control systems
Performance
measures
Identifies
variances
Fixes variances
Leader
Motivate
Inspire
Gives sense of
accomplishment
23. Intelligence
More intelligent
than non-leaders
Scholarship
Knowledge
Being able to get
things done
Physical
Doesn’t see to be
correlated
Personality
Verbal facility
Honesty
Initiative
Aggressive
Self-confident
Ambitious
Originality
Sociability
Adaptability
24. Delegating
Low relationship/
low task
Responsibility
Willing employees
Participating
High relationship/
low task
Facilitate decisions
Able but unwilling
Selling
High task/high
relationship
Explain decisions
Willing but unable
Telling
High Task/Low
relationship
Provide instruction
Closely supervise
25. General Advice
Take advantage
of the transition
period
Get advice and
counsel
Show empathy to
predecessor
Learn leadership
Challenges
Need knowledge
quickly
Establish new
relationships
Expectations
Personal
equilibrium
26. Have two to three years to make measurable
financial and cultural progress
Come in knowing current strategy, goals, and
challenges. Form hypothesis on operating
priorities
Balance intense focus on priorities with
flexibility on implementation….
Decide about new organization architecture
Build personal credibility and momentum
Earn right to transform entity
Remember there is no “one” way to manage a
transition
27. Create Momentum
Master technologies
of learning,
visioning, and
coalition building
Manage oneself
28. Learn and know
about group
Securing early
wins
First set short
term goals
When achieved
make a big deal
Should fit long
term strategy
Foundation for
change
Vision of how the
organization will
look
Build political
base to support
change
Modify culture to
fit vision
29. Build credibility
Demanding but
can be satisfied
Accessible but
not too familiar
Focused but
flexible
Active
Can make tough
calls but humane
30. Learn from internal and external sources
Visioning - develop strategy
Push vs. pull tools
What values does the strategy embrace?
What behaviors are needed?
Communicate the vision
Simple text - Best channels
Clear meaning - Do it yourself!
31. Be self-aware
Define your
leadership style
Get advice and
counsel
Advice is from
expert to leader
Counsel is insight
Types of help
Technical
Political
Personal
Advisor traits
Competent
Trustworthy
Enhance your
status