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Quantum leap leadership

Slides from the recent Quantum Leap Leadership Seminar with adaptions for online viewing. Deals with the first three levels of leadersip being production, people and systems.

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Quantum leap leadership

  1. 1. Subtitle Title Layout
  2. 2. • Peter Bender • Born in a country that no longer exists • 10 years studying business at university • Leader and trainer at Australian Taxation Office, Telstra and Austar (Foxtel) • Serial entrepreneur • Aquila – small business consultancy You and me
  3. 3. • Elliott Jaques – a most controversial leader • How to stay sane as an operational leader (Level 1) • What is a leader without people? (Level 2) • Coffee!! • Simple technology that makes leaders look good. (Yale) • Making complexity work for leaders. (Level 3) • Recapping before we forget everything. • Lunch if you would like to stay and network. What will we be learning?
  4. 4. • 1917 – 2003 • Requisite Organization • Hammersley Iron – Rio Tinto • Proof overriding controversy • International consultancy Elliott Jaques – a most controversial leader
  5. 5. Outlook Pay Role Level 1 1 day 1 unit (eg 20k) Worker Level 2 3 months 1.5 units Supervisor Level 3 1 year 3 units Unit manager Level 4 2 years 6 units Department manager Level 5 5 years 12 units Director Level 6 10 years 24 units Managing Director Level 7 20 years 48 units Large corporate CEO Level 8 50 years 96 units Conglomerate Level 9 Eternity n/a Jesus or Buddha Stratum thinking – 8 levels of leaders
  6. 6. • Elliott’s key theory related to the levels of leadership in a company. Like most of us he realised that organisations are usually top heavy and that executives were overpaid. • Some of the key determinants of Elliott’s work related to the verified acceptable amount of pay a leader should receive, the timeframe that a particular leader should be focussing upon and the type of role they have. • His work was revolutionary and has now been verified by over 45 PhD studies and is being used increasingly by international consultants. Notes for online leaders
  7. 7. • Controlling your workload • How can you lead if you can’t manage your own job? • Measures include phone calls, emails, tasks uncompleted. • See handout on time management • Diary/workload exercise • Tasks and people How to stay sane as an operational leader (Level 1)
  8. 8. • Understanding yourself • How do you learn or process information? • MBTI – 16 Personality types (handout) How to stay sane as an operational leader (Level 1)
  9. 9. 5 minute stretch break
  10. 10. 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 What’s a leader without people? (Level 2) Power Affiliation Achievement
  11. 11. 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 What’s a leader without people? (Level 2) Power Affiliation Achievement
  12. 12. • This work is based on McLelland who was a Harvard professor and was also the forefather of Emotional Intelligence. • The simple philosophy is that people are motivated by three things. The need for power, affiliation and achievement. • Different people have different levels of these needs. These needs may become more urgent at times but rarely will they change ratio. A secondary need will not rise above a primary need in a person. Notes for online leaders
  13. 13. • Emotional Intelligence (quotient) • To be successful requires the effective awareness, control and management of one's own emotions, and those of other people. • E.I. embraces two aspects of intelligence: • Understanding yourself, your goals, intentions, responses and behavior. • Understanding others and their feelings. • Your emotions are contagious and influence your decisions, behaviour and performance - Rachel Moore (see handout) What’s a leader without people? (Level 2)
  14. 14. • When was the last time you were influenced? • Understanding ourselves and understanding others enables us to influence others. Others can be staff, clients, suppliers and even regulators. • Sales or presentation structure handout What’s a leader without people? (Level 2)
  15. 15. 15 minute sanity break!
  16. 16. • Level 1 leaders deal with production. • Level 2 leaders deal with people. • Level 3 leaders deal with systems. Making complexity work for leaders. (Level 3)
  17. 17. • Yale Morgan from Genesis Business Group and Yale Morgan Consulting has been a mainstay of Bundaberg business consultancy for years. • Currently President of Chamber of Commerce, Chairman of Scripture Union LCC Bundaberg, Treasurer for Citicoast Church and a driving force behind Global Care. • His passion is for helping improve the effectiveness of business systems so owners have more time and profit in their hands. Technology makes leaders look good!
  18. 18. • Brain storming. • Negative or evaluative comments hit all three motivators • Energy flow and idea generation speed. • Prioritise and don’t leave on the whiteboard. • Group exercise on systems. • What if?? Making complexity work for leaders. (Level 3)
  19. 19. • Time management • Personality types Level 1 Leadership • Motivation • Emotional intelligence • Sales skills Level 2 Leadership • Yale’s presentation • Scenario game Level 3 Leadership • Elliott Jaques and stratum leadership Recapping before we forget everything.
  20. 20. • References • Peter Drucker, Daniel Goleman • Friends and contacts • Rachel Moore – Emotional Intelligence (Linkedin) • Yale Morgan – business systems (yale@betterbusinessgroup.com.au) • Implementing today, leadership mentoring or small business consultancy • Peter Bender (Facebook @aquilaconsultancy) • www.aquilaconsultancy.com.au or ask@aquilaconsultancy.com.au • 0421 253 771 Supporting today’s learning
  21. 21. And that’s all he had left to say…

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