Grooming future leaders gk oct2018

AOB VIDEO
10/23/2018WWW.ABOVEORBEYONDJM.COM 2

Dr. Leahcim Semaj 10/23/2018www.AboveorBeyondJM.com 3

Made or Born?
•There is an age-old question of whether leaders are made
or born.
•I think that has been answered a long time ago:
leaders are made, not born.
•Based on my more than 30 years of working with CEOs and
Senior Executives and conducting seminars and workshops
on leadership, I am convinced that –
•Leadership can’t be taught, but it can be learned.
10/23/2018 www.AboveorBeyondJM.com 4

Made or Born?
•This leadership training session is designed to
help leaders-to-be prepare for their new
challenges and responsibilities.
•You'll explore the critical areas that must be
mastered.
•It will then be up to you to develop your unique
leadership style for maximum impact.

Steps:
• First,
• must be the desire, courage and commitment to occupy that
lonely place at the top, where the buck stops.
• Secondly,
• you must take the time to acquire the specific skill set that
this role requires.
• Thirdly,
• your need opportunity to craft you own style that is
consistent with your personality and the situations in which
you are called upon to lead.

Content:
• Impact of the
changes in the
global environment
on the world of
work
•Skills needed to
effectively navigate
the global
environment as a
future leader

Self-Evaluation:
What could hold you back as a future leader?
•*Waiting for the right moment
•*Needing approval from others
•*The need always be perfect
•*Too stubborn to go let go
•*Not apologizing for making mistakes
•*Not learning from people less than you

Self-
Evaluation:
What could
hold you back
as a future
leader?
*Not willing to do something beyond your duties
*Spending too long worrying about the outcome
*Comparing yourself to others
*Not assessing your mistakes
*Not working on your weaknesses
*Taking life too seriously
*Spending too long doing things you don’t like doing

Ensuring
your
success.
What steps do I take
to ensure success?
What can I change to
safeguard success?

Chapter #1
The Future of Work
10/23/2018
WWW.ABOVEORBEYONDJM.COM 11

The Future of Work

Trends for The Future of Work

The Future of Business Leadership

Chapter
#2
Why Leadership?
10/23/2018 WWW.ABOVEORBEYONDJM.COM 16

Managers have
employees;
Leaders have
followers.

Leadership Competencies
to take you
ABOVE or BEYONDhttps://www.psychologytoday.com/blog/cutting-edge-leadership/201404/the-top-10-leadership-competencies

On Becoming A Leader

www.AboveorBeyondJM.com 2010/23/2018

MANAGER vs. LEADER
• ADMINISTRATE
• RELY ON CONTROL
• SHORT-TERM VIEW
• EYE THE BOTTOM LINE
• ACCEPT STATUS QUO
• FOCUS ON STRUCTURE
• COMMAND
• IMITATE
• DO THINGS RIGHT
• MANAGE PEOPLE
• INNOVATE
• INSPIRE TRUST
• LONG-RANGE PERSPECTIVE
• EYE THE HORIZON
• CHALLENGE STATUS QUO
• FOCUS ON PEOPLE
• COMMUNICATE
• ORIGINATE
• DO THE RIGHT THING
• LEAD PEOPLE
• Warren Bennis, Managing People is like Herding
Cats, 1997

www.AboveorBeyondJM.com 23
Linear Change Paradigm Shift
•Manager LEADER
• Do the next right thing Lead organization to a place it
wouldn't go by itself
• "Now" decision making "FUTURE“ DECISION-MAKING
• Best today decision How today's choices play out
in vision, mission, values
10/23/2018

WWW.ABOVEORBEYONDJM.COM 2410/23/2018

Eleanor Roosevelt
•“To handle yourself, use
your head;
•to handle others, use your
heart.” –

Steve Jobs

John Quincy Adams
•“If your actions
inspire others to
dream more, learn
more, do more and
become more, you
are a leader.”

Jim Rohn
•“Help those who are doing
poorly to do well and help
those who are doing well
to do even better.”

Leading by
Example

Do As I Saw,
Not As I Do?

Leadership
10/23/2018 www.AboveorBeyondJM.com31

32
What Kind Of Leader Are You?
•Manley *PJ
•Seaga *Portia
•Bruce *Andrew
•Castro *Putin
•Obama *Trump
10/23/2018 32www.AboveorBeyondJM.com

33
Like everyone else,
LEADERS ARE NERVOUS
about learning new skills, behaviours, and working relationships
 Unlike everyone else,
LEADERS HAVE TO GO FIRST

34
LEADERSHIP IS THE HIGHEST
COMPONENT OF MANAGEMENT
a) Provides vision and
direction, values and
purposes
b) Inspire people to
work together with
common vision and
purpose

35
Why Leadership

Transformational Leadership
A leadership style
that that creates
valuable and
positive change in
the followers
Focuses on
"transforming"
others
to help each other,
to look out for each other,
to be encouraging and harmonious
to look out for the organization as a whole

Transformational
Leadership
In this leadership style,
the leader enhances
•the motivation,
•morale
•and performance
of his follower group

“With Good Leadership Any Problem
Can Be Solved”
•William R. "Bill" Rhodes
•Banker to the World
• Former senior international officer and senior
vice chairman of Citigroup and Citibank
• Served in various senior executive positions at
Citi from 1957 until his retirement from
Citigroup on April 30, 2010
www.AboveorBeyondJM.com

Chapter
#3
What Does The Research Tell Us?

To Be a More Effective
Leader
•More than 100 years
of leadership research has
outlined the successful
skills and abilities that are
associated with leadership
effectiveness.
•Let’s begin with the top
10, derived from the
research literature.
10/23/2018 40

Critical Leadership Skills & Abilities
1. Social
Intelligence
2. Interpersonal
Skills
3. Emotional
Skills
4. Prudence 5. Courage
Gen-Flexing Teambuilding EQ/EI Critical Thinking Integrity
Internal
Networking
Coaching Transparency
6. Conflict
Management
7. Decision
Making
8. Political
Skills
9. Influence
Skills
10. Area
Expertise/
Competence
Communication

1. Social Intelligence (SI)
•This is not only one of the best
predictors of effective leadership,
but it is poorly understood and
under-researched.
•Research suggests that social
intelligence, which we define as a
constellation of social
performance, sensitivity to social
situations, and role-playing skill
are critically important for
effective leadership.

SOCIAL INTELIGENCE
GEN-FLEXING
INTERNAL NETWORKING

Early Gen-Flexing
Jack Welch – Reverse Mentoring

5010/23/2018 www.AboveorBeyondJM.com

Some Say
Forget Gen Y
Gen Xers are the Future of Work!

Generation X
•Poised for great leadership
•the average age of an S&P 1500 CEO is 50.
•They’re already leading the majority of
growing companies:
•68% of Inc. 500 CEOs are Gen Xers.

The burden of the work-life balance debate
•As the average child-bearing age increases and
life expectancy expands,
•Generation X is bearing the burden of
•Raising young children
•Funding tertiary education
•Caring for aging parents

Thinning ranks
• Because Gen Xers will make up only 20% of the
workforce,
• as leadership roles are vacated by older workers,
•there are fewer Gen Xers available.
• And Millenials may not have the experience and
maturity needed for such roles.
•A possible war for talent.

3 to 5 years from now
•experienced leaders may be impossible to
recruit.
•Focusing the same attention on the generation
that isn’t demanding it could be even more
productive than helicoptering over your
Millenials.

The Magic Bullet for Gen Xers?
•5% Mortgage?
•Assistance with Tertiary Education costs?
•Inclusion of elder parents of health Insurance?

WAYS TO NETWORK WITHIN
YOUR COMPANY

Do amazing work
• Review all the metrics on which you’re evaluated.
• Are you hitting them out of the park? Is your boss
heaping on the praise?
• If so, see if you can assume any higher-level
responsibilities — perhaps taking a project off of your
boss’s plate.
• If not, you may want to hold off on pursuing a new
position and instead build a track record of success
where you are.

Specialize.
•It’s amazing how many opportunities fall into your lap —
and how many relevant contacts you can make — when
you become the “go-to” person for a particular skill or
area of knowledge.
•What skills differentiate you from the pack?
•Can you carve a niche for yourself?
•Identify your specialty and be sure to articulate it clearly
to your manager and others within your company.

Find a sponsor.
• Mentors offer sage wisdom and guidance on
day-to-day workplace situations,
• but sponsors wield the power to open doors
and propel you to great new opportunities.
• Vault defines a sponsor as “an active
advocate who seeks out new opportunities
for you, uses his or her influence to make
sure the right people know about your
accomplishments and recommends that you
be promoted or given a raise.”
• Often, you will need someone powerful in
your corner to ascend the professional
ranks.

How to develop SI?
•Expose yourself to
different people,
different social
situations,
•work to develop your
social perceptiveness
and ability to engage
others in conversation.
10/23/2018 66

2. Interpersonal Skills/ Team Building
• Interpersonal skills could be seen as a
subset of social intelligence,
• but these are the more
relationship-oriented aspects of
social effectiveness.
• We often talk about the “soft skills” of
the leader,
• and these are best represented by
interpersonal skills.

A Team Requires
10 Functions to be Covered
•A variety of functions
are required for a
operate optimally
• Visionary
• Pragmatist
• Explorer
• Challenger
• Referee
• Peacemaker
• Beaver
• Coach
• Librarian
• Confessor

You Must Work Through The 5 Stages Of
Team Development
Forming
Storming
TransformingNorming
Performing

Jamaica’s Greatest Team Achievement

Teams Have Less Need For Managers and
More For Coaches and Leaders
• Coaches help teams solve problems
• Old Order bosses design and allocate
work, supervise, check, monitor and
control
•Teams do these things for
themselves

LET'S GET RID OF MANAGEMENT
People don't want to be managed,
They want to be led.
Whoever heard of a world manager?
World leader, yes
Educational leader Political leader Religious leader
Scout leader Community leader Labour leader
Business leader Gang Leader
They lead They don't manage

The New Way
• Performance coaching represents a
new philosophy in developing people
• Based on the hands-on experience
and on-the-job knowledge of the
immediate supervisor
• You focus on the
company’s business
objectives
• You connect training to the
job

Coach Your Workers
•To a winning
season

Question
•What percentage of your work force is
performing at peak levels?

If Your Employees Are Average
•Probably no more than 20 %
•These top performers often are
eager to learn because they
have high achievement drives

Your Job
•To get the
remaining 80% to
follow suit

All of Us Need Coaches
•Most people work
•Learn
•Stretch more
•If they are encouraged and
coached
•Than if they try to go it alone

Everyone Needs a Push Sometimes
•Muhammad Ali
•Asked to identify the
greatest lesson he
learned in life
•The Sonny Liston title
fight in January 1964

“Liston Was the Strongest Man I Ever Fought”
•“Every time I hit him, it hurt
me worse than it did him
•When the 6th round ended
•I was completely spent
•I couldn’t even raise my
arms”

“I Couldn’t Even Stand up
to Go Back Into the Ring”
•“I’m going home! I
told Angelo Dundee
•I’m not going back in
there!”

Dundee Demanded That Ali Get Back in the Ring
•Ali refused
•The bell rang
•Ali still didn't rise

Dundee Pushed Him and Shouted
•“Get in there and
don’t come out until
you are heavyweight
champion of the
world”

Ali Struggled to His Feet
•Liston didn’t
•Ali won the title

The Lesson of Coaching
•“The greatest lesson I’ve
learned is to have someone
pushing you and making
you do things you didn’t
think you can do”
The Greatest Athlete of the 20th Century

Managers Change -
From Supervisors to Coaches
•Coaches help teams solve problems
•Old Order bosses design and allocate work, supervise,
check, monitor and control
•Teams do these things for themselves
•Mentors look out for long term career development

Middle Management Has A New Role
•From guardians of the functional units to
smashers of the boundaries
•To facilitators of the teams on the front line
•From defending what use To be
•To encouraging what should and can be

Organizational Structure Changes-
From Hierarchical to Flat
•The team and the
process is the reality
•Coequal people can
operate with autonomy
and fewer managers
•A manager can
typically supervise
about 7 people
•He can coach up to
30 or 40

How to develop interpersonal skills?
Generalize These skills will generalize
to workplace relationships.
Work on Work on your personal relationships with friends,
relatives, and your significant other.
Become Become an active listener, work on
conversational and speaking skills.

3. Emotional Skills/Intelligence (EI).
• A complement to social
intelligence, emotional
intelligence is our ability to
communicate at the emotional
level,
• understand emotions and
emotional situations,
• and be in tune with our own
emotions.
• These are particularly related to
leadership “charisma.”

The rest of the journey
will require greater
development of
Our specie has probably gone
as far as we can based on
cognitive Intelligence alone

Emotional Intelligence (EQ)
•The ability to sense,
understand, and
effectively apply the
power and acumen of
emotions
•as a source of human
energy, information, trust,
creativity and influence

96

98

The Case For EQ

The Emotions of
•Empathy, Compassion,
Cooperation, and
Forgiveness
•All have the potential to
unite us as a species

Generally Speaking:
•Emotions unite us
•Beliefs divide us

EQ

Dr. Maya Angelou
10/23/2018
105www.AboveorBeyondJM.com

How to develop EI?
Practice “reading”
others’ nonverbal
cues, particularly
cues of emotion.
1
Learn to regulate
and control your
emotions and your
emotional
outbursts.
2
Practice expressing
feelings and become
an effective emotional
“actor” – learning how
to express emotions
appropriately.
3

4. Prudence/Critical Thinking
• Prudence is one of Aristotle’s
cardinal virtues.
• A synonym is “wisdom,”
• but it comes from being
able to see others’
perspectives and through
being open to and
considering others’ points
of view.

The Concept of Critical Thinking

Critical thinking
• A manner of study that encourages you
to ask thoughtful questions
• Using your own reasoning to determine
the value of information

Some critical thinking techniques
• Brainstorming
• Thinking outside of the box
• Deduction
• Induction
• Reasoning
• Analysis
• Applied logic

Modern critical thinking skills
• Attributed to philosophers such as
– Jean-Jacques Rousseau and John
Dewey
• the study of critical thinking was not
incorporated into public school
systems until the late 20th century

Critical Thinking Skills
•prepare persons to analyze
information
–an essential skill when faced with vast
amounts of conflicting yet reputable
information

To Analyze Thinking:
• Purpose? Question?
• Information? Conclusion(s)?
• Assumptions? Implications?
• Main concept(s)? Point of view?

To Assess Thinking:
• Check it for
– Clarity
• Accuracy
• Precision,
• Relevance
• Depth
• Breadth
• Significance
• Logic
• Fairness

The Result
• A well-cultivated critical thinker:
• vital questions and problems
• formulating them clearly and precisely
• gathers and assesses relevant information
• using abstract ideas to interpret it effectively
• comes to well-reasoned conclusions and solutions
• testing them against relevant criteria and standards

Critical Thinker
• Thinks open mindedly within alternative systems of
thought,
• Recognizing and assessing
– assumptions, implications, and practical consequences;
• Communicates effectively with others in figuring out
solutions to complex problems

How to develop Prudence?
•Listen to others.
•Work to be more open and more
broad minded.
•Learn to ask for others’ opinions
and consider them as you
choose a course of action.

Ralph Nichols
•“The most basic of all human
needs is the need to
understand and be
understood.
•The best way to understand
people is to listen to them.”

5. Courage.
•A second cardinal virtue is
“Fortitude,” or courage.
•This is having the courage to take
calculated risks and the courage to:
•(a) stand up for what you believe;
•(b) do the right thing.

COURAGE
•INTEGRITY
•TRANSPARENCY

www.AboveorBeyondJM.com 10/23/2018 122

WHY?

Things that leaders can do to promote
transparency in the workplace
•A transparent workplace nurtures an
environment free from fear, encourages
employees to be open about their
achievements and mistakes and can overall
create a safer, more positive environment.
https://www.mentimeter.com/blog/transparency-at-work/6-things-that-
leaders-can-do-to-promote-transparency-in-the-workplace

1. Make
transparency
part of
company
policy
• The first, and arguably most important step
that a leader can take in order to be
transparent is to make transparency part of
the company policy.
• If you do not have the authority to
implement transparency on a company-wide
scale, you can take steps to implement
transparency within your team.
• Consider holding a workshop where you and
your team can talk about what transparency
is, why it is important and how you can take
steps to implement it into daily office life.

2. Confront difficult situations
It’s up to the leader to decide on how they want to deal with these
difficult situations.
Whether you need to confront gossip or rumours about the
organization, transparency can be used to defuse these types of
situation.
It will establish that you, as a leader, are not afraid to be open and
truthful and will set a clear precedent that employees can come
directly to you if they have any questions or worries.

3. Hold an “ask me
anything” session
• Give your colleagues the chance
to ask any questions to you by
holding an “ask me anything”
session.
• This activity will give people the
opportunity to ask questions
they wouldn’t normally have the
chance to ask.

4. Provide
access to
information
• Within an organization there is often a lot of
information that is not available to employees.
• Often this information is not made public
because it is sensitive or for some other reason.
• However, there might be information that can
be shared with employees, but isn’t.
• In order for you, as a leader to be transparent,
you should consider if more information should
be available to employees, and provide access
to it.

5Always have a “why”
• When you’re making decisions be mindful
and where appropriate, let people know why
you have made certain decisions in certain
ways.
• Your team will be more understanding of why
you make certain decisions, and will be able
to question you if they do not agree with how
something was approached.
• Remember, that you should always be open
for challenges and feedback.

6. Involve people in
decision making
10/23/2018
• What’s even better than explaining your
decision, it to involve others in the
decision making process.
• Sometimes a quick poll on a subject can
be enough to get input from others, in
other cases you might want to hold a
workshop or brainstorming session in
order to make a collaborative decision.
• This approach to decision making does
not only make you more transparent as
a leader, but can also help you come to
better decisions for your organization.

Honesty and Transparency

Max Lucado
•A man who wants to
lead the orchestra
must turn his back
on the crowd.”

How to develop
Courage?
•This takes some effort, but is
rooted in developing and
holding onto strong personal
values.
•If you truly value something
or someone you will have
the courage to stand by your
principles (and your people).
10/23/2018 136

6. Conflict Management.
• This is a “higher order”
interpersonal skill that involves
helping colleagues to avoid or
resolve interpersonal conflicts.
• Leaders are often called upon to
adjudicate when members are in
conflict, but it also involves
having the ability to either avoid
or resolve your own conflict
situations.

The
Process

Knowing When To Do What
WIN/LOSE YIELD/LOSE COMPROMISE
LOSE/LEAVE WIN-WIN

Analyzing Conflicts
•SCENARIO & CONTEXT
•DRIVERS & CONTROLLERS
•OUTCOME: What resulted?
•REPLAY & STOP THE TAPE
• What could you have done that would have altered
the course of events?
• (Prevent, Contain, Resolve)

How to develop Conflict
Management Skills.
• There are courses and workshops
available to help you understand
and learn conflict management
strategies.
• A big part of conflict management
is helping conflicting parties
to collaborate (a win-win outcome)
• or to compromise (each party
needs to be flexible and give up
something).
10/23/2018 141

Jack Welch
• “Before you are a
leader, success is all
about growing
yourself.
• When you become a
leader, success is all
about growing
others.”

7. Decision Making
• One of the core competencies for leaders is the ability
to make good decisions or lead a good decision
making process.
• There are better and worse ways to make decisions,
• and a good leader understands when to
• make a decision,
• when to consult subordinates or peers and bring
them into the decision making process,
• and when it’s time to step back and let others
decide.

The Process

TIPS FOR BETTER
DECISION MAKING

These Are The Reasons You Can
Never Make A Decision
Here’s how to avoid and overcome
these 6 decision-making obstacles.
https://www.fastcompany.com/90225056/thow-to-overcome-common-decision-making-
obstacles

Leaders & Decisions
•Deciding on key investments in your
company over the next year may
seem like a wildly different thought
process than deciding where to take
your family on vacation.
•Leaders are more likely to make
decisions that affect others’ welfare,
so their decision-making tendencies
can have a far-reaching ripple effect.

Leaders & Decisions
•Leaders face some common obstacles that get in
the way of their decision-making skills
•Understanding and overcoming them is essential
to breaking destructive decision-making patterns
and getting to better outcomes.
•Here are six common obstacles and how to deal
with them.

OBSTACLE 1: PUTTING TOO MUCH
IMPORTANCE ON YOUR “ANCHOR”
• “The biggest issue when it comes to decision making for managers is
this idea of anchors,”
• “An anchor is when we place a disproportionate amount of importance
on an initial piece of information or data.”
• Let’s say you are negotiating to buy a new house.
• For some, the anchor will be the list price that the real estate agent
shows you on a particular house.
• However, someone making strategic decisions will look to the budget
as the anchor.

OBSTACLE 2: OVERCONFIDENCE
• Overconfidence, or excessive optimism or belief in your own
judgment, is another trap
• “Overconfidence occurs because we are social animals who want
to feel good about ourselves–which is often in relation to other
people,”
• Distance from previous overconfidence-driven decisions may help
you see them more clearly.
• Think back on cases where you weren’t quite as knowledgeable or
good as you thought you were.

OBSTACLE 3: CONFIRMATION BIAS
• Confirmation bias, in which we look for and interpret
information in ways that support what we believe, can
be influenced by a decision to be “right” or wishful
thinking,
• Clues that confirmation bias may be an issue include
getting information from the same sources, avoiding
information that may hurt your psychological well-
being, or “bend” facts to make them support your
beliefs.

OBSTACLE 4: GROUP THINK
• Fear of rejection, embarrassment, or ridicule, or even a more subtle
tendency toward agreeing with one voice or approaching problems
the “way we’ve always done it,” can lead to group think,,
• Group think is when the team tends to gravitate toward one idea on a
regular basis instead of challenging norms and coming up with new
approaches.
• To combat group think, encourage people to challenge norms,
• Invite contributions repeatedly.
• ‘We want people who believe what we believe, but think differently
and bring different perspectives to the table”

OBSTACLE 5: PRESENT BIAS
• Present bias favors immediate rewards over those in the future.
• The problem with present bias is that it inhibits long-term strategy and forgoing
short-term gains for long-term benefits.
• Overspending, lack of planning, and procrastination can all be signs of present
bias.
• If you tend to be an impulsive decision maker, impose a “cooling-off” period
before you finalize big decisions.
• And learn to think about the future ramifications of your decisions—both positive
and negative.
• “Get in touch with your ‘future self’ by frequently imagining your life 10 or more
years from today or maybe even when you’re retired,”.
• Think about your career or business similarly when faced with big decisions.

OBSTACLE 6: PERSONAL PATTERNS
•Reflect on your own personal patterns and
motivations in decision making.
•Look for areas where you may be particularly
strong or where decisions haven’t gone the way
you had hoped.
•Ego sometimes needs to be checked, to be able to
defer to others to bring their specialties through.

OBSTACLE 7: UNCONSCIOUS BIAS

How to develop Decision
Making Skills.
•Experience and studying
when decisions have
gone wrong and gone
right is the best way to
hone these skills.
•We often learn more
from our mistakes than
from our successes.
10/23/2018 156

8. Political Skills
• Every group or organization is, at
its core, full of politicking.
• People will try to bend rules, gain
allies, push their personal
agenda, etc., in order to try to get
ahead.
• An effective leader is a good
political player, who knows how
the game is played, but can also
manage political behavior so that
it does not lead to group or
organizational dysfunction.

Political Skills

Improving Political Skill

How to develop
Political Skills.
•Similar to many of the
more highly-developed
leadership competencies,
•political skills are learned
through experience and
learning about people
and social dynamics.
10/23/2018 160

Lao Tzu

9. Influence Skills.
• At its core, leadership is
about influencing others,
so a great leader is a
master of social influence,
and able to wield power
effectively and fairly.
• Calling on your
interpersonal ("soft") skills
can make you much more
influential in a leadership
role.

INFLUENCE
COMMUNICATION

Communication is
• a huge umbrella that covers and affects all than goes
on between human beings

Communication is
• the single most significant factor that determines the
kind of relationships we have and what happens to us

Communication
is The Life Blood of The Team
Timely and Accurate
•People who have learned to
support and trust one another
share what they know freely
•Pass on the information that
members need to operate more
effectively

Communication & Conflict

This talk/listen cycle helps
to keep BP evenly regulated
• When we speak our blood
pressure goes up
• When we are listening
attentively in a relaxed manner,
blood pressure usually falls
• Heart rate slows - below resting
level

In periods of great stress
•communicating with others
that pull us through
•renewing inner strength
•lifting our vision
•reaffirming the meaning of life

• trustworthy
• likeable
• represent warmth
• represent comfort
• represent safety
For the message to get
through people must
believe that you are
170

This happens without words
We plug into
thousands of
preconscious cues.

The Eyes Have It!!
IN JUST ONE GLANCE:
Adults make trait judgments
after viewing faces
for only 100ms.
Some of the traits we spontaneously
attribute to strangers based solely
on their face includes –
intelligence, honesty, dominance,
competence, trustworthiness, and
likability. 172

Eye Communication
•Your #1 skill
• BELIEVABILITY
• verbal - 7%
• vocal - 38%
•visual - 55%
•connects mind to mind

The benefits of
Good Eye Communication...
•Connects First Brain to First Brain
•Use involvement in business/social
•5 to 7 seconds of eye contact

The First Brain:
The Non-reasoning, Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate
instinctual response
• Limbic system
–The emotional centre

The New Brain: The cerebral cortex
Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

To Get To The New Brain
•The message
must first pass
through the
first brain

180
EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have
impact
• ALL FIRST BRAIN
LIKABILITY IS THE SHORTEST
PATH
TO BELIEVABILITY AND TRUST

Good communications
means
• expressing yourself clearly
through verbal and non-
verbal language;
• listening so that you
understand what others are
saying

We spend
between 50% and
80% of our
waking hours
communicating
HOW MUCH TIME
DO YOU SPEND
COMMUNICATING?

10/23/2018www.AboveorBeyondJM.com 183
Dress and
Appearance
o You never get a second
chance to make a good
first impression
o The first 2 seconds
programmes the
impression
o Makes emotional contact
o Clothes as costume

The Benefits of Good Posture and Movement
o in first impressions posture tells more than clothes
o you feel taller and more powerful
o you look more confident
o eye communication is easier
o your movement gives visual variety to the eye of the
audience

Voice and Vocal Variety
oyour voice is the vehicle of
your message
oshould be naturally
authoritative
oput a smile in your voice
othe use of a tape recorder

10/23/2018www.AboveorBeyondJM.com 186
THE MIND WORKS BY SOUND
o Powerful oral
tradition
o Preacher,
Politician, DJ
o You talk to more
people than you
write to

WHEN PEOPLE CAN’T SEE YOU
o(as on the phone)
othe intonation and
resonance
oauditory delivery count for
84% of your emotional
impact and believability

THE
BENEFITS
OF GOOD
VOICE
AND
VOCAL
VARIETY
oyou are more effective on
the phone
oyou can transmit more
energy and information
oyou are attractive to the ear
oyou are first brain friendly

How to develop Influence Skills.
Training in debate
helps with making
reasoned, well-
thought-out
arguments.
1
Seeing things from another's
perspective can help you
understand what they want
and allows you to focus on win-
win situations.
2

10. Area Expertise/Competence.
• Many people might list this first, but
in today’s world, knowledge of all
aspects of the job is not as important
as it used to be.
• In high-tech industries, or creative
firms, team members may have
more relevant knowledge and
expertise than leaders.
• Still, it is important that leaders
develop their expertise in the
particular situation, organization, or
industry in which they lead.

Colin Powel

How to Develop Area Expertise.
Development
is a lifelong
process.
learn as much as
you can about
your product,
organization, and
team members.
Study the
competitors.
Continue
your education.

Chapter
#4
What Could Hold You Back?

Self-Evaluation:
What could hold you back as a future leader?
•*Waiting for the right moment
•*Needing approval from others
•*The need always be perfect
•*Too stubborn to go let go
•*Not apologizing for making mistakes
•*Not learning from people less than you

Self-
Evaluation:
What could
hold you back
as a future
leader?
*Not willing to do something beyond your duties
*Spending too long worrying about the outcome
*Comparing yourself to others
*Not assessing your mistakes
*Not working on your weaknesses
*Taking life too seriously
*Spending too long doing things you don’t like doing

Chapter
#5
Ensuring Your Success?

Ensuring
your
success.
What steps do I take
to ensure success?
What can I change to
safeguard success?

Chapter
#6
Where Are You Now?

Critical Leadership Skills & Abilities
1. Social
Intelligence
2. Interpersonal
Skills
3. Emotional
Skills
4. Prudence 5. Courage
Gen-Flexing Teambuilding EQ/EI Critical Thinking Integrity
Internal
Networking
Coaching Transparency
6. Conflict
Management
7. Decision
Making
8. Political
Skills
9. Influence
Skills
10. Area
Expertise/
Competence
Communication

Dr. Leahcim Semaj 10/23/2018www.AboveorBeyondJM.com 200

Grooming future leaders gk oct2018

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Similar a Grooming future leaders gk oct2018

Similar a Grooming future leaders gk oct2018 (20)

Más de Leahcim Semaj

Más de Leahcim Semaj (20)

Último

Último (20)

Grooming future leaders gk oct2018