IDENTIFYING AND OPTIMIZING LEADERSHIP ACUMEN

Leadership by
Practical Good Example
Every month Chapman puts on the uniform of the housekeeper, nurse aide,
parking attendant, or dietary employee and conducts “walkabouts” to find out
what it is to be that kind of employee at Riverside Methodist. Chapman’s
counterparts in other health care organizations wondered how the busy
executive could afford to do these jobs. He did not understand how they
“could afford not do them”.
A president who comes in at midnight and attends the parking lot, cleans the
floors, and talks to people on their own terms sends a powerful message. It
disarms charges that “they [management] do not understand how it is to be in
the trenches and do not care about the average employees”. Chapman says,
“The CEO does not take care of patients, the CEO takes care of people
who take care of patients.” This is an important responsibility and requires
dedicated strategic leadership.
Eire Chapman
CEO Riverside Methodist Hospital, Ohio
 Leaders Crossword Puzzle
C Z N N A M A N I O F A S R

H I B B X G K A L U T C A U

N k U R M A H G I M H A R F

Y W S M A N D E L A A S D A

E R S T A L I N Y L T T A I

R U V X H I T L E R C R U

E A M I N U K A N O H O N D

R T A F A W A B A L E W A O

E A W O L O W O D F R M L R

Y A S E R A R A F A T X J A

G A M A L A B U L N A S A R
 Leaders Crossword Puzzle
C Z N N A M A N I O F A S R

H I B B X G K A L U T C A U

N k U R M A H G I M H A R F

Y W S M A N D E L A A S D A

E R S T A L I N Y L T T A I

R U V X H I T L E R C R U

E A M I N U K A N O H O N D

R T A F A W A B A L E W A O

E A W O L O W O D F R M L R

Y A S E R A R A F A T X J A

G A M A L A B U L N A S E R
 Who Is a Leader?

• A leader is any one who has

followers.
 What Is Leadership?
• Creating a vision for others to follow,
• Establishing corporate values and ethics, and
transforming the way the organization does business
in order to improve its effectiveness and efficiency.
• The process of Influencing the activities of an
individual or group in efforts towards goal
achievement in a given situation.
• The process of Influencing people so that they can
strive willingly towards the achievement of goals.
• Creating and sustaining a followersip.
 Four Things Leaders Do
1. Have a vision and rally others around the
vision.
2. Establish corporate values.
3. Emphasize corporate ethics.
4. Embrace and create change.
 What Does Leading Entail?

• Leading entails….
- Guiding
- Directing
- Facilitating
- Mentoring
 Strategic Leadership
Strategic leadership is the process of developing
and communicating the mission, vision, and
values of the organisation inspirationally to
motivate high levels of performance using the
“language of communication” by
– Framing
– Rhetorical crafting
– Role modeling
 Challenges of Leadership
• Leadership Re-orientation.
• Management/Leadership Skills & Competencies.
• Expansion of Democratic Space.
• Leadership Education & Training.
• Promoting Corporate and Individual Wellbeing.
• Information Management (Sharing!).
• Managing Diversity.
• Sustaining Peace & Harmony.
• Exciting Higher Coal Attainment.
 Leadership Empowerment
• Encourage individual creative solutions to
problems;
• People assume greater ownership of
organization's success or failure;
• They use their own time and organization's
resources more effectively to accomplish goals;
• Everyone assumes responsibility for the
organization’s performance;
• Everyone becomes a leader.
Reason for Leadership Re-orientation
• Globalisation.
• ICT Revolution.
• Change in Work Setting & Work Method.
• Democracy & Liberty.
• Social & Workplace Diversity.
• Knowledge Society.
• Corporate Good Governance.
• Performance, Productivity & Profitability.
• Sustainable Development.
 Leadership Vs. Management
• Leadership • Management
– Setting direction or creating a – Planning,
vision,
– Budgeting
– Enfranchising people in
– Coordinating, and
decision making,
– Evaluating performance.
– Building coalitions that get
– Consistency, and
things done, and
– Goal attainment.
– Motivating others.
– Concerned with order and
– Concerned with change,
efficiency.
movement, and doing things
different, and ideally, better
ways. order and efficiency.
Managers Versus Leaders

© Copyright 1999 by The McGraw-Hill Companies, Inc. All rights reserved.

 Management Skills

• Conceptual Skills

• Human Relations Skills

• Technical Skills
Leadership Skills
- Conceptual skill.

- Interpersonal skill.

- Technical skill.

- Analytical skill.

- Decision making skill .

- Information technology skill.

 Qualities Of Good Leadership

- Sense of mission.
- Self denial.
- Character trait’s.
- Job competence.
- Good judgment.
- Devotion.
 Leadership Theories
• Trait Theories .

• Style Theories.

• Contingency Theories.
 Trait Theories
• Intelligent.
• Initiative.
• Self confidence.
• Adaptability.
• Aggressive.
• Enthusiasm.
• Achievement oriented.
 Style Theories
• Democratic or Participative.
• Autocratic.
• Laissez-faire or Free Rein.
Contingency (Situational) Theory
• A balance between being completely democratic
or autocratic.
• It depends on:
• Relationship between leader and the group.
• The structure of task.
• The position of the leader within the organization.
• The amount of power vested on the leader.
Leadership Skills For The Future
The leader of the future needs to be………..

•W isdom.

• I ntellegence/ntegrity.

• S ensitivity.

• T enacity.

full
 Conclusion
• A leader can achieve true success in any area if he is committed to
strive for integrity.
• Influence, success, achievement and soundness are all dependent on
a leader’s commitment to integrity.
• Smart or effective leaders think about integrity by examining their
beliefs, thoughts and actions.
• Time spent thinking about integrity is time invested in leadership
development.
• Consistent actions formed out of a deep inner commitment to
integrity is the ultimate expression of a true leader.
What Type of Leader?
• A Sheep?

• A Donkey?

• A Fox?

• An Owl?
 Remember!

“A good name
is better than
Silver and Gold”
VISION, MISSION AND STRATEGIC
THINKING SKILLS: Focusing on What
You Need to Achieve Tomorrow, Today
Going Everywhere…

If you don’t
know where
you’re
going…
…. You’ll go
Everywhere!
 Lest you Forgot…
Management failure to examine the question,
“What is our business?” in a timely, probing
fashion is the most important single cause of
organisational frustration and subpar performance.
When the concept of an organisation’s business is
not thought through and spelled out clearly, the
enterprise lacks a solid foundation for establishing
realistic objectives, strategies, plans, and work
assignments.
Peter Drucker
 Sharing Vision is Key!

Today's excellent corporations are

reflections of their leaders.
– The leaders of successful corporations have
had a vision of excellence and have led
others to share that vision.
Peter Drucker
 Nature Of Future Organisations
• They will need;
– leaders who can supply the vision as well as the moral and
ethical foundation for growth; and
– managers who share in the vision and know how to get things
done with the cooperation of all employees.
• The workplace is changing;
– from a place where a few dictate what to do to others, to a
place where all employees work together to accomplish
common goals.
• Managers must lead by;
– doing, not just by saying; "walking the walk" as opposed to just
"talking the talk.“
 What Makes For
Organisational Success?
• Not by comparing it with others, but rather with its own
purpose and vision.
• Clarity of
– “where it is”,
– “where it is going to”, and
– “how to get to where it wants to get”.

?
• Corporate vision and mission statement comes as a
result of the desire of an organisation to be successful.
 What is Vision Statement?
• Vision and Mission Statements do not mean the
same thing.
• A vision statement is;
– Concise
– Clearly states the direction
– Identifies the present state or position
– Presents an image/picture of the future
– It has a long-term time frame(15 - 25 years)
– It is inspiring.
• It is not the means to reach the goals; but the
goal which inspires the means for its attainment.
 Structure of Vision Statement
Vision Statement should address the following long-range vision milestones;
1. Primary product(s) or service(s);
2. Primary market(s);
3. Primary customer(s);
4. The exclusive, differentiating benefit;
5. Geographic coverage;
6. How big the enterprise will be in 15 to 25 years?
7. Competitive position;
8. Special factors.
Vision Statement has a long-term time frame and it is;
• Broad,
• Overarching,
• Inspiring, and
• Ultimate.
 Objectives of Vision Statement
1. Shapes and sustains an organisation.
2. Controls an organization’s destiny.
3. Gives a clear sense of direction and how to mobilise
and channel resources for successful operations.
4. Promotes a sense of teamwork and instills an esprit de
corps throughout the organisation.
5. Motivates members of an organisation to function at
higher levels of performance and inspires them to reach
the desired future.
 Mission Statement
• Mission Statement is simply a short statement that
describes the kind of business an organisation is
engaged in and what business it should be doing.
• It is concerned with the actual business activities in
which the organisation will be engaging in in the
immediate and short-range future (5 years).
• It connects where the organisation has chosen to
serve and the means by which it chooses to serve it.
 Structure of Mission Statement
• Mission Statement should address the key question:
– “What are the essential mission of your enterprise, based upon what
values, and with what aspired-to results?”
• A Mission Statement should answer the following questions;
– What does your company do?
– What are the results for your customers, company, and/or others (society,
owners, etc.)?
– What are the underlying values or beliefs upon which the above is
achieved?
• Mission Statement has a short-term frame, it is more specific, practical,
descriptive, and focused.
• Keep it short and simple (KISS).
 Objectives of Mission Statement
1. Establishes a strategic perspective and identity of an organisation. It answers
questions such as:
– “who are we?”,
– “where are we?”,
– “where are we going?” and
– “how are we going to where we want to go?”;
2. Guides an organisation to focus on the primary business activities and its core
competencies;
3. Defines the areas of appropriate strategic choices;
4. Determines those things that fall outside the sphere of an organisation’s operations;
5. Steers organizational decisions into a coherent pattern;
6. Enables an organisation to develop the necessary procedures and operations to
achieve in the future; and
7. Motivates members of an organisation to feel a sense of belonging and relevance,
because they see the roles they have to play to make a dream become a reality.
 Example of Vision Mission Statement

Vision Statement
XYZ Company is the market leader in electronic information
and imaging systems and provides strategic solutions for
business, science, and manufacturing clients, optimizing their
performance and setting the pace for the industry.
Mission Statement
XYZ Company delivers information technologies and technical
support, resulting in enhanced performance for our clients and
proper returns for our stakeholders, based upon a foundation of
integrity and respect for the individual.
• Is your organisation’s Vision
Statement so structured?

• Does it inspire you to attain

similar objectives?

• What are the objectives of

your organisation’s Mission
Statement?
Evaluation Matrix of Mission Statements
YOUR ORGANISATION’S MISSION STATEMENT EVALUATION CRITERIA RATING

Yes No

Customers

Products/Services

Markets

Concern for survival, growth and profitability

Technology

Philosophy

Self-concept

Concern for public image

Concern for employees

Evaluation Matrix of Mission Statements
XYZ MISSION STATEMENT EVALUATION CRITERIA RATING

Yes No

Customers
XYZ Company delivers
Products/Services
information technologies
Markets
and technical support,
resulting in enhanced Concern for survival, growth and profitability

performance for our clients Technology

and proper returns for our Philosophy

stakeholders, based upon Self-concept

a foundation of integrity Concern for public image

and respect for the Concern for employees

individual.
 Sources of Corporate
Vision and Mission
Leadership disposition and declaration on
corporate strategy;
Organisational collective forum, e.g.
Retreat, Conference, Client/Customer
Relations Workshop, etc.;
Consultant’s recommendation, etc
 Core Values
• Corporate Values are either embedded, implied or drawn from vision
and mission statements.
• Values are the fundamental beliefs, ethos, credo or “truths” that the
organisation holds dear.
• They are the best indicator of organisation’s philosophy and specify
what is important.
• They are guiding principles.
• They relate to;
– ethical behaviour, socially responsible decision-making, and behaviour
aspired in the future.
• Corporate values may include,
– honesty, integrity, customers, teamwork, innovation, entrepreneurial spirit,
quality, continuous improvement, excellence, etc.
 Transmitting Corporate
Vision and Mission

• Communicate it to all stakeholders;

– board, management, employees,
clients/customers, authorities, etc.
• Rally stakeholders commitment.
• Publish it.
• Express it and live it.
 How to Realise Corporate
Vision and Mission
• Leadership Commitment;
– Have a vision and rally others around that vision;
– Establish corporate values;
– Emphasize corporate ethics;
– Embrace change;

• Adopt Symbolism and “Walk the Talk”;

• Commitment to Quality;
• Knowing quality.
• Giving quality.
• Responsiveness to Customer Requirement;
• Desire to become more competitive;
• Commitment to Ethics and Social Responsibility.
 What is Strategic Thinking?
• Strategic thinking is a process in which
you develop a vision for your organisation
or business and then work backwards to
develop a plan to accomplish that vision.
– Without vision, a business will have no
direction, but it's impossible to achieve a
vision without a strategy.
 Strategic Thinking Skills
• Strategic thinking involves developing skills in;
– Creativity,
– Problem-solving,
– Teamwork,
– Critical thinking, and
– Flexibility.

• Strategic thinkers are able to see the big picture,

as well as how to attain it.
8 Steps in Strategic Thinking
• Step 1: Examine The Status Quo
• Step 2: Look At The Forest, Not The Trees
• Step 3: Focus On The Future
• Step 4: Consider External Forces
• Step 5: Get Feedback
• Step 6: Check the Facts
• Step 7: Match Structure with Strategy
• Step 8: Anticipate Challenges
Step 1: Examine The Status Quo
• Strategic thinking skills require you to
examine how things have always
been done critically in order to
determine if that is the way things
should be done.
– Strategic thinkers are willing to look
outside of the norm to find more efficient
and creative ways of doing things.
 Step 2: Look At The Forest,
Not The Trees

• Strategic thinkers are not mired down

by the details of managing day-to-day
issues.
– Strategic thinkers look at the organization
as a whole to assess attributes and areas
of opportunity.
Step 3: Focus On The Future
• Strategic thinking is goal oriented
and guided by a vision for the
future of a company.
–When you are developing strategies
for business growth, those
strategies must have clearly defined
goals that contribute to the overall
vision for the company.
Step 4: Consider External Forces
• Consider external forces when you
develop a strategic plan.
–Governmental regulations, legal
developments, market conditions,
economic factors and technological
developments can all affect how you
plan for the future.
 Step 5: Get Feedback

• Get feedback from within your

industry.
– Market research, particularly in product-
driven industries, can help you match the
vision for your company to consumer
expectations.
 Step 6: Check the Facts

• Even though strategic thinking involves

making predictions about the future, those
predictions must be realistic.
– Gather hard data, including your
organizations financial reports and analysis of
your industry, to inform your predictions and
help you develop goals based in reality.
Step 7: Match Structure with Strategy

• Consider the organizational

structure of your business and
assess how that team fits into
your strategies for the future.
–You may have to reorganize your
team to achieve your goals.
Step 8: Anticipate Challenges

• An important part of thinking

strategically is being able to
predict what issues will arise and
devising a plan to confront those
issues ahead of time.
Not the Final Word
For purposes of action nothing is
more useful than narrowness of
thought combined with energy of
will.
• Henri Frederic Amiel
 MANAGING INTEGRITY AND ETHICS:
Attracting support and sustaining loyalty
Testing Your Integrity
 Your Business Relationships
• After each question, mark a Yes or No response:
– Do you violate proper office-hour procedure by arriving late, or leaving early, or by tracking lengthy lunch periods or coffee
breaks?
– Do you pad your business expense accounts by overstating mileage, hotel, food, telephone items, etc?
– Do you participate in business practices that might be classified as “kickbacks,” “under-the-table payments,” or “bribing”?
– Have you ever claimed credit at work for the ideas or labors of someone else?
– Do you “borrow” stamps from the office supply for personal use and then forget to pay for them or replace them?
– Have you received benefits through improper reporting relative to welfare relief, unemployment or workmen’s compensation,
or GI dependency?
– Have you placed that blame on someone else for your own mistakes at work?
– Do you use company time or facilities (telephone, car, office, etc.) for personal business?
– Do you pass off most of your responsibility to colleagues to free yourself for your own personal pursuits?
– Do you take “approved leaves,” ostensibly for company business or sickness, when, in fact, they are for personal reasons?
– Do you take meals in public places, or pick up magazines or newspapers at stands, and walk off without paying?
– Do you entertain (at the theatre, sports, etc.), or give gifts to your personal friends or family, and then charge it to business
expense?
– Do you eve claim credit for overtime work at the office or for time spent away from the office “on business” when, in fact, it is
otherwise?
– Do you knowingly order merchandise for a specific purpose and then return it after it has served its purpose?
– Do you take home and keep office supplies or equipment for your personal use
– Have you knowingly accepted overpayments in change from merchants without return
 Your Private Relationships
• After each question mark a Yes or No response:
– Have you claimed income-tax deductions by improperly listing a child, parents, or other dependent?
– Have you circumvented government rationing procedures on gas, food, etc.?
– Have you cheated at sports, such as tennis, golf, or at cards, crossword puzzles, etc.?
– Did you try to beat traffic laws through speeding, illegal turns, parking violations, etc.?
– Do you shortchange the government on your income-tax return by overstating charitable deductions, interest
payments, retail taxes paid, medical payments, etc.?
– Have you used connections to “fix” traffic violations?
– Do you sponge on your neighbors by using their TV, consuming their drinks, their snacks, etc,. without any attempt
to reciprocate?
– Are you a “seat jumper” at theatres, sports events, etc. (buy a @2 seat but occupy at $5 seat)?
– Do you sometimes find yourself “tapping” the house funds or the kids’ “piggy bank” without returning the “loan”?
– Do you sometimes connect your outside home electrical appliances, water, etc. to your neighbors’ outlets?
– Do you tell your spouse that your are out with the boys (for men) or girls (for women) when, in fact, it is otherwise?
– Do you cheat your spouse by overstating home operating-expense (for women) or normal incidental work expenses
(for men)?
– Do you frequently use someone else’s automobile without any thought of paying for or replacing the gas used?
– Last Question (Jackpot)
• Have you answered any of the above questions with a “no,” when in your heart you knew it should
be “yes”?
 Scoreboard
• “Yes” answers to questions in either group (plus
the Jackpot Question) should be rated this:
– Zero rates an A (Excellent);
– 1-2 gets a B (Fair),
– 3-4 merits a C (Weak but Satisfactory);
– 5 and over rings up a D (Failure).

• What is your score (honestly; remember integrity)

 Think About This…

• A wise man once said:

“Integrity is doing the right thing,
even if nobody is watching”.
 Integrity Explained

● It is understood as moral or ethical

strength.
● It is the state of being undivided and
unimpaired or the quality or condition of
being complete.
● Means consistency.
 Guides To Thinking About Integrity

• My beliefs determine my integrity.

• My thoughts develop my integrity.

• My actions demonstrate my integrity.

 4 Reasons To Think About
Integrity

1. A peaceful life.

2. A disciplined life.

3. A respected following.

4. A positive legacy.
 5 Levels of Integrity
• A leader must have positive influence.
• Positive influence is a result of living with integrity.
• Integrity is no more doing;
– the right things,
– at the right time,
– in the right way,
– but the day to day right choices.
• The right things that need to be done are:
– Positional Integrity.
– Relational Integrity.
– Personal Integrity.
– Proficiency Integrity.
– Legacy Integrity
– Lifetime Integrity.
 Observation About The
5 Levels of Integrity
• As you grow in the levels of integrity, your influence expands.
• Do not forget the lower levels of integrity as you grow to higher
levels – or our influence will decrease.
• As you grow through the levels of integrity, you will become credible
instead of simply clever.
• Every level gets much harder and takes much more work to achieve
and maintain than the one before.
• NOTE:
– A leader with integrity is focused on the process (doing the right things,
in the right way, at the right time) and not the product (expanding
influence). Attention on the basics, the influence will take care of itself!
 Becoming a Person of Integrity
• Integrity is a value.
• Integrity is the foundation of character.
• Be impeccably honest with others.
• Determine self level of integrity by simply looking at things you
do in day-to-day life.
• Manifestation of high integrity is high-quality work.
• Practice integrity of work place.
• Learn the most important rule; “life only becomes better when
you become better”.
 Becoming a Person of Integrity
Contd.

• Life is lived from the inside out.

• Ask yourself questions that will determine your values.
• Organize your values in order of importance.
• Remember, a higher order value will always take
precedence over the lower order value.
• What you are in your heart, is evidence of what you do
on a day-to-day basis.
• Integrity is the number one quality of leadership
expressed in terms of constancy and consistency.
Becoming a Person of Integrity Contd.
• Developing integrity and character is to study men and
women of great character.
• Select an admirer for their qualities of courage, tenacity,
honesty or wisdom.
• Formulate your approach based on the psychology of
human behaviour.
• Ask as the kind of person that you would most like to
become.
• Walk, Talk and Behave consistently with your highest
values.
 Becoming a Person of Integrity Contd.
• Listen to your inner voice and do what you know to be the right
thing.
• Be true to yourself means living in truth with each person in your
life.
• Be committed to others especially at work by keeping to your word.
• Integrity is manifested in your willingness to adhere to the values
you hold most dearly.
• Greatest personal asset is the way that you are known to your
customers.
 What Is Work Ethics?

• Work ethics refer to;

• Standard of behaviour
• Code of conduct/behaviour
• Regulations
• Norms
• Values
 Ethical Requirements of Work
• Work has the following ethical requirements;
• Legal compliance
• Credible goods and services
• Anti-corruption
• Fairness and equity in dealing with others
• Avoidance of conflict of interest or breach of
confidentiality by employers and employees
• Environmental protection and safety
PROBLEM-SOLVING AND DECISION-MAKING
TECHNIQUES: Expanding the Impact of
Personal Resolutions
 Think about this…
• “The problem that exist in the world cannot be solved by the level of thinking that created
them”
Albert Einstein (1878 – 1953)

• “It is not the strongest of the species that survives, nor the most intelligent; It is the one
that is most adept to change.”
Charles Darwin (1809 – 1882)

• Our problems are man-made; therefore, they can be solved by man. And man can be as
big as he wants. No problem of human destiny is beyond human beings.”
President John F. Kennedy (1917 – 1963)

• “We live in an era where technology is our primary tool, knowledge the strategic asset, and
problem-solving the paramount skill…In an economy where knowledge is power and
professionals face tougher, more complex issues and possibilities at an accelerating rate,
no one can expect to succeed without knowing how to solve problems…If you are not a
problem solver, your career potential is limited!”
Christopher Hoening 2000
 What is the Problem..?
• When we fear change, we call what
demands it problems; when we welcome
change, we call what invites it an
opportunity.
Problem-Solving Approaches
• “Old” Problem-Solving:
– Traditional cookbook approaches that are small-scale,
linear, deficiency-oriented, and tactical.
• “New” Problem-Solving:
– Large-scale, non-linear, opportunity-oriented, and
strategic work.
• Problem-solving in the age of biotech, the Web, smart
materials, and the global economy.
 Six Essential Drivers of
Problem-Solving
I. Generate the Mindset • Creating teams and organisations
Develop potent ideas and attitudes
that are innovative and decisive
II. Know the Territory
Ask the right question and get good • Acquiring and absorbing strategic
information knowledge on a continuous
III. Build the Relationships • Building trust and loyalty by
Cultivate quality communication and
interaction exchanging and delivering value
IV. Manage the Journey
Choose destinations, and set directions • Working on the right projects for
V. Create the Solutions the right reasons at the right time
Design, build and maintain optimal
solution • Designing the best end-to-end,
VI. Deliver the Results complete, and well-supported
Practice intuitive, disciplined execution solutions
• Implementing solutions effectively
in complex, competitive situations
Interactive Problem-Solving

1. Define the 2. Develop action plan

problem
• Establish trust bond • Check trust bond
• Clarify objectives • Establish decision-making criteria
• Assess current situation • Develop action alternatives
• Identify problems • Evaluate alternatives
• Define and analyse problems • Decide on action plan
• Agree on problems to be solved

4. Follow through
3. Implement action
• Check trust bond • Check trust bond
• Establish criteria for success • Define responsibilities
• Determine how to measure performance • Set up implementation sc
• Monitor results • Establish commitment
• Take corrective action
The Six Problem-Solving Personalities
Problem-Solving “Personalities”
Drivers (likely professional source of knowledge and skills)
The Innovator
– Mindset (artist, entrepreneur, visionary, designer, counselor, poet, spiritual leader)

The Discoverer
– Territory (scientist, historian, researcher, investigator, journalist, teacher, accountant)

The Communicator
– Relationship (politician, civic leader or civil servant, social worker, legislator, publicist, agent,
salesperson)
The Playmaker
(commander, executive, physician, judge, consultant, coach)
– Journeys
The Creator
(architect, builder, engineer, inventor, investor, trader, author)

– Solutions The Performer

(athlete, attorney, entertainer, nurse, musician, customer representative)

– Execution
 The Difference Between
Best and Worst Problem Solvers

Worst Problem Solvers Best Problem Solvers

Decision- Destroying Denying Realizing Creating
Making Drivers Potentials Potentials Potentials Potentials
Mindset Cripple the spirit Suppress the Inspire innovation Create new paradigm
creativity

Territory Destroy and distort truth Censor information Apply knowledge Explore new unknown

Relationships Incite conflict Restrain interaction Facilitate interaction Celebrate community

Journeys Take away freedom Constrain or Force Define problems Conceive of

action destination

Solutions Degrade Assets and Restrict access to Build capability Invent new technology
Ability resources

Results Sabotage every move Create roadblocks and Meet expectations Consistently exceed
barriers expectations
 What is Decision-Making?

• Decision-making is choosing
among two or more alternatives
rationally.
– It sounds easier than it is in practice.
Dimensions of Decision-Making
Person “A” Person “B”
Complexity of
Information
(Number of
variables)

Degree of
focus
(Conclusions)
Rational Decision-Making Model
• The rational decision-making model is a series of steps
managers should follow to make logical, intelligent, and
well-founded decisions.
• These 7 Essential Ds of decision-making are
1. Define the situation.
2. Describe and collect needed information.
3. Develop alternatives.
4. Decide which alternative is best.
5. Develop agreement among those involved.
6. Do what is indicated.
7. Determine whether the decision was a good one and follow up.
 The Decision-Making Grid

ALTERNATIVES CRITERIA
Alternative A Benefits Probability of Cost Risk Associated Time
success Consequences
Alternative B

Alternative C

Alternative C
 Decision-Making Styles
• Decisive
• Hierarchical Style
• Flexible Style
• Integrative Style
 Decisive Style

Advantages Disadvantages
Fast Rigid
Consistent Avoids Introspection
Reliable Low self-concept
Loyal Avoids change
Orderly Unreceptive to complex data

Obedient
(Minimum information)
 Hierarchical Style
Advantages Disadvantages
High quality Suppressive or tyrannical

Complete Perfectionist
Rigorous Unable to delegate

Controlled Argumentative

Logical Does not share credit

Thorough
(Maximum information)
 Flexible Style
Advantages Disadvantages
Intuitive Shallow
Adaptable Unable to concentrate
Likable Too fascinate with variety

Fast Un-willing to accept structure

Spontaneous Poor planner

Exploitive Appears flippant

(Minimum information)
 Integrative Style
Advantages Disadvantages
Creative Indecisive
Empathic Unable to meet deadlines

Cooperative Avoids detail

Informed Passive
Open Over-emphasizes process
Vs. Results
Wide-ranging Too intellectual
(Maximum information)
 Decision-Making and
Ethical Alternative
• An important step in the decision-making
process is to choose the best ethical alternative.

• Other alternatives may generate more benefit

but be immoral or improper in some way.
– After an evaluation is made of the decision, the whole
process begins again.
 IT and Decision-Making
• The best decisions are based on sound information. That's
why ours is known as the Information Age.
• Managers often have computer terminals at their desks so
they can easily get internal records and external data of all
kinds.
• But all the data in the world can't replace a manager who's
creative and makes brilliant decisions.
• Decision-making is more an art than a science.
• It's the one skill most needed by managers and leaders
in that all the other functions depend on it.
 Remember!

The road to hell…

….is paved with good intentions!

 NETWORKING AND COLLABORATION
TECHNIQUES:
Adding Value to Returns on Interactions
 What is Networking?
• In its simplest form, networking simply means
making connections to make exchanges easier.
– This can be social, personal, professional, or even
technical.

• In the professional setting, networking is getting to

know people and businesses, and developing trust
and communication to make the process of
business easier and more profitable.
– This usually involves the exchange of "leads", or referrals
to potential customers, between businesses.
 What Networking Is and Is Not
• Networking is NOT:
– About getting a job or sale
– Finding someone with influence to pull strings
– Forcing someone to meet with you and help

• Networking is something most of us do naturally every day even though

we may not realize it. Networking is:
– Developing long term relationships
– Making introductions colleague
– Two interested parties swapping information
– Welcomed by most people!
 Where to Network?
• It’s important to remember that networking doesn’t just
happen at business events.
• While industry events, conferences and professional
associations are great places to publicize your services
and look for business and professional opportunities,
many of the best networking scenarios happen off the
convention floor.
• Parties, sporting events and organized social groups
are excellent venues for building your contact base. I
was once
 Who Should You Network With?
• Everyone!
– The reason networking is a way of life for me is because
some of the best professional and personal opportunities
have come through friends, vendors and acquaintances.
• For example:
– I found my current position at a company I’ve always wanted to
work for through a close friend who knew I was job hunting.
– My financial planner recently introduced me to an exciting
professional growth seminar I will be attending next month.
– An old colleague who switched careers to become an interior
decorator gave me an amazing price when I asked her to remodel
my place. In return, she has secured three more decorating jobs
through leads I’ve sent her, which brings me to the next point.
 Preparing for Networking
• Before going to a networking event, it is important to
prepare. Ask yourself these questions:
– Are you up on the latest industry happenings?
– Who is the audience attending the event?
– What are you hoping to accomplish?
– Have you contacted people in your network to let them know you will
be at the event?
– Can you say what your company does or what service you offer in
less than 30 seconds?
– Do you have business cards (a good tip is to always keep a box of
business cards in your car)?
 A Fresh View on Networking
• Networking has undergone a complete transformation.
– From a time when it had distasteful connotations with power-hungry
megalomaniacs, who would develop social relationships to turn to their
business advantage,
– To an essential but altruistic tool for those wishing to be the best they
can be.

• Relationships are critical to success;

– So often, knowing the right person to ask is as valuable as knowing the
answer yourself, if not more so.
– Being well-connected is the ultimate source of personal effectives and
advantage.
– And it's now a case of shared success - with what you can give being as
important as what you get out of your networking success.
 Everyone networks…
• Everyone networks, but we don’t always realise it.
– Your network; just think about those people who you call
when you need a hand with moving the furniture, writing
a report or fixing up a blind date, these people are your
network.
• The trick is to use the same process, but in this
case to enhance the positing of your personal
capital in the market.
• Specifically to not to just let it happen but to be
conscious of the process.
 6 Factors for Network Success
• The 6 factors that will help you to make
your network successful are:
1. Activate the abundance
2. Build a bridge
3. Chart the connections
4. Dare to be Different
5. Entrust each other
6. Fuel the flow
 Activate the Abundance
• Good networking is a process
grounded in integrity, working within
areas of shared interest where all
players benefit.
 Build a Bridge
• You can easily categorize your different
relationships in the form of a relationship
bridge, to quickly gauge your level of
interaction.
– This bridge will indicate the strength of the
relationships; ranging from inactive to
interactive.
 Chart the Connections
• Take the time to explore the richness
of your network.
– Your value will be more extensively
realized when your network is mapped,
measured and managed
 Dare To be Different
• A key action within any networking
process is stickiness.
– How can you keep to the front of your
colleagues mind?
– Once way to do this is to help them
understand how you are different form
everyone else in their network.
 Entrust Each Other
• The level of trust in your network is directly
proportional to the quality and quantity of
value that it will create.
– By creating a network link with someone, you
are entrusting that person with your brand,
market value and personal reputation.
– This is not something to be given lightly.
 Fuel the Flow
• People will always be part of more than one
network, so you need to seek to refresh and re-
energize your network such that is stays attractive
to others.
– Any system in this universe has a natural tendency to
entropy, and networks need maintenance work!
– You fuel the flow not just to maintain the network but to
maintain and grow the level and value of human
connectivity.
 Other Tips to Remember
• Rule of sevens;
– 7 seconds to make a first impression,
– 14 seconds to create interest,
– 21 seconds to tell your story

• Don’t be afraid to communicate your goal and why you are here
• It’s about quality, not quantity. The goal is not to get as many cards as possible; it’s to have quality
conversations with a few people
• Spend half your time listening
• Treat everyone equally. That young man could be influential; the next Bill Gates or know someone you
want to meet
• Alcohol in moderation
• Don’t forget to hand out and ask for cards
• Follow-up with an email referencing your conversation and providing some helpful information
• Laugh at yourself, everyone won’t be so nice
• Networking is a learned skill - the more you do it, the easier it gets!
 Remember…
• Networking is social capital. You profit from it as
much as those you relate with profit from it.
Networking is most effective when you have a
reputation for integrity. People will then feel more
comfortable giving you referrals, and accepting
your recommendations as being good ones. Both
are necessary for good long-term relationships,
which are the essence of real networking.