Moving Into Management: From Managing Tasks to Managing Others
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The document discusses various aspects of leadership, including the roles and distinctions between managers and leaders, leadership challenges, and the importance of effective delegation. It emphasizes the influence process in leadership and the significance of character, competence, and vision in achieving organizational goals. Additionally, it outlines the dynamics of change and the steps needed to create lasting change within an organization.
Moving Into Management: From Managing Tasks to Managing Others
- 2. 1. Name of your partner 2. Role and number of years in the organization 3. Leadership challenge 4. Vital Statistics (Interpret as you wish) MARKET YOUR PARTNER
- 6. The DIFFERENCE and HOW each one WORKS
- 7. BASIC DISTINCTION BETWEEN A MANAGER and A LEADER
- 8. OLES AND FUNCTIONS BETWEEN THE TW
- 10. GOOD LEADERSHIP is based on GOOD MANAGEMENT
- 11. DIFFERENCE in LEADING CHANGE
- 12. The difference between a boss and a leader: a boss says ‘go’ while a leader says ‘Let’s go!’
- 14. Being Criticized Undaunted Resented & Rejected Discipline Endurance Noticeable BURDENS
- 15. Being Heard (Influence) Legacy (Impacts the company) Enjoying Rare Opportunities Seeing the BIG Picture Success and Significance Initiating Change Network of People God-Appointed BLESSINGS
- 17. FOLLOWERS HAVE THE RIGHT TO ASK… Can I trust my future to you? What may I expect from you? Can I achieve my own goals by working with you? Will I reach my potential working with you? What do you believe?
- 18. Have you bothered to prepare yourself for leadership? Are you ready to be ruthlessly honest? Do you have the confidence to let me do my job? FOLLOWERS HAVE THE RIGHT TO ASK…
- 20. Leadership is an influence process. It is working with people to accomplish their goals and the goals of the organization. KEN BLANCHARD
- 21. Leadership is anytime you are trying to influence the thought and actions of another individual in either your personal or professional life. PHIL HODGES
- 22. Are you HAPPY with your JOB?
- 27. WHAT’S YOUR EMPHASIS? GOAL #1: Prize GOAL #2: Press GOAL #3 Partner
- 28. ACCOMPLISHING GOALS Do I give more emphasis on people or results?
- 29. ACCOMPLISHING GOALS As an effective leader gives emphasis on BOTH X
- 30. ACCOMPLISHING GOALS ROLE RELATIONSHIP Your leadership is defined by your...
- 31. TWO LEADERSHIP ROLES VISIONARY ROLE. Doing the right thing with the focus on results IMPLEMENTATION ROLE Doing the things right with the focus on people
- 38. The Story of Two Banks Bank
- 55. Case Study: The Last Resort
- 57. ACCOMPLISHING GOALS ROLE RELATIONSHIP Your leadership is defined by your...
- 59. • Performance Planning • Performance Coaching • Performance Evaluation Performance Management
- 60. Describe.... Your BEST Boss Your WORST Boss
- 61. INVEST TIME TO SAVE TIME I don’t have enough time I’ll delegate some of it Nobody is competent I’ll coach someone SO… BUT…SO… BUT…
- 63. Delegation is the assignment of authority to another person to carry out a specific job- related activity
- 64. Delegation is NOT... • Task Assignment • Dumping • Abdication
- 65. Important Practices • Assignment (Responsibility) • Authority • Accountability
- 67. DO Delegate... • Day-to-day minor decisions • Minor staff problems, i.e. scheduling, shifting • Anything your staff is expected to do when you’re not there • Routing clerical duties • Routine questions. Practice critical thinking. • Jobs that can develop employees for future promotions
- 68. DON’T Delegate... • Not qualified to do • Morale or off-the-job problems • Personnel issues i.e. hiring, firing, disciplinary actions • Assignments from your boss that you are expected to do • Emergency or short term tasks
- 71. • People feel awkward • People feel alone • People will think first on what they have to give up • People can only handle so much change • People are concerned that they don’t have enough resources • People are at different levels of readiness for change • People tend to revet to old behaviors. SEVEN DYNAMICS OF CHANGE
- 72. • Knowledge • Attitude • Behavior • Relational/ Organizational FOUR LEVELS OF CHANGE
- 74. YOU MUST
- 77. The gap between knowing and doing is significantly greater than the gap between ignorance and knowledge MARGIE BLANCHARD