Flow Leadership Skills v2.1

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Information about Flow Leadership Skills v2.1
Business & Mgmt

Published on March 9, 2014

Author: zadvecsey

Source: slideshare.net


Flow is one of the most crucial conditions of good leadership and sustainable business. Therefore the skill that can create the organizational conditions that support Flow is a highly valuable organizational resource.
One of the first steps during the development of the “FLOW is Good Business™” Leadership Development program (online serious game) was identifying the skills that ensure the creation and maintenance of the Flow-based organizational culture Professor Csikszentmihalyi’s research refers to. By means of these skills, leaders can help their colleagues reach their own Flow experience during their work again and again, raising the performance of the team/organization.
The FLIGBY Leadership Skillset is a "Swiss Army Knife" made up of 29 elements. It contains communication, organizational, leadership and social skills.

  FLIGBY®  Leadership  Skillset     No.   1.   2.   3.   4.   5.   Skill   Description   Active  Listening   Active  listening  is  a  way  of  responding  to  another  person  that  improves   mutual  understanding.  This  is  a  method  of  listening  that  involves   understanding  the  content  of  a  message  as  well  as  the  intent  of  the  sender  and   the  circumstances  under  which  the  message  is  given.  Active  listening  is  a   structured  form  of  listening  and  responding  that  focuses  the  attention  on  the   speaker.  The  listener  does  not  have  to  agree  with  the  speaker  –  he  or  she  must   simply  state  what  he  or  she  thinks  the  speaker  said.   Analyzing  Skill   Analyzing  skill  is  the  readiness  to  visualize,  articulate,  and  solve  complex   problems  and  concepts  and  make  decisions  that  are  sensible  based  on  the   available  information.  Such  skills  include  demonstration  of  the  ability  to  apply   logical  thinking  to  gathering  and  analyzing  information,  designing  and  testing   solutions  to  problems,  and  formulating  plans.   Assertiveness   Assertiveness  is  the  readiness  to  express  your  emotions  and  needs  without   violating  the  rights  of  others  and  without  being  aggressive.  Assertiveness  is  the   behavior  which  enables  you  to  act  in  your  own  best  interests,  to  stand  up  for   yourself  without  undue  anxiety,  to  express  your  honest  feelings  comfortably,   or  to  exercise  your  own  rights  without  denying  the  rights  of  others.   Balancing  Skill   (FLOW  Condition)   Balancing  skill  is  the  readiness  to  maintain  the  same  importance  between   things,  considering  them  in  the  same  way.  Effective  leadership  is  about   balance.  A  balance  between  challenges  and  skills  is  necessary  for  Flow.  It  is   easier  to  become  completely  involved  in  a  task  if  we  believe  it  is  doable.  If  it   appears  to  be  beyond  our  capacity  we  tend  to  respond  to  it  by  feeling  anxious;   if  the  task  is  too  easy  we  get  bored.  In  either  case  attention  shifts  from  what   needs  to  be  accomplished—the  anxious  person  is  distracted  by  worries  about   the  outcome,  while  the  bored  one  starts  searching  for  other  things  to  do.  The   ideal  condition  can  be  expressed  by  the  simple  formula:  Flow  occurs  when   both  challenges  and  skills  are  high  and  equal  to  each  other.   Building  Engagement   Building  engagement  is  the  readiness  to  create  trust  and  a  positive,  fulfilling,   work-­‐related  state  of  mind  that  is  characterized  by  dedication.  Dedication   refers  to  being  strongly  involved  in  one's  work  and  experiencing  a  sense  of   significance,  enthusiasm,  and  challenge.  Building  someone's  (the  colleagues,   the  community)  confidence  in  or  reliance  on  some  quality  or  attribute  of  a   person  or  a  thing,  or  the  truth  in  a  statement.     FLIGBY®  Leadership  Skillset  –  Definitions   Version:  2.1   01  August  2012   ©2012  All  Rights  Reserved,  ALEAS  Simulations,  Inc.   1  

  6.   Business-­‐oriented   Thinking   Business-­‐oriented  thinking  is  the  readiness  to  manage  situations  and  solve   problems  in  order  to  create  added  value  to  the  company  and  in  the  end,  create   value  for  the  shareholders/stakeholders.  To  be  successful  in  business   development  you  need  to  manage  the  opportunities  and  threats  of  the   corporate  environment  and  to  recognize  organizational  weaknesses  to  avoid,   and  strengths  to  build  upon.   7.   Communication  Skill   Communication  skills  are  the  set  of  skills  that  enables  a  person  to  convey   information  so  that  it  is  received  and  understood.  Communication  skills  refer   to  the  repertoire  of  interpersonal  behavior.   Conflict-­‐management   Conflict-­‐management  is  the  practice  of  identifying  and  handling  conflicts  in  a   sensible,  fair,  and  efficient  manner.  Conflict  management  is  the  principle  that   all  conflicts  cannot  necessarily  be  resolved,  but  learning  how  to  manage   conflicts  can  decrease  the  odds  of  nonproductive  escalation.   9.   Delegating   Delegation  is  the  readiness  to  confer  functions  or  powers  on  another  person   so  he  or  she  can  act  on  behalf  of  the  manager.  Delegation  empowers  a   subordinate  to  make  decisions,  i.e.  it  is  a  shift  of  decision-­‐making  authority   from  one  organizational  level  to  a  lower  one.   10.   Diplomatic  Skills   The  set  of  diplomatic  skills  is  the  readiness  to  take  into  account  the  varying   interests  and  values  of  the  other  parties  involved  in  the  negotiation,  treating   those  differences  with  respect  and  dealing  with  people  in  a  tactful  manner.     11.   Emotional  Intelligence   Emotional  intelligence  is  the  capacity  and  readiness  to  understand,  express   and  regulate  emotions  in  oneself  and  in  others.   12.   Empowerment   Empowerment  is  a  skill  of  sharing  information,  rewards,  and  power  with   employees  so  that  they  can  take  initiative  and  make  decisions  to  solve   problems  and  improve  service  and  performance.   Entrepreneurship   (Risk-­‐  taking)   Entrepreneurship  is  a  capacity  and  willingness  to  undertake  conception,   organization,  and  management  of  a  productive  venture  with  all  attendant   risks,  while  seeking  profit  as  a  reward.  Entrepreneurial  spirit  is  characterized  by   innovation  and  risk-­‐taking,  and  an  essential  component  to  succeed  in  an  ever   changing  and  more  competitive  global  marketplace.   Execution  Skills   Execution  is  the  act  of  performing,  the  completion  of  managerial  tasks   (execution  of  a  plan,  a  task,  etc.),  and  the  readiness  of  doing  something   successfully.  Managing  the  business  aligned  with  the  common  values.   Executing  strategic  goals  is  by  far  the  greatest  challenge  in  business  today.   8.   13.   14.     FLIGBY®  Leadership  Skillset  –  Definitions   Version:  2.1   01  August  2012   ©2012  All  Rights  Reserved,  ALEAS  Simulations,  Inc.   2  

  15.   Feedback  Skill   (FLOW  Condition)   Feedback  to  employees  is  information  regarding  their  performance  that  they   can  also  act  on.  Feedback  must  be  shared  in  a  manner  that  is  understandable   and  perceived  by  them  as  being  provided  in  a  highly  respectful  manner.  As  an   organization  seeks  to  improve  its  performance,  feedback  helps  it  to  make  the   required  adjustments.  Feedback  is  immediate.  It  is  difficult  for  people  to  stay   absorbed  in  any  activity  unless  they  get  timely,  "online"  information  about   how  well  they  are  doing.  The  sense  of  total  involvement  of  the  flow  experience   derives  in  large  part  from  knowing  that  what  one  does  matters  and  has   consequences.  Feedback  may  come  from  colleagues  or  supervisors  who   comment  on  performance,  but  preferably  it  is  the  activity  itself  that  will   provide  this  information.   16.   Future-­‐focused   Thinking   Future-­‐focused  thinking  is  the  readiness  to  think  in  long  terms.  This  is  the  skill   of  “forward-­‐looking”.   Information  Gathering   Information  gathering  is  the  readiness  to  collect  adequate  information  to   perform  the  next  step  based  on  this  information.  Managers  must  know  what   information  to  gather,  where  to  find  it,  how  to  collect  it,  and  ultimately  how  to   process  the  collected  information.   18.   Intuitive  Thinking   Intuitive  thinking  is  a  way  of  thinking  that  does  not  use  rational  processes  such   as  facts  and  data.  It  is  unfocused,  nonlinear,  sees  many  things  at  once,  views   the  big  picture  and  contains  perspective.  Good  intuition  comes  from  years  of   knowledge  and  experience  that  allows  you  to  understand  how  people  and  the   world  works.  Its  strength  is  that  it  can  produce  a  rapid  result.  It  is  acting  on   feelings  or  hunches.  It  can  also  be  guided  by  emotions.   19.   Involvement   Involvement  is  the  readiness  of  sharing  in  the  activities  of  the  team/group.    It   is  an  active  participation  in  teamwork  activities  and  in  the  execution  process.   Motivational  Skills   Motivational  skills  are  those  that  enable  a  person  to  become  motivated  and   work  toward  achieving  goals.  This  is  the  readiness  to  understand  what  causes  a   person  to  become  motivated  and  stay  that  way.  It  helps  with  making  sure   people  are  the  most  productive  that  they  can  be.     21.   Organizing  Skill   Organizing  skill  is  the  readiness  to  initiate,  arrange  and  manage  several   elements  into  a  purposeful  structure.  This  is  the  ability  to  create  throughout   the  organization  a  network  of  people  who  can  help  solve  implementation   problems  as  they  occur.  Good  implementers  customize  this  network  to  include   individuals  who  can  handle  the  special  types  of  problems  anticipated  in  the   implementation  of  a  particular  strategy.   22.   Prioritization  Skill   Prioritization  is  the  readiness  to  evaluate  a  group  of  items  and  ranking  them  in   their  order  of  importance  or  urgency.   17.   20.     FLIGBY®  Leadership  Skillset  –  Definitions   Version:  2.1   01  August  2012   ©2012  All  Rights  Reserved,  ALEAS  Simulations,  Inc.   3  

  Quick  Decision-­‐making   Quick  decision-­‐making  is  a  readiness  that  enables  effective  decision-­‐making   under  time  pressure  when  limited  and  inadequate  information  is  available.   This  is  the  skill  to  decide  authoritatively  and  to  be  consistent  with  ones   decisions.   24.   Realizing  Personal   Strengths   Realizing  personal  strengths  is  the  readiness  to  realize  your  own  or  others’   strengths,  which  are  personal  attributes  that  someone  may  have  been  born   with  and  cultivated  over  the  course  of  many  years  and  life  experiences.  It  is  the   realization  that  these  strengths  can  be  potentially  used  to  the  benefit  of  the   company.   25.   Social  system  thinking  is  the  readiness  that  includes  an  awareness  of   situations  and  the  social  dynamics  that  govern  them.  It  includes  the  knowledge   Social  System  Thinking     of  interaction  styles  and  strategies  that  can  help  a  person  achieve  his  or  her   objectives  in  dealing  with  others.   26.   Social  Responsibility     Social  responsibility  is  the  readiness  to  manage  the  business  process  to   produce  an  overall  positive  impact  on  the  company’s  stakeholders  and  the   whole  society.   27.   Strategic  Thinking   (FLOW  Condition)   Strategic  thinking  helps  managers  to  set  goals,  to  determine  priorities,  to   review  policy  issues,  and  to  perform  long  term  planning.  Clear  goals  are   necessary  to  reach  the  flow-­‐state.  For  a  person  to  become  deeply  involved  in   any  activity  it  is  essential  that  he  or  she  knows  precisely  what  tasks  he  or  she   must  accomplish  moment  by  moment.  Of  course  the  ultimate  goals  of  an   activity  are  also  important  but  true  enjoyment  comes  from  the  steps  one  takes   toward  attaining  a  goal,  not  from  actually  reaching  it.   28.   Teamwork   Management   Teamwork  management  is  the  readiness  to  form,  facilitate  and  control  the   teamwork.  In  case  of  effective  teamwork  management  each  person  on  the   team  puts  aside  his  or  her  individual  needs  to  work  towards  the  larger  group   objective.   29.   Time  Management   Skills   Time  management  is  a  readiness  of  systematic,  priority-­‐based  structuring  of   time  allocation  and  distribution  among  competing  demands. 23.       FLIGBY®  Leadership  Skillset  –  Definitions   Version:  2.1   01  August  2012   ©2012  All  Rights  Reserved,  ALEAS  Simulations,  Inc.   4  

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