Leadership That Mysterious Talent (3)

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Information about Leadership That Mysterious Talent (3)
Business & Mgmt

Published on January 13, 2009

Author: mai1959

Source: slideshare.net

Description

Leadership was always a mysterious talent to me, until I did a research to know what makes a leader and are leaders born or made.

This presentation is the result of my research. You can also see a video that goes with this presentation on YuouTube under the URL
http://www.youtube.com/watch?v=UDp87fxfXoM

Leadership That Mysterious Talent Muawiya A. Abu Jubain 2006 ©

 

 

 

References The Extraordinary Leader: Turning Good Managers into Great Leaders by John H. Zenger, Joseph Folkman . Lead to Succeed: Creating Entrepreneurial Organizations by Colin Turner . The New Leaders: Transforming the Art of Leadership into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman . Straight From the Gut & Winning by Jack Welch . Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins. You’r the Greatest by Francis X. Maguire. The 8 th Habit From Effectiveness to Greatness by Stephen Covey. The Power of Choice Theory by Dr. Basheer Al-Rashidi. Several Leadership Articles from HBR. Several Articles from PM Magazine. My Own Experience.

The Extraordinary Leader: Turning Good Managers into Great Leaders by John H. Zenger, Joseph Folkman .

Lead to Succeed: Creating Entrepreneurial Organizations by Colin Turner .

The New Leaders: Transforming the Art of Leadership into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman .

Straight From the Gut & Winning by Jack Welch .

Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins.

You’r the Greatest by Francis X. Maguire.

The 8 th Habit From Effectiveness to Greatness by Stephen Covey.

The Power of Choice Theory by Dr. Basheer Al-Rashidi.

Several Leadership Articles from HBR.

Several Articles from PM Magazine.

My Own Experience.

A Word to the Audience

Purpose Far more leaders are made than born. You can shape your behavior, and, therefore, your effectiveness. (PM Network Magazine)

Far more leaders are made than born. You can shape your behavior, and, therefore, your effectiveness.

(PM Network Magazine)

Purpose Turn ordinary team members to Extraordinary Leaders

Turn ordinary team members to Extraordinary Leaders

Ages of Civilization Agricultural Age Industrial Age Information Age Hunting Age

A Basic Need for the Information Age

A Basic Need for the Information Age

Leadership & Culture Culture Leadership

Career Development the four stages model Stage I Depending on Others Stage II Contributing Independently Stage III Contributing through others Stage IV Leading through vision

Stage I Depending on Others Accept directions Stage I Depending on Others Stage I Depending on Others

Accept directions

Stage I Depending on Others Focus on detailed & routine tasks Stage I Depending on Others Stage I Depending on Others

Focus on detailed & routine tasks

Stage I Depending on Others Learn The Technology Stage I Depending on Others Stage I Depending on Others

Learn The Technology

Stage I Depending on Others Learn The Organization Stage I Depending on Others Stage I Depending on Others

Learn The Organization

Stage I Depending on Others Time Is Limited Stage I Depending on Others Stage I Depending on Others

Time Is Limited

Stage II Contributing Independently Assume Responsibility for a Definable Project Stage II Contributing Independently Stage II Contributing Independently

Assume Responsibility for a Definable Project

Stage II Contributing Independently Self dependant Stage II Contributing Independently Stage II Contributing Independently

Self dependant

Stage II Contributing Independently Technical expertise and strong reputation Stage II Contributing Independently Stage II Contributing Independently

Technical expertise and strong reputation

Stage II Contributing Independently Strong Relationships Stage II Contributing Independently Stage II Contributing Independently

Strong Relationships

Stage II Contributing Independently Better Self-confidence Stage II Contributing Independently Stage II Contributing Independently

Better Self-confidence

Stage II Contributing Independently Potential leaders cannot skip stage Stage II Contributing Independently Stage II Contributing Independently

Potential leaders cannot skip stage

Stage III Contributing Through Others Signs of developing others Stage III Contributing through others Stage III Contributing through others

Signs of developing others

Stage III Contributing Through Others Work with and through others Stage III Contributing through others Stage III Contributing through others

Work with and through others

Stage III Contributing Through Others Organizational impact by mentoring others Stage III Contributing through others Stage III Contributing through others

Organizational impact by mentoring others

Stage III Contributing Through Others Represent the organization Stage III Contributing through others Stage III Contributing through others

Represent the organization

Stage III Contributing Through Others Take on more responsibility Stage III Contributing through others Stage III Contributing through others

Take on more responsibility

Stage III Contributing Through Others Title is irrelevant to them Stage III Contributing through others Stage III Contributing through others

Title is irrelevant to them

Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Create the Vision of the organization

Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Define the strategic direction of the organization

Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Exercise strong influence over the critical issues

Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Represent the organization

Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision The antenna to the outside world

Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Shape the culture

Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Allocate resources among competing groups

Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Translate the strategic directions into personal objectives for people

Career Development the four stages model Stage I Depending on Others Stage II Contributing Independently Stage III Contributing through others Stage IV Leading through vision Leadership Management

The Leadership Tent Interpersonal Skills Lead Org. Change Focus On Results Personal Capability Character

Character Integrity

Character Credibility

Character Telling the truth

Character Humane

Character Following Principles

Character Organizational interests Supersede Own

Character Always learning

Character Communicates With-In & With-Out

FILM

Another FILM

Character Looks for feedback

Character Persistent

Character Emotionally resilient

Character Forgives, does not ask for permission

Character OPPORTUNITYISNOWHERE OPPORTUNITY IS NOW HERE Positive OPPORTUNITY IS NO WHERE

Character OPPORTUNITYISNOWHERE OPPORTUNITY IS NOW HERE Positive OPPORTUNITY IS NO WHERE

Character Does not see others as competitors

Character Not arrogant Ego means No-Go

Character Trusts others

Personal Capability Technical Knowledge

Personal Capability Product Knowledge

Personal Capability Problem solving skills

Personal Capability Professional Skills Writing Reports Presentation Skills Organized Follow-up Act without being told

First Things First First Things First Crises Pressing Problems Deadline Driven Projects Meetings I Preparation Prevention Values Clarification Planning Relationship Building True re-creation Empowerment II Interruptions, some phone calls Some mail, some reports Some meetings Many Proximate, pressing matters Many popular activities III Trivia, busywork Some phone calls Time wasters ESCAPE activities Irrelevant mail Excessive TV IV Important Urgent Not Urgent Not Important

Crises

Pressing Problems

Deadline Driven Projects

Meetings

Preparation

Prevention

Values Clarification

Planning

Relationship Building

True re-creation

Empowerment

Interruptions, some phone calls

Some mail, some reports

Some meetings

Many Proximate, pressing matters

Many popular activities

Trivia, busywork

Some phone calls

Time wasters

ESCAPE activities

Irrelevant mail

Excessive TV

Personal Capability Innovative

Personal Capability Initiative

Personal Capability Effective use of Information Technology

Focus on Results (1) Establish stretch goals for their people. Be responsible for all outcomes. Mentor their people. Sponsor an initiative. Translate organization goals into actions.

Establish stretch goals for their people.

Be responsible for all outcomes.

Mentor their people.

Sponsor an initiative.

Translate organization goals into actions.

Focus on Results (2) Operate with speed and intensity. Champion the cause of the customer. Balance long term and short term objectives. Brings Ideas into Action.

Operate with speed and intensity.

Champion the cause of the customer.

Balance long term and short term objectives.

Brings Ideas into Action.

Focus on Results (3) Pushes to take the next step forward. Works with Enthusiasm, Energy and Passion. Looks for new ways to improve work.

Pushes to take the next step forward.

Works with Enthusiasm, Energy and Passion.

Looks for new ways to improve work.

Interpersonal Skills (1) People Skills Decisive. Communicating Powerfully and Prolifically. Inspiring Others to High Performance. Building positive relationships with others. Developing the skills and talents of subordinates.

Decisive.

Communicating Powerfully and Prolifically.

Inspiring Others to High Performance.

Building positive relationships with others.

Developing the skills and talents of subordinates.

Interpersonal Skills (2) People Skills Being open and receptive to new ideas. Responding positively to feedback. Effectively resolving conflicts. Influencing people upward in the organization. Empowering others.

Being open and receptive to new ideas.

Responding positively to feedback.

Effectively resolving conflicts.

Influencing people upward in the organization.

Empowering others.

Interpersonal Skills (3) People Skills Building the self-esteem of others. Teaching others in a helpful manner. Being an effective team member. Rewarding the contributions of others. High level of Ownership. Working in a collaborative manner with others.

Building the self-esteem of others.

Teaching others in a helpful manner.

Being an effective team member.

Rewarding the contributions of others.

High level of Ownership.

Working in a collaborative manner with others.

A Knowledge Sharing Hint Knowledge-Ability Knowledge Knowledge Personal Experiences Knowledge- Ability

A Knowledge Sharing Hint Knowledge-Ability You have to let go If you want to grow … Let Go & Grow Knowledge- Ability

MILKS & Rep-Res Responsibility Replication S L I M eniority oyalty ntegrity aturity Rep Res K nowledge

MILKS & Rep-Res S L I M Rep Res K - - + + Management Follow Up & Attention

SLIM & Rep-Res Responsibility Replication S L I M eniority oyalty ntegrity aturity Rep Res

SLIM & Rep-Res S L I M Rep Res - - + + Management Follow Up & Attention

Interpersonal Skills (4) People Skills LISTEN L I S T E N

Listening Skills (1) Listen without judgment Listen with the willingness to be swayed Listen without thinking about what you will say next Do not be invested in being right If your mind wanders, ask for repetition Repeat back what you heard

Listen without judgment

Listen with the willingness to be swayed

Listen without thinking about what you will say next

Do not be invested in being right

If your mind wanders, ask for repetition

Repeat back what you heard

Listening Skills (2) Listen to yourself Be honest, but considerate Get comfortable with gray Do not be invested in being right Have integrity and build trust Good listening skills take practice

Listen to yourself

Be honest, but considerate

Get comfortable with gray

Do not be invested in being right

Have integrity and build trust

Good listening skills take practice

FILM

Leading Organizational Change (1) Champion for a change in the organization. Leads projects or programs, presenting them so that others support them. Is and effective marketer for such projects or programs. Has a strategic perspective.

Champion for a change in the organization.

Leads projects or programs, presenting them so that others support them.

Is and effective marketer for such projects or programs.

Has a strategic perspective.

Leading Organizational Change (2) Knows his/her work relates to the organization’s strategy (line-of-sight connection). Translates the organization’s vision into challenging objectives for others. Balance the long term and the short term needs of the organization.

Knows his/her work relates to the organization’s strategy (line-of-sight connection).

Translates the organization’s vision into challenging objectives for others.

Balance the long term and the short term needs of the organization.

Developing one’s own Leadership Skills

Decide to become a great leader When I grow up I want to be a doctor. When I Grow up I want to be in I.T. I want to grow up to be a leader. I want to be a great leader.

When I grow up I want to be a doctor.

When I Grow up I want to be in I.T.

I want to grow up to be a leader.

I want to be a great leader.

Develop and display High Personal Character (1) Learn to say “NO”

Develop and display High Personal Character (2) When needed … Terminate a Friend. You are fired

Develop and display High Personal Character (3) Have the will to take charge and make certain that the group performs well.

Develop and display High Personal Character (4) Maintain an attitude of humility This will make you approachable.

Organizations that Transformed from Good to Great Culture of Discipline Technology Accelerators Confront the Brutal Facts Hedgehog Concept First Who... Then What Level 5 Leadership Disciplined People Disciplined Thought Disciplined Action Buildup ….. Breakthrough !

Organizations that Transformed from Good to Great Culture of Discipline Technology Accelerators Confront the Brutal Facts Hedgehog Concept First Who... Then What Level 5 Leadership Disciplined People Disciplined Thought Disciplined Action Buildup ….. Breakthrough !

Organizations that Transformed from Good to Great First Who... Then What Level 5 Leadership Disciplined People

Organizations that Transformed from Good to Great Level 5 Leadership 1 2 3 4 5

Level 5 Leaders Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting Organizes people and resources toward the effective and efficient pursuit of predetermined objectives Makes productive contribution through talent, knowledge, skills, and good work habits. Builds enduring greatness through a paradoxical blend of personal humility and professional will 1 2 3 4 5

Level 5 Leaders 1 2 3 4 5

Develop and display High Personal Character (5) Have a mirror or an internal mentor.

Develop and display High Personal Character (6) Be cautious of the commitments you make and always deliver. Do not Over promise. Improve your character if needed. Character Attitude Behavior

Be cautious of the commitments you make and always deliver. Do not Over promise.

Improve your character if needed.

Develop New Skills Enroll in developmental experiences. Learn to present in front of large group. Learn to write concise report about an important subject. Every new skill learned and used lifts that specific skill and numerous others along with it.

Enroll in developmental experiences.

Learn to present in front of large group.

Learn to write concise report about an important subject.

Every new skill learned and used lifts that specific skill and numerous others along with it.

Identify Your Strengths List your major contributions over the past two to three years. Helps you to reveal where you are likely to make significant contributions in the future. Where will your motivation be highest? Where are you likely to feel some constant reward? Where are you apt to make the greatest amount of progress? What is the best path by which to develop credibility?

List your major contributions over the past two to three years.

Helps you to reveal where you are likely to make significant contributions in the future.

Identify Your Weaknesses and Make them Irrelevant No one can do everything. Use Delegation and Empowerment. Structure your role to play to your strengths. Have others fill in the gaps.

No one can do everything.

Use Delegation and Empowerment.

Structure your role to play to your strengths.

Have others fill in the gaps.

Spelling I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid aoccdrnig to a rscheearch taem at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a word are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae.  The rset can be a taotl mses and you can sitll raed it wouthit a porbelm.  Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.  Such a cdonition is arppoiately cllaed Typoglycemia :)- Amzanig huh? And yuo awlyas thought slpeling was ipmorantt !!!!

I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid aoccdrnig to a rscheearch taem at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a word are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae.  The rset can be a taotl mses and you can sitll raed it wouthit a porbelm.  Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.  Such a cdonition is arppoiately cllaed Typoglycemia :)- Amzanig huh?

And yuo awlyas thought slpeling was ipmorantt !!!!

Fix the Fatal Flaws Inability to learn from mistakes. Lack of Interpersonal Skills and Competencies. Lack of Openness to New or Different Ideas. Lack of Initiative. What is missing that would make a big difference? What needs to be done that only I can do? What could I do that would make a significant difference to the performance of this work team? What are others expecting me to do?

Inability to learn from mistakes.

Lack of Interpersonal Skills and Competencies.

Lack of Openness to New or Different Ideas.

Lack of Initiative.

What is missing that would make a big difference?

What needs to be done that only I can do?

What could I do that would make a significant difference to the performance of this work team?

What are others expecting me to do?

Fix the Fatal Flaws Lack of Accountability Behavior with Subordinates Behavior with Upper Management Behavior with Other Groups Personal Attitude and Values

Lack of Accountability

Behavior with Subordinates

Behavior with Upper Management

Behavior with Other Groups

Personal Attitude and Values

Behavior with Subordinates Take complete charge of the group. Define goals and never relieve anyone from his/her responsibility. Pass Praise and Credit along to subordinates. Never take personal Credit for things that were produced by others. Terminate poor Performers when necessary.

Take complete charge of the group. Define goals and never relieve anyone from his/her responsibility.

Pass Praise and Credit along to subordinates. Never take personal Credit for things that were produced by others.

Terminate poor Performers when necessary.

Behavior towards Upper Management Accept criticism for mistakes. Protect the group from excessive criticism. Insure that the group meets the expectations of the upper management.

Accept criticism for mistakes.

Protect the group from excessive criticism.

Insure that the group meets the expectations of the upper management.

Behavior with Other Groups Do not let anything fall in the cracks between your group and other groups. If it is not someone else’s clear responsibility, then we will do it.

Do not let anything fall in the cracks between your group and other groups.

If it is not someone else’s clear responsibility, then we will do it.

Personal Attitudes and Values Put the organizational goals ahead of personal ambitions. Put the welfare of the whole organization ahead of your own department or unit. Do things for which there may be no immediate reward. Use the organization’s resources as if they were your own. Put emphasis on acting responsible. Do not ask for Power or Authority.

Put the organizational goals ahead of personal ambitions.

Put the welfare of the whole organization ahead of your own department or unit.

Do things for which there may be no immediate reward.

Use the organization’s resources as if they were your own.

Put emphasis on acting responsible. Do not ask for Power or Authority.

Increase the Scope of your Assignment Increasing the Scope of assignment will increase responsibility. Increasing the Scope may be granted to you or self-granted. Applying for a transfer. The implementation of a new procedure. Initiation of a new project. … . Provides with better knowledge about the organization Allows you to achieve greater visibility.

Increasing the Scope of assignment will increase responsibility.

Increasing the Scope may be granted to you or self-granted.

Applying for a transfer.

The implementation of a new procedure.

Initiation of a new project.

… .

Provides with better knowledge about the organization

Allows you to achieve greater visibility.

Connect with Role Models Great deal can be learned from merely watching and listening. Look for the right thing to do and learn from the mistakes of others.

Great deal can be learned from merely watching and listening.

Look for the right thing to do and learn from the mistakes of others.

Seek Feedback There is a huge gap between how leaders see themselves and how subordinates perceive them. Feedback closes this gap. Feedback makes you change how you act rather change the way you see yourself. Feedback creates a more wholesome working relationship. Assume that the giver has a pure and positive intent. It is the golden path to continual improvement.

There is a huge gap between how leaders see themselves and how subordinates perceive them. Feedback closes this gap.

Feedback makes you change how you act rather change the way you see yourself.

Feedback creates a more wholesome working relationship.

Assume that the giver has a pure and positive intent.

It is the golden path to continual improvement.

Watch the reality the Organization is Facing Look at the organization in the eyes of: A Competitor. A Supplier. A Customer. Be aware of the industry trends and where your organization fits into that.

Look at the organization in the eyes of:

A Competitor.

A Supplier.

A Customer.

Be aware of the industry trends and where your organization fits into that.

Learn to think Strategically Learn to think Strategically Learn to think Strategically Learn to think Strategically

Emotional Intelligence Emotional Intelligence Self Awareness Social Skills Self Regulation Empathy Motivation

Perfection or Excellence? Excellence is willing to be wrong Perfection is being right. Excellence is risk. Perfection is fear. Excellence is powerful . Perfection is anger and frustration. Excellence is spontaneous. Perfection is control. Excellence is accepting. Perfection is judgment. Excellence is giving. Perfection is taking. Excellence is confidence. Perfection is doubt. Excellence is flowing. Perfection is pressure. Excellence is journey. Perfection is destination.

Excellence is willing to be wrong

Perfection is being right.

Excellence is risk.

Perfection is fear.

Excellence is powerful .

Perfection is anger and frustration.

Excellence is spontaneous.

Perfection is control.

Excellence is accepting.

Perfection is judgment.

Excellence is giving.

Perfection is taking.

Excellence is confidence.

Perfection is doubt.

Excellence is flowing.

Perfection is pressure.

A Communication Hint We Cannot NOT Communicate We do it by our presence We do it by our absence We do it by our silence We do it by our words We do it by our choices, gestures and attitudes We may not always do it well, but we always do it

We Cannot NOT Communicate

We do it by our presence

We do it by our absence

We do it by our silence

We do it by our words

We do it by our choices, gestures and attitudes

We may not always do it well, but we always do it

Stimulus and Response Response Freedom To CHOOSE Stimulus

The Power of Choice Reaction Emotions Action Basic Relationship

Prepare for your Next Job Wise leaders look into the future for roles they will be playing. They prepare themselves for the new role. Will the future role require more technical expertise? Will it require more strategic thinking skills? … .

Wise leaders look into the future for roles they will be playing.

They prepare themselves for the new role.

Will the future role require more technical expertise?

Will it require more strategic thinking skills?

… .

The Best Way to Predict the Future … Is to Invent it.

The 15 Rules of Leadership Decide to become a leader. Develop and display high personal character. Develop new skills. Identify your strengths. Identify your weaknesses and make them irrelevant. Fix the fatal flaws. Increase the scope of your assignment. Connect with role models. Seek feedback. Watch the reality the organization is facing. Learn to think strategically. Have emotional intelligence. Seek Excellence not Perfection. Watch for your Communication. Prepare for your next job.

Decide to become a leader.

Develop and display high personal character.

Develop new skills.

Identify your strengths.

Identify your weaknesses and make them irrelevant.

Fix the fatal flaws.

Increase the scope of your assignment.

Connect with role models.

Seek feedback.

Watch the reality the organization is facing.

Learn to think strategically.

Have emotional intelligence.

Seek Excellence not Perfection.

Watch for your Communication.

Prepare for your next job.

Idealistic Long-term perspective Anticipates Future Dreamer People believer Pioneering Sets Expectations Philosophical Achiever Strategic Thinker Outside the box Helpful Vision

The Four Intelligences Mental Physical Emotional Spiritual Vision Discipline Passion Conscience

Mental Physical Emotional Spiritual Vision Discipline Passion Conscience Vision Idealistic Long-term perspective Anticipates Future Dreamer People believer Pioneering Sets Expectations Philosophical Achiever Strategic Thinker Outside the box Helpful

What Leaders Do Jack Welch Leaders relentlessly upgrade their team, using encounter as an opportunity to evaluate , coach , and build self-confidence . Leaders make sure people not only see the vision , they live and breath it. Leaders get into everyone’s skin, exuding positive energy and optimism . Leaders establish trust with candor , transparency , and credit . Leaders have the courage to make unpopular decisions and gut calls. Leaders inspire risk taking and learning by setting the example . Leaders celebrate .

Leaders relentlessly upgrade their team, using encounter as an opportunity to evaluate , coach , and build self-confidence .

Leaders make sure people not only see the vision , they live and breath it.

Leaders get into everyone’s skin, exuding positive energy and optimism .

Leaders establish trust with candor , transparency , and credit .

Leaders have the courage to make unpopular decisions and gut calls.

Leaders inspire risk taking and learning by setting the example .

Leaders celebrate .

Manager or Leader? Leader Teamwork Vision Values Clarity of Mission Managing Change Enriching Culture Decisive Humane Initiative & Innovation Manager Financial Acumen Project Management Strategy Organizing Skills Process Improvement Financial Control Information Technology Manager Leader

Leader

Teamwork

Vision

Values

Clarity of Mission

Managing Change

Enriching Culture

Decisive

Humane

Initiative & Innovation

Manager

Financial Acumen

Project Management

Strategy

Organizing Skills

Process Improvement

Financial Control

Information Technology

Manager or Leader? Leader Teamwork Vision Values Clarity of Mission Managing Change Enriching Culture Decisive Humane Initiative & Innovation Manager Financial Acumen Project Management Strategy Organizing Skills Process Improvement Financial Control Information Technology Manager Leader

Leader

Teamwork

Vision

Values

Clarity of Mission

Managing Change

Enriching Culture

Decisive

Humane

Initiative & Innovation

Manager

Financial Acumen

Project Management

Strategy

Organizing Skills

Process Improvement

Financial Control

Information Technology

Leadership The Movie

THANK YOU

References The Extraordinary Leader: Turning Good Managers into Great Leaders by John H. Zenger, Joseph Folkman . Lead to Succeed: Creating Entrepreneurial Organizations by Colin Turner . The New Leaders: Transforming the Art of Leadership into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman . Straight From the Gut & Winning by Jack Welch . Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins. You’r the Greatest by Francis X. Maguire. The 8 th Habit From Effectiveness to Greatness by Stephen Covey. The Power of Choice Theory by Dr. Basheer Al-Rashidi. Several Leadership Articles from HBR. Several Articles from PM Magazine. My Own Experience.

The Extraordinary Leader: Turning Good Managers into Great Leaders by John H. Zenger, Joseph Folkman .

Lead to Succeed: Creating Entrepreneurial Organizations by Colin Turner .

The New Leaders: Transforming the Art of Leadership into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman .

Straight From the Gut & Winning by Jack Welch .

Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins.

You’r the Greatest by Francis X. Maguire.

The 8 th Habit From Effectiveness to Greatness by Stephen Covey.

The Power of Choice Theory by Dr. Basheer Al-Rashidi.

Several Leadership Articles from HBR.

Several Articles from PM Magazine.

My Own Experience.

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