Leadership: Practical Leadership Skills PDF

Leadership: Practical Leadership Skills by Chris Croft tiistai 9. heinäkuuta 2024 10.12 You have to do both, leadership and management A good boss is in control and delegate ○ he's not doing all by himself ○ Build a machine of people that do job for you 2.4 What makes a...

Leadership: Practical Leadership Skills by Chris Croft tiistai 9. heinäkuuta 2024 10.12 You have to do both, leadership and management A good boss is in control and delegate ○ he's not doing all by himself ○ Build a machine of people that do job for you 2.4 What makes a good leader? People - Systems -Vision Right, motivated people do right jobs Working system for everything ○ Quality ○ Training ○ Root cause Vision where the company is going It is always the captains fault if the ship sinks Everything is managements fault ○ Can not blame the people ○ If someone do bad job it is managers fault If leader is away things should run smoothly for weeks or months 2.5 Is everything managements fault? People should of course take individual responsibilities Should a guy leaving home early be fired? ○ Supervisor allowed him to go ○ Culture of sloppiness if everybody go home early fridays? Yes, everything is managements fault 2.6 How to connect with your team MBWA ○ Management by walking about ○ Need to see every person of your company ○ 1-2h every day ○ Just walking around and talking to people ○ Are you managers doing a good job? Back to the floor ○ Once a year go back to manufacturing ○ Do the job and get the feel what is like ○ you'll make better decisions later 2.7 How should I communicate to my team? Information cascade ○ Can check if it is working by MBWA Team meatings ○ Once a week ○ Run a meeting and attent to your bosses meeting ○ So 2 meetings a week total Addressing the troops ○ Once a year ○ Financial infromation to whole company Makes everybody feel part of the company Work Page 1  ○ Makes everybody feel part of the company "He who communicates leads" 2.8 Are great leader born or made? Any different type of personality can be a leader "Trait theory" - who you are "Transactional theory" - what you do Action centered leadership ○ Task gets done ▪ Define it, Measure it, Etc… ○ Team is happy ▪ Teambuilding etc… ○ Individuals are happy ▪ Looking after individuals, have a plan for each person 5 stages ○ Objectives ○ Planning ○ Briefing ○ Action ○ Review 3.10 Maslow's Hierarchy Levels need to be followed in order. You can't skip stages. Level 1: Physiological Needs (survival) Level 2: Security/Safety ○ You need to make your people feel secure ○ Security is more important that social Level 3: Belonging (social) ○ We are social animals We not like to feel lonely Work Page 2  ○ We not like to feel lonely ○ Social is build on top of security ○ Lots of communication ○ Clear rules to follow, everybody knows where they stand ○ Giving help and support if they are struggling ○ Being constant rather than having mood swings ○ Team meetings, areas to have breaks etc… ○ Free stuff in the kitchen ○ Maybe social events out side of work Level 4: Esteem/Status ○ Ego needs, occasionally we like to feel important ○ When given choice, people usually pick social over status, but ideally we have both ○ Make sure you thank people ○ Give ownerships (you are in charge of this area etc…) ○ Spend more time with them, people appreciate time with them boss Level 5: Self-Actualization ○ Being the best you that you can be ○ We want to do the work that make the difference ○ Internal motivator, all the other ones are external ○ Get everyone to the top ○ Give them opportunities, challenges so they get the satisfaction of success ○ Set up flourishing environment ○ Get to know them and find out what their potential is Work Page 3 3.12 The management potato: how to separate praise and criticism Thanking people Work Page 4  Thanking people ○ Mainly security and status from the maslows hierarchy ○ Important for self actualation aswell If just criticize then people do less and less and eventually just survive and nothing gets done So praise strength and support improvement ○ Not worry about it, you'll do better next time ○ You can do it ○ What will you do differently next time? ▪ If they say no, then courage and say "I'll help you next time, if it'll go wrong it is my fault. I will teach you through it" ▪ Always be supportive Use sandwithc method ○ Good - bad - good ○ Tell news in that order ○ But author thinks it is better to just tell good news as itself when you see it ○ Do good bad good just the performance improvements 3.12 How to manage and motivate the 4 types of people Everybody wants security and feel important etc.. You need to adapt different types of people TASK ANALYTICAL CONTROLLER FACTS LOGIC PEOPLE Amiable ENTHUSIAST FEELINGS EMOTIONS Quiet Assertive Careful Quick Thoughtful Decisive Take their time Outspoken You need to manage them in different ways Work Page 5 3.15 Is money a motivator? People want status, not the money Money is not a motivator, or it is a push motivator, not a pull motivator Money will PUSH you to do things Work Page 6  ○ Money will PUSH you to do things ○ PULL you into wanting in Money is a motivator below a point it works Pay increase motivates to a certain point Mechanical tasks ○ If you pay more they do more ○ For repetitive non thinking tasks Non mechanical tasks, creativity etc.. ○ Money is not a motivator ○ If you pay more they do less ○ Because money distract you from the task Would you do better job if you got more money? ○ If the answer is yes ▪ It is a disgrace, because you are not doing the best job you possibly could at the moment ▪ [Personal comment] Do always more than you get paid for, because that is the only way to actually get a raise for salary or job status. If your attitude is to do less because you not get paid for it, there is obviously smaller change to get that raise. You need to show first and do best you can, learn from mistakes and continuously improve and educate yourself. Quality of your work and how hard you work should not be connected to money You're in the wrong job if you don't care ○ Your boss is failed to motivate you ○ Consider changing your job and do something what you believe in 3.16 20 Things you should be doing to motivate your people Work Page 7 Section 4 Leadership styles part 1 4.18 How much control should you keep and how much to give away? It's all about control Tell ○ You keep all the control ○ Quick and simple ○ But not motivating Sell ○ Tell them what you want and why ○ Pretty quick ○ Slightly motivating Consult ○ Tell them your plan and ask them about the plan More motivational = quality Work Page 8  ○ More motivational = quality ○ Slower and less control ○ Leader is still keeping control because he decides Share ○ Relinquish control ○ Really motivational = great outcome ○ Very very slow Delegate ○ No control ○ Leader only monitors ○ Very fast and motivating ○ Might turn out better ○ Not have risk ○ This is Chris's favorite, but different situations need different styles Abdicate ○ Same as delegating but you don't care ○ So you don't monitor ○ Don't give support ○ If it goes wrong it is leaders fault ○ Have risk ○ Don’t do this Empower ○ This is something between delegate and abdicate ○ Give them all power but ask to come to you with problems ○ Not monitoring, but available to support ▪ But they need to come ask for it because you don't know otherwise because you aren't monitoring ○ Great but a bit risky Work Page 9 4.20 Which is best? Delegating, abdicating, empowerment or the seagull? SUPPORT NO SUPPORT MONITORING Delegate Seagull NO MONITORING Empower Abdicate Only choose between delegate and empower ○ Depending how much you can trust them to do the task ▪ More trust less monitoring Don't do abdicate or seagull because they are bad choices always 5. Delegating 5.22 How to empower effectively and what are the benefits? If you trust them ○ Perhaps they will respond by becoming more trustworthy ○ You must keep your word Spend time ADDING VALUE Use a sliding scale ○ You could delegate for a while and monitor what they doing ○ After a while you could tell them because they done so good job I can trust you and not going to monitor anymore ○ So they can earn they empowerment Empowerment is to do with trust and trust leads to ownership Empowerment shows how safe delegating is Work Page 10 5.23 Why should you delegate? 6 advantages 1. Motivation 2. You may get better work 3. They can learn 4. You don't have to do it yourself 5. Spread the risk, other people can do it if one get sick or something 6. Frees you up to be promoted, only way to get promoted if other people can do the work you are currently doing 5.24 Worried about delegating? How to overcome the reasons not to delegate? Fear of the unknown is unfounded objection ○ Because if you monitor and support it's bulletproof -> it can't go wrong Fear of overtaking ○ We actually want them to be better than us ▪ you'll look great too as their leader Too busy ○ It'll pay off next time then if you just handle it now ○ And If you really are so busy then you should have delegated some other stuff I like to work or I'm the best at it ○ You must pass it down ○ they'll learn it over time You might run out of work ○ You can always have more time improving your vision, the system etc… ○ You not going to delegate yourself out of jobs My team are already busy ○ If they have more time they might do better quality and are less efficient ○ If you give them more work ▪ They still do acceptable quality ▪ They became slightly more efficient ○ So how do you know that you can give them more tasks ▪ Try it out and watch ▪ They can always fit in 1 more task TRY TO DELEGATE MORE THAN YOU WOULD NORMALLY DO ○ If you delegate 1h/week -> you have 1 week/year to do more tasks 5.25 What would happen to your team or company if you weren't there? Make a list all your tasks and delegate Delegate and support 5.26 What happens if you don't delegate: The cushion story Either create a system Or make someone responsible So there's no need to ask for you everything 5.27 How to Delegate - The eight steps to successful delegation Delegate 80% ○ If they can do 80% better than you, give it to them ○ Rest 20% probably doesn't matter How will they get to 100%? ○ Some point you need to trust them ○ Can't wait until they are 100% ○ 80% is enough Should you challenge people? Use delegating as a training Work Page 11  ○ Use delegating as a training ○ Don’t always give to person who knows it already that person can train other tasks ○ Give it to the person who can use it as a training ▪ At least some of the time ○ Start from the person rather than the job Words to choose when delegating 1. What you want -clearly 2. Why it's important 3. Why you 4. What the limits are 5. Reporting process 6. Offer support 7. Check - OK? Drill a bit and ask how they doing 8. You can do it 5.28 Get people to fix their own problems - Don't take the monkey When someone come to you with problem ○ Leave it with me ▪ Imaginary monkey jumps from their back to yours □ Sometimes you should take the monkey But monkeys can build up so you can't deal with that many You're working for them □ Don't take the monkey ○ What have you tried so far? ▪ Offer a suggestion ▪ Follow up ▪ As they leave your office, you can see the monkey on their back and it feels good ▪ If they say they tried all they can do □ Monkeys about to jump □ Ask them to come up with a plan and how long should it take When they come back with several options ◊ Ask which do YOU think is best?  If they say they don't know which one to pick – How long it would take you to decide which one to pick? – And send them off again ○ Get them to do it & follow up ▪ Tell them you want them to do it ▪ Don’t take that monkey □ It's a failure to take it ○ Pass on your authority and delegate monitoring to someone else 6.30 How to lead using the situational leadership theory Work Page 12  We want everybody to have competence and motivation ○ Everyone know how to do the job and want to do the job ○ Easy to delegate Motivated but not competent ○ New employees ○ Train and teach them ▪ Until they have learned and eventually can delegate to them Competent but not motivated ○ They are being managed badly They feel they should have been promoted Work Page 13  ○ They feel they should have been promoted ○ Try to motivate them ▪ Using involvement style □ Ask their advice for something □ Pull information out □ Don’t forget to thank them for their work Not competent and not motivated ○ At least give them some changes ○ Why are they in this category ▪ Everything is management's fault ▪ They are on the wrong job ▪ Maybe they haven't been trained ○ Use coaching style ▪ Put information in ▪ Make them more competent and motivated □ Staircase their way up 6.32 How to prevent delegation failure It's about situations not people ○ If person is not fit for the situation you'll need to teach them ○ Where is that person in this particular situation? 6.33 The freedom ladder theory: How much freedom should you give? Free to act. Routine reporting only ○ They don’t have to tell you every time Great for them Work Page 14  ○ Great for them ○ Great for you ○ Most time effective ○ You let go certain amount of control Report afterwards ○ Not a huge risk if they report afterwards every time Suggest - Check before acting ○ They suggest ideas ○ But they check before acting those ideas Ask what to do next ○ Better than waiting because they are little bit more motivated Wait until told ○ They just sit there until you give them a job to do ○ Some people like to be here, but everyone should be at least suggest level ○ Anybody who is any good don't want to just sit there ○ If they care about their work they come to you with suggestions Where are my people? Can I move them up? It's not people it's activities Where am I? Aim to be high on the ladder It saves a lot of bosses time and hustle 6.35 How to decide your level of grip When you delegate ○ You must decide how much grip you need to keep ▪ Just go for it □ If you have problem come to see me ▪ Project based check-ins □ When you done next part of the project let me know ▪ Regular meetups □ Once a month or once a week come and see me ▪ Daily meetings □ You can do it however you like but I want you to come and see me every morning and give me an update ○ Use the weekly meeting ▪ Each person can report how they doing with their projects ○ Have visual progress ▪ Chart or board or something ▪ Allows you to keep tight grip ○ Sometimes is good to keep very tight grip ▪ If someone is not good ▪ Ask what their plan is □ Check if they do it □ Ask them to put it into order Interfere if necessary ▪ Make sure they know what they are doing and doing it in the right order ○ Tightest grip ▪ See the daily list ▪ Can do this while doing daily MBWA ▪ Interfere and couch if necessary Work Page 15 6.36 Management style options for planning and doing Use T&S for "planning" ○ When you planning how you going to do a new job Control for "doing" is the freedom ladder Work Page 16  Control for "doing" is the freedom ladder ○ Decide if they have to check first before they do things ○ Or if they are free to act or whatever It can be varied ○ Can give them freedom for planning and control they doing or vice versa ○ For example ▪ Can delegate the planning ▪ But when they do it, they need to tell you every step Continuously progress people ○ Can you empower them more and more 6.38 What to do daily, weekly, monthly and yearly to stay ahead of the game Work Page 17 7.40 Your pledge to improve: The management charter Work Page 18 8.44 Three types of leadership theory Trait Work Page 19  Trait ○ What you are as a person ○ Nothing in common in leaders personality Transaction ○ What you do as a person ○ There are certain things that leaders do ○ Better than traits ○ This is Chris style of leadership Transformational ○ Leader inspires his team to be great ○ Just a fancy name, but this is actually same as transaction 8.45 The do-get-feel cycle for taking control of your work life If somebody does a bad job ○ Help them ○ Treat them well ▪ They feel better ▪ They do better job If you are annoyed by somebody ○ It would be easy just go at them ○ But you can choose to get a sympathetic route instead rather that critical route ○ You got control 8.45 Ownership: An Important motivator Every task needs to have ownership or it does not get done Every person should have ownership of something ○ It feels good to own things even it is a small thing ○ Person can have multiple ownerships ▪ There are more tasks than people ○ One task should only be owned by one person ▪ To avoid conflicts, disagreements about how it's done There shouldn't be any jobs without ownership There shouldn't be any persons that doesn't have any jobs Thing about every jobs that's in your control ○ There should be ownerships all of them ---------------------------------------------------------------------------- Work Page 20 Work Page 21 Rules by ChatGPT To start your leadership journey based on the principles outlined in the PDF, here are some key rules to follow: ### 1. **Balance Leadership and Management** - **Delegate Effectively:** Don't do everything yourself. Build a capable team to handle tasks, allowing you to focus on leadership. Work Page 22 you to focus on leadership. - **Maintain Control:** While delegating, ensure you remain in control by setting up systems and regularly checking in. ### 2. **Develop a Clear Vision** - **Set Direction:** Define where your team or organization is heading and communicate this vision clearly to everyone. - **Lead by Example:** Ensure that if you're away, things can run smoothly in your absence, demonstrating strong management systems. ### 3. **Focus on People and Systems** - **Right People in the Right Roles:** Ensure that motivated individuals are in positions that suit their skills and drive. - **Create Reliable Systems:** Establish working systems for quality control, training, and problem- solving to support your team. ### 4. **Take Responsibility** - **Accountability:** Always take responsibility for your team's performance. If something goes wrong, it reflects on your leadership. - **Individual Responsibility:** Encourage personal accountability within your team, but recognize that management plays a crucial role in overall outcomes. ### 5. **Connect with Your Team** - **MBWA (Management by Walking About):** Spend 1-2 hours daily interacting with your team informally to stay connected and understand their challenges. - **Annual Hands-on Experience:** Once a year, return to the frontline to understand the work your team does, which will help you make informed decisions. ### 6. **Communicate Effectively** - **Information Cascade:** Ensure that information flows smoothly throughout the organization. Use your daily interactions to verify this. - **Regular Meetings:** Hold weekly team meetings and attend your boss's meetings to stay aligned and informed. ### 7. **Empower Your Team** - **Delegate with Trust:** Empower your team by delegating tasks and trusting them to complete them, monitoring only as necessary. - **Encourage Ownership:** Assign ownership of tasks to individuals to motivate them and ensure accountability. ### 8. **Motivate Beyond Money** - **Inspire Through Status and Ownership:** People are more motivated by feeling valued and important than by financial incentives alone. - **Create a Flourishing Environment:** Offer challenges and opportunities for growth to help your team members reach their full potential. ### 9. **Use Situational Leadership** - **Adapt Your Approach:** Tailor your leadership style based on your team's competence and motivation levels, from hands-on coaching to full delegation. - **Build Competence:** Train and support your team until they are confident and capable, then gradually reduce your level of control. ### 10. **Continuous Improvement** - **Review and Reflect:** Regularly assess your leadership style and the performance of your team. Make necessary adjustments to improve outcomes. - **Stay Ahead:** Engage in daily, weekly, monthly, and yearly reviews to ensure you are always ahead of potential challenges. Work Page 23 ahead of potential challenges. By following these rules, you can build a strong foundation for your leadership journey, ensuring that both you and your team are set up for success. Work Page 24