Leadership

AbdelRahman Fady

Agenda• Superpower idea • Leadership definition• Your Destination• Common Values • Leadership base • What shall you stress on • Situational Leadership styles• Leaders should be…..• Leadership in Telecom Career

Superpower

Leadership definition

Leadership is

Is the ability to mobilize people toward a common destination capitalizing upon people relation

Leadership definition

Tell Me when did you act as leader

Your destination

• Destination should be defined and should come from vision of the corporate and should be clear and beneficiary for all

Mohamed El Fatah as example on leader by

definition

Mohamed El Fatah as example on leader by

definition

Common Values • Stress on common areas

Company Values

Leader Values

Employees Values

Stress on the common areas

Stress on the common areas

Leadership base

Authority

Is it good to use only the authorityIs it good to use

only the authority

Leadership base Should be

What shall you stress on (emphasis)

Tip: know your subordinates personal profiles to be able to emphasis on what they really like

Don’t Forget Part from our happiness is others happiness

Situational Leadership styles

Situational Leadership styles

Tip: a lot of things could affect the situational leadership model as

– Background – Time – Policies – Skills– …….etc

Exercise (1)

• Team 1– If you are Directing what will you do in case (…..)

• Team 2 – If you are Supporting what will you do in case (……)

• Team 3– If you are Delegating What will you do in case (……)

leaders should be

Role Model• What is your driver in the life?

Values Values

AttitudesAttitudes

behaviorbehavior

ValuesValues RulesRules EthicsEthics

A (Attitudes)A (Attitudes)

S (Skills)S (Skills)

K (knowledge)K (knowledge)

Succ

esse

s em

ploy

ee

Succ

esse

s em

ploy

ee

Exercise (2)

What are you values

………………………………………………….

What are your team values

………………………………………………….

What are your company values

………………………………………………….

Engagement

• If you are doing what you are believing in you will be engaged.

– What are the things that might make you engaged?

– What are the things that might kill the engagement?

Visionary

Vision ……………………………………………………

Mission ………………………………………………………..

Objectives (Goals)………………………………………………………………………

………………………………………………………………………………………………………………………………………………………………………………………………………………

…………………….......

How to be effective one

• Initiating

• Spotting

• Appealing

• Listening

• Transferring

Exercise (3) (Mind Map)

What are your work problems?

………………………………………………….

How Can you solve these problems?

………………………………………………….

Sales man

• Sell your idea (Manage Your Manager) – To group – One to One

You Should Be

Pathos (Passion): Feel it (انفعل)

Ethos (Ethics): What are your Sources?

Logos (Logic): What are your arguments?

Conviction • Visualize it

• Illustrate ideas

• Tell a novel

• Humanize it

• Use examples

• Make a debates

• Exercise (4)

– 4 Teams each team should convince us with an idea from his own.

Friend

• Trust

We always like those are honest with us

Friend

• Similarity We always like those are like us

Friend

• Proximity

We always like those are close to us

Friend

• Reciprocity

We always like those are understanding us

Friend

• Sharing

We always like those are sharing us

Please don’t do

• Exercise (5)

– Please write down list of things shouldn’t be happened to keep yourself friend with your sub-ordinates.

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Mentor • What are the differences between

– Mentor

– Coach

– Teacher

Mentor

• Motivation

• People Styles– Statistically 75% of people you work with are different from you, they work

differently and they react differently and they are motivated differently and you as manager don’t have the luxury of time to go through each one physiologically.

– But to work in productive way with those people you need to predict how they are about to do things and how they like to be treated.

– Then you can make some adjustment in your behavior to adapt with their preferences and thus develop effective work relationship.

This is not only for managers This is not only for managers

• People Styles

Analytical Amiable Driver Expressive

Less responsive

and Less

assertive

More responsive

and Less

assertive

Less responsive

and More

assertive

More responsive

and More

assertive

Types of Learners

• Activists:

• Prefer to Learn by trial & error

• Having a go

• Accepting challenges & risks

• Reflectors:

• Prefer to Learn by Listening

• Watching the effort of others

• Copying skills and behavior

• Theorists:

• Prefer to Learn by reading

• Abstract Conceptualization

• Listening and analyzing

• Pragmatists:

• Prefer to Learn by debating the practicalities.

• Questioning others to arrive a realistic approach

Be A mentor

Ribbon

• Gather – Stress on Design

– Stress on Reward

– Say WE

– Meet A lot

– Humanize

Ribbon

• Celebrate– Team Accomplishment

– People excellence

– Plan for Fun

Leadership in telecom career

• What are the main Characteristics of telecom career?

…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………........

Leadership in telecom career

Exercise (6) What will you do in the following situation (Open discussion)(1)………………………………………………………………………………………………………………………(2)………………………………………………………………………………………………………………………(3)……………………………………………………………………………………………………………...............(4)……………………………………………………………………………………………………………………….

Thank You