wafic leadership
DESCRIPTION
In the fitness industry, the most important asset is the rightpeople. When you find them, you then need to keep them.This session will share tools to develop your Team into aHigh Performance Team and then give you the strategiesto coach them to maintain that level. The message will besimple and effective to ensure you can start moving yourteam into the High Performance arena!TRANSCRIPT
So you think you are a leader?
The Leadership Profile• They Challenge the Process
• They Inspire a Shared Vision
• They Enable Others to Act
• They Model the Way
• They Encourage the Heart
They challenge the processLeaders seek out challenging opportunities.
Challenge people to try out new approaches to their work.
Search outside the formal boundaries of the organization for innovative ways to improve.
Ask “What can we learn?” when things don’t go as expected
Experiment and take risks even when there is a chance of failure
They inspire a shared visionTalk about future trends.
Describe a compelling image of what the future could look like.
Appeal to others to share an exciting dream of the future.
Are contagiously enthusiastic and positive about the future.
Speak with genuine conviction about the higher meaning and purpose of work.
BHAG
They enable others to act
Develop cooperative relationships with people they work with.
Actively listen to diverse points of view.
Treat others with dignity and respect.
Support the decisions that people make on their own.
Ensure that people grow in their jobs by learning new skills and developing themselves.
They model the wayLeaders set a personal example of what they expect from others.
Make certain that their staff adhere to the principles and standards agreed upon.
Clear about their philosophy of leadership.
Make progress toward goals one step at a time.
Follow through on the promises and commitments they make.
Level 5 Leader
They encourage the heartPraise people for a job well one.
Make it a point to let people know about their confidence in their abilities.
Creatively reward people for their contributions to the success of company projects.
Publicly recognise people.
Give members of their team lots of appreciation and support for their contributions.
Almost
Always
Very Frequen
tly
Usually
Fairly Often
Some-times
Occass-ionally
Once in awhile
Seldom
RarelyAlmost
Never
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1. I seek out challenging opportunities that test my own skills and abilities.
2. I talk about future trends that will influence how our work gets done.
3. I develop cooperative relationships among the people I work with.
4. I set a personal example of what I expect from others.
5. I praise people for a job well done.
6. I challenge people to try out new and innovative approaches to their work.
7. I describe a compelling image of what our future could be like.
Your Leader Self-Evaluation
Almost
Always
Very Frequen
tly
Usually
Fairly Often
Some-times
Occass-ionally
Once in awhile
Seldom
RarelyAlmost
Never
10987654321
8. I actively listen to diverse points of view.
9. I spend time & energy on making certain that the people I work with adhere to the principles & standards that we agreed on.
10. I make it a point to let people know about my confidence in their abilities.
11. I search outside the formal boundaries of my organization for innovative ways to improve what we do.
12. I appeal to others to share an exciting dream of the future.
13. I treat others with dignity and respect.
14. I follow through on the promises and commitments that I make.
15. I make sure that people are creatively rewarded for their contributions to the success of our projects.
Almost
Always
Very Frequen
tly
Usually
Fairly Often
Some-times
Occass-ionally
Once in awhile
Seldom
RarelyAlmost
Never
10987654321
16. I ask “What can we learn?” when things do not go as expected.
17. I show others how their long-term interests can be realized by enlisting in a common vision.
18. I support the decisions that people make on their own.
19. I am clear about my philosophy of leadership.
20. I publicly recognise people who exemplify commitment to shared values.
21. I experiment and take risks even when there is a chance of failure.
22. I am contagiously enthusiastic and positive about future possibilities.
Almost
Always
Very Frequen
tly
Usually
Fairly Often
Some-times
Occass-ionally
Once in awhile
Seldom
RarelyAlmost
Never
10987654321
23. I give people a great deal of freedom and choice in deciding how to do their work.
24. I make certain that we set achievable goals, make concrete plans, and establish measurable milestones for the projects and programs that we work on.
25. I find ways to celebrate accomplishments.
26. I take the initiative to overcome obstacles even when outcomes are uncertain.
27. I speak with genuine conviction about the higher meaning and purpose of our work.
28. I ensure that people grow in their jobs by learning news skills and developing themselves.
29. I make progress toward goals one step at a time.
30. I give the members of the team lots of appreciation and support for their contributions.
1 __ 2 __ 3 __ 4
__ 5 __
6 __ 7 __ 8 __ 9
__ 10 __
11 __ 12 __ 13 __ 14 __
15 __
16 __ 17 __ 18 __ 19 __
20 __
21 __ 22 __ 23 __ 24 __
25 __
26 __ 27 __ 28 __ 29 __
30 __
Totals:
__________ ___________ ___________ __________ _________
1__ 2__ 3__ 4__ 5__
6__ 7__ 8__ 9__ 10__
11__ 12__ 13__ 14__ 15__
16__ 17__ 18__ 19__ 20__
21__ 22__ 23__ 24__ 25__
26__ 27__ 28__ 29__ 30__
Totals:
___ ____ ____ ____ ___
Challenge Inspire Enable Model Encourage
The Process a Shared Vision Others to Act The Way The Heart
Have five to six of your co-workers and direct reports fill out a form.
No names
Have them turn them in to someone other than you.
Total all the scores for each answer.
Divide that number by the number of respondents to determine the average score.
Total the columns
Look at your two lowest columns
How to become a better leader
Review the questions under the two leadership profiles. Rank them.
Meet with all the respondents either as a group or individually and discuss your results.
Talk about your low areas of leadership. Ask for honest feedback but never ask how someone individually scored you.
Start making improvements based on your staff’s feedback
How to become a better leader
Developing a leadership culture through gaining the truth and understanding the Five Dysfunctions of a Team:
Trust
Conflict
Commitment
Accountability
Results
Lets look at them . . .
How you get the truth?
Engage in heated, passionate dialogue about decisions.
They don’t hesitate to challenge one another in the spirit of finding a better answer.
They don’t fear they’ll lose their job or be chastised if they disagree.
Developing trust as a leader
Is essential.
Disagreements can only be resolved by examining different points of view.
Having conflict as a leader
Teams that commit to decisions and standards hold one another…
Gaining the commitment as a leader
Accountability is the mechanism for delivering what you promise.
Having accountability as a leader
Results have been achieved!
Celebrating as a leader
But as a leader you need direction!
You need to establish your personal:
• Vision
• Mission
• Core purpose
• Core Values
But as a leader you need direction!
Leadership
Justin TamsettB.Ed (Phys & Health Education)
"What you leave behind is not what is engraved in stone monuments, but what is woven into the lives of others."
Pericles