December Sessions Seven Attitudes of High Performing Managers ...

December Sessions Seven Attitudes of High Performing Managers ...

Developing Leadership Capital featuring Nido Qubein Transformation: a major change in form, nature or function Transformation: a major change in form, nature or functionfor the better!

Why is this subject important? Five Year Study 163 Companies 471 Process Improvement Ideas 25% of ideas made things better. 22% of ideas made things worse. Source: Source: Fortune

Fortune magazine magazine Why is this subject important? Five Year Study 163 Companies 471 Process Improvement Ideas 25% of ideas made things better. 22% of ideas made things worse.

therefore, more than half did nothing! Source: Source: Fortune Fortune magazine magazine Why is this subject important? 67% of improvement efforts produced mediocre, marginal,

or failed results. Source: Fast Company magazine Why is this subject important? 50% of participating firms believed that the hardest part of improvement processes is

dealing with the fears and anxieties of people. Source: Fast Company magazine Why is this subject important? The key action of transformational leadership influence. -Nido Qubein

is Why is this subject important? Transformational leaders influence us in lasting ways. They change minds, not just conduct . They inspire and grow people. They solve problems.

Transformational Leaders change things for the better. -Nido Qubein Learning Goals By the end of this session, you will: How to be a Transformational / Influential Leader - (The HOW to the WHY) Branding ourselves as a leader within your

organization, and our organization within the industry Learn the Four Areas of Leadership Capital Session Opener We will hear: 1. What do I need my people to DO? Session Opener We will hear:

1. What do I need my people to DO? 2. What do I need my people to BE? Session Opener We will hear : 1. What do I need my people to DO? 2. What do I need my people to BE? 3. How do I GET THEM THERE? Leadership Capital

Session Opener The Four Areas of LEADERSHIP CAPITAL 1) Financial 2) Education 3) Reputation 4) Relational Session Opener

We will hear : 1. What do I need my people to DO? 2. What do I need my people to BE? 3. How do I GET THEM THERE? Financial capital Educational capital Reputational capital Relational capital $$$$$$

Land/Buildings Raw Materials Session Opener We will hear : 1. What do I need my people to DO? 2. What do I need my people to BE? 3. How do I GET THEM THERE? Financial capital

Educational capital Reputational capital Relational capital Training Development Knowledge Session Opener

We will hear : 1. What do I need my people to DO? 2. What do I need my people to BE? 3. How do I GET THEM THERE? Financial capital Educational capital Reputational capital Relational capital Accuracy

Work Ethic Personality Session Opener We will hear : 1. What do I need my people to DO? 2. What do I need my people to BE? 3. How do I GET THEM THERE? Financial capital

Educational capital Reputational capital Relational capital Trust Reason Focus Session Opener pg 1

Which of the four capitals is most important? Which is most-difficult to overcome if not present and why? Session Opener Pg 1

Financial capital $$$$$ / Salaries Land / Buildings / Equip Raw Materials Educational capital Training Development

Transfer of Knowledge Reputational capital Accuracy Work Ethic Personality Relational capital

Trust Reason Focus Session Opener We will hear : 1. What do I need my people to DO? 2. What do I need my people to BE? 3. How do I GET THEM THERE?

Financial capital Educational capital Reputational capital Relational capital INFLUENCE Developing Leadership Capital featuring Nido Qubein

Key Ideas and Application Write down the important idea(s) from the presentation and how to apply them to your

company or team. Share your idea(s) with your group. Leadership Capital REPUTATION = BRAND

Reputation Capital Blueprint # 1 pg. 5 -6 Branding Insistence What attributes do people think you have?

What are other qualities you wish to have? Discuss ways to develop and demonstrate

these areas. Discuss how can we impact reputation capital of others? Provide examples. Reputation/Relational Repair Blueprint #2 on pages 7-8 In developing your relational capital with your staff, it is important that we maintain contact and improve the relationships we

value. How do you connect with others on a regular basis? Reputation/Relational Repair Blueprint #2 on pages 7-8 Individually, read the case study on page 7. As a group, go through and discuss / answer questions 1-7 and prescribe a remedy so Joe doesnt leave.

Place most of your time, attention and focus on questions 1, 2, 4, 6 & 7. You have 10 Minutes for this exercise. Educational Capital Educational Capital Blueprint #3 pg 9 The 4 factors in providing education are: 1) Clear vision

2) Solid strategy 3) Practical systems 4) Commit to consistent execution Educational Capital Blueprint #3 pg 9 Transaction to Purpose 1) Task 2) Feel 3) Why

Educational Capital Blueprint #3 pg 9 Transaction to Purpose 1) Task 2) Feel 3) Why Educational Capital Blueprint #3 pg 9

Transaction to Purpose 1) Task 2) Feel 3) Why Leadership Capital DO IT ANYWAYS

Personal Blueprint / Action Plan I Plan to Implement / Best Idea Expected Result SMART

Specifically Measurement Attainment Relevant Time-Based Action Steps Resources Needed

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