Introduction

• Definition of leadership
• Leadership
  • Leadership and effectiveness
  • Leadership qualities
  • Leadership functions

Characteristics

• Introduction
  • Identifying the leader
  • Trust
  • Integrity
  • Respect
  • Foresight
  • Mutual attraction
  • Relationships
  • Support
  • Empowerment
  • Credibility
  • Winner mentality
  • Leadership expansion
• Influence
  • Introduction
  • Position
  • Leadership styles for learning
  • Who?
  • How?
  • Personal traits
  • Selling
• Confidence
  • Introduction
  • Development part 1
  • Development part 2
• Personality traits
  • Personality - general
  • Personality - action
  • Myers Briggs Type Indicator
  • Myers Briggs Type Indicator uses
  • FIRO B
  • OPQ
  • Pathology
  • Style spider
  • Style spider - choices
  • Leadership styles - adverse behaviour
• Motivation
  • Introduction
  • Douglas McGregor X and Y theory
  • Abraham Maslow
  • Frederick Herzberg
  • Key problems
  • People part 1
  • People part 2
• Be positive
  • Issues and action
  • Be clever
  • When in trouble
  • Project management
  • Change management
  • Communication
  • Self discipline
  • Change
  • Attitude

Strategy

• Long term
  • Long term investment
  • Direction and vision
  • Communication
• Strategy
  • Introduction
  • Selecting
  • Recording
  • Developing
  • The schedule plan
  • Overview
  • Part of leadership
• The vision
  • Introduction
  • Preparing
  • Personalities
  • General
  • Practicality
  • Stakeholders
• Change
  • Progress
  • Problems of change
  • Freeze to freedom

Personal development

• Introduction
  • Proactivity
  • Proactive behaviour
  • Personal direction
  • Personal direction - generating ideas
  • Skill development
  • Delegation
  • Values
• Time management
  • Prioritise
  • Prioritise - basics
  • Timing
• Problem solving
  • SWOT analysis
  • Forces
  • The problem
  • Insight
  • Insight development
  • Problem solving basics part 1
  • Problem solving basics part 2
• The three C's
  • Introduction
  • Action focus part 1
  • Action focus part 2
• The emerging leader
  • Emerging leaders
  • The boss
• Training
  • Introduction
  • Selection
  • Opportunity
  • Follow the leader
  • Follow the leader - adverse behaviour
  • Chess the middle game
  • Standards

General

• Communication
  • Open questions
  • Meetings
  • Agenda
• At the top
  • Letting go
  • Continuity
  • Top of the ladder
  • Loneliness at the top part 1
  • Loneliness at the top part 2
  • The Top team
• Structure
• Life transitions
• Balance
• Open questions
• Business
  • CEO
  • Chairman
  • Mergers and acquisitions
• Leaders and managers

Empowerment

Strong leader

A strong leader is secure. He has no fear for his position as he is a valuable asset.
A confident leader will relish the idea of empowerment by delegation.

Many managers find delegation one of the hardest skills to learn and adapt to.
They feel that ultimately there will be nothing for them to do resulting in redundancy.

If you don’t delegate you will be failing not only yourself but those who work for and depend on you.

Failure leads to negative results

• Staff are not developed by avoiding exposure to different experiences
• Staff become demotivated
• Staff leave as a result
• General performance drops
• You personally end up over working
• You fail to evolve
• Your promotion prospects reduce

The ultimate effect will be lost efficiency.

Change

Delegation and the development of others will mean change.
Some people are adverse to change. They will stagnate and be passed by competitors.

Leaders have a vision and this means change.
If you can’t accept change you will not be a leader.

Credit

When you delegate and the resulting actions are successful don’t take the credit.
Make sure the person doing the job gets all the plaudits.
Make sure you let that person know they have done a good job.

It will increase their self worth and further motivate them to higher levels of achievement.

Appoint strong leaders

It may be tempting to appoint leaders a little further down the competence ladder than yourself.
They may be good but not very good.
If you are a confident leader you will welcome the comments of strong leaders even if initially they have not bought into your vision of the future.
This will only result in better management of your route to your goal.

You may decide to appoint less experienced leaders if budgets are tight and train them internally.

Joint effort

When you delegate you will achieve far more than you could have done by working alone.
Those that you delegate to will have differing skills and focus.
They will bring alternative ideas, enthusiasm and will probably do a better job than yourself.

Security

Delegation requires a win / win mentality. If your aim is to dump all of your work onto someone else your leadership credentials will end up badly dented.
To develop good leaders you must, in turn, be a good leader.

A good leader will not be frightened of risk and will not exhibit a scapegoat mentality.