7 Attributes of High Octane Leaders

OVERVIEW

This webinar is designed to assist the participants in the rapid assimilation of new ideas that can become part of their managerial and leadership development

The notion of “Personal Kaizen” will be introduced in terms of developing, embracing and incorporating new ideas that will bring about changes in behaviour. New Idea assimilation will be introduced in terms of a concept called “The Slight Edge”.

Personal Kaizen and The Slight Edge will set the tone for participants to engage and apply the concepts quickly and to develop questions for a spirited Q & A at the end of the session.The process is in a dynamic, fast paced environment. It is assumed that everyone listening wants to be part of this process and that assumption will drive deeper thought.

WHY SHOULD YOU ATTEND

Leadership is a learned process. The problem with leadership (as with all behavioural sciences) is that there is no correct answer that works for everyone in the exact same way. The webinar is a safe and effective way of 1, garnering some solid leadership information, and 2, spring boarding into other leadership offerings offered by Training Doyens. (Start slow, try something new, then use that success to try something else.)

Any individual who is looking to “sharpen their blade” should do so in an engaging and provocative way. Information must be understood in context then applied individually to fit the leader’s personality as well as the culture of the organization. This process will allow the participant to take a step at a time and apply the information in a way that makes sense to them, thus, reducing uncertainty because it can be applied at their own pace.

Everyone has doubts of their leadership ability at some point in their tenure. This webinar will allow the participant to minimize those negative feelings and thoughts with information that will energize, motivate and boost their leadership style!

AREAS COVERED

Attempting to formulate common denominators of superior leadership is like squeezing Jell-O. The harder you do it the less you have. And researching leadership has many similarities. Just when you think you’ve uncovered one universally adaptable aspect of leadership, the research points to ½ a dozen more.

So, the goal is to simply continue to write about leadership as ideas come about and allow the reader to fill in the blanks as they see fit. As such, try the seven attributes of high-octane leaders out for size. Please feel free to send me your comments. Before we begin, let’s explore the notion of that term, “high-octane leader.” In my opinion, leaders are like the engines of an organization, and in the same way that an engine in an automobile must be taken care of so that it may go in the proper direction and do whatever is necessary, so to the leader must be maintained appropriately. Engines require the fuel with the proper octane so that they may run most efficiently. So to with leaders. Below are 7 ideas that may boost your octane in terms of leadership. So rev ‘er up, put ‘er into gear and “let’s see what this baby’s got!”

• Mental application must be consistent. Let me explain: in most business situations we need to be able to apply ourselves in a consistent manner. Let’s face it, hard work is hard work. Leaders need to approach accounting issues with the same mental vigorousness as they approach marketing issues. (Assuming they enjoy marketing more than accounting. The opposite can also be true.) An employee in one department should never feel as if the leader is unconcerned about that particular department or about the individual’s efforts in specific. High-octane leader always provides consistent feedback and emotional support to everyone in their organization no matter their feelings about the functional discipline. David Johnson Oragui, the founder and CEO of The Balanced Life Academy says it simply: “Consistency is the key to success.”
• Intensity is a choice. While you may provide consistent committed mental application across a broad spectrum of problems, the level of focus is up to your natural ability, your personal inclinations, and your past experiences. So, while we need to be consistent in our mental application the level of intensity that we commit to is really up to us. Think about it this way, you have two mathematics problems in front of you, one is an addition problem, and one is a calculus problem. Both require a level of mental consistency, but chances are that you would have a much greater level of intensity focusing on the calculus problem. So too in business issues. If you are a natural analytic and enjoy accounting and finance, or perhaps that is the department that you cut your teeth, you may find that sales issues, are less enjoyable to you and require much greater levels of intensity and focus than accounting issues. And of course, the reverse can be true. That’s okay! High octane leaders do what needs to be done. As Robert Green, the best-selling author of The 48 Laws of Power, so simply and eloquently stated, “The time that leads to mastery is dependent on the intensity of our focus.”
• Strategy does not necessarily equal strong tactics, but strong tactics can equal a great strategy. Notice I use the word “can.” If you think I’m trying to provide wiggle room for myself, you’re absolutely correct. Over the years I have seen very strong and specific strategies fall into disarray due to a lack of proper tactical implementation. However, I have also seen very strong leaders (high-octane leaders) take a myriad of defused tactical actions and meld them into a unifying strategy. Cart before the horse? Maybe! But who says it can’t work? In the words of Morris Chang, the founder and CEO of Taiwan Semiconductor Manufacturing Company and who is considered by many to be the founder of Taiwan said it this way, “Without strategy, execution is aimless. Without execution, strategy is useless.”
• Communication must be 360°. While the notion of communicating down the organizational chart is extremely well documented as an effective leadership technique, a question that a high octane leader may want to ask themselves is, “Am I communicating sideways and upwards with the same precision that I am communicating downward?” They may also want to check to see if their downward communication is as precise as their upward communication. Proper and precise communication implies respect. The more respect we have for the individual, the more time we are willing to invest in communicating properly. Since we should have respect for all employees, and treat them all the same, communication should be equal and precise on a 360° basis. In the words of Albert Einstein, “I treat everyone the same, whether it’s the garbageman or the president of the University.”
• Momentum is just as important as direction. A high-octane leader knows that the nature and notion of mission and vision statements cannot be overemphasized; but, both of those statements imply direction only. It is less understood that the functional decomposition of those statements into values, and eventually operational goals in each functional silo determines momentum. Thus, high-octane leaders understand that the more congruency we have with departmental goals as related to the vision statement the faster our approach toward the future directed by the vision and the mission. In the words of Michael Korda, author of the blockbuster business books entitled Power and Success, “One way to keep momentum going is to have consistently greater goals.”
• Your internal script must be congruent to your outward behaviour. Nothing is so mind-boggling for employees than to hear their leader say something but then act completely different. In general, high-octane leaders know that what they say and what they do should be mirror images. Thus, if we want our employees to be on time for meetings we need to show up on time for meetings. If we demand that our employees control expenses, then we need to do the same.
• Incremental change is as important as massive disruption. While destructive technology is quite common in business today, incremental change is like the unsung hero of strategic management. Please keep in mind, that incremental change is actually a disruption since what was done in the past will not be done the same way in the future. However, the change is small! But high-octane leaders know that it is those small, almost imperceptible changes, sustained over time, which can lead to gigantic rewards and huge payoffs. Both are important! In the words of Steve Jobs, “I have a great respect for incremental improvement, and I’ve done that sort of thing in my life, but I’ve always been attracted to the more revolutionary changes. I don’t know why. Because they’re harder. They’re much more stressful emotionally. And you usually go through. When everybody tells you that you’ve completely failed.”

Okay, so what do you think? I don’t mind starting off the conversation, but I don’t want to be the last person in the room speaking either. So, agree, disagree, add, subtract, do whatever you think is proper to keep this body of knowledge growing. As always, I look forward to your enthusiastic responses…

LEARNING OBJECTIVES

Participants will:

• Develop a deep understanding of out of the box thinking in terms of leadership.
• Be given actionable behavioural change items that can easily applicable.
• Become more energized because of the focus they place on their personal leadership development.
• Develop a better understanding of leading and developing a climate of motivation for their staff.

WHO WILL BENEFIT

• Executive
• C suite
• Managers
• Leaders
• High School Coaches

For more detail please click on this below link:

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