Values Based Leadership & Motivation

1. Values BasedLeadership & Motivation By: SyedHussainHaider Director, Akhuwat Institute of Social Enterprise and Management Group Head, Akhuwat Education Services

2. “Hold on ! You can’t all have the front seat!”

3. Q&A Write 5 attributes of a good leader.

4. LeadershipMatters, Character Matters • Influence others towards a goal and achievement of that goal • A Process where an individual influences others to do what s/he wants them to “A leader is a person who has the ability to get other people to do what they don’t want to do and like it” - Harry Truman

5. Leadership is … … about coping with change. The greater the competitive forces around you, and the more volatile the world around you, the more the need for leadership.

6. A leader is best when people barely know that he exists Not so good when people obey and acclaim him Worse when they despise him But of a good leader who talks little when his work is done his aim fulfilled they will say: “WE DID IT OURSELVES” - Lao-tse (c. 565 B.C.)

7. Develop a leadership mindset

8. Leadership is about first thinking then deciding followed by acting swiftly and finally, reflecting

9. Leadership is about thinking – exploration deciding – evaluation/selection acting swiftly – edge reflecting – analysis/introspection All of the above are intense intellectual activities.

10. “We are not certain you have a mandate anymore.”

11. 10 Commandments of Leadership • Treat everyone with respect and dignity • Set the example for others to follow • Be active • Maintain the highest standards of honesty and dignity • Insist on excellence and hold your people accountable • Build group cohesiveness and pride • Show confidence in your people • Maintain a strong sense of urgency • Be available and visible to your staff • Develop yourself to your highest potential

12. “Quite frankly, we’ve had so many applicants with attitude, over-qualification,inflated egos and hyper aggressiveness that we are looking for someone without a clue.”

13. Getting The Best As taught by Theodore Roosevelt • Hire people more talented than yourself • Talented people attract talented people • Look for the best in each person • Set standards for selection • Spend time evaluating and acculturating prospective team members

14. Getting The Best As taught by Theodore Roosevelt • Do not prolong consideration of people who will not receive a position • Ceaselessly search for new talent • Ruthlessly replace individuals who do not meet the standards of the organization • Work with the tools at hand

15. The New Rules Hire and promote: • first, on the basis of INTEGRITY; • second, MOTIVATION; • third, CAPACITY; • fourth, UNDERSTANDING; • fifth, KNOWLEDGE; • and than on EXPERIENCE.

16. The New Rules • Without integrity, motivation is dangerous. • Without motivation, capacity is impotent. • Without capacity, understanding is limited. • Without understanding, knowledge is meaningless. • Without knowledge, experience is blind.

17. LEADERS • Facilitate interpersonal interaction • Charisma • Innovate, inspire • Vision, communicate it • Ability to change things, set direction, look at larger picture, align people, look at competition and do better and different, willing to listen and learn, sensitive to concerns • Gains trust, empowers, enable others to reach potential MANAGERS • Plan, coordinate • Evaluate and supervise • Negotiate, budget • Reality check, sets time limits, copes with complexity • Bring order and consistency • Planning complementing direction

18. MANAGERS • Administers • Maintains • Accepts reality • Focuses on system & structure • Relies on control • Has short-range view • Asks how and when • Has eye on the bottom • Imitates • Accepts status quo • Does things right LEADERS • Innovates • Is an original • Develops • Investigates it • Focuses on people • Inspires trust • Has a long-range plan • Asks what and why • Has eye on the horizon • Originates • Challenges it • Does the right thing

19. Jack Welch: What Great Leaders Do • Relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence • Make sure people not only see the vision, they live and breathe it • Get into everyone’s skin, exuding positive energy and optimism • Establish trust with candor, transparency, and credit • Have the courage to make unpopular decisions and gut calls • Probe and push with a curiosity that borders on skepticism, making sure their questions are answered with action • Inspire risk taking and learning by setting the example • Celebrate

20. Vision Mission • Performance Measurement • Rewards Management • Employee Feedback • Recruitment Practices • People Development • Customer Feedback • Mission and Values Review • Quality Consciousness • Continuous Improvement Objectives Strategy Tactics Processes Foundation - Values Transformation to World Class A SYSTEMS APPROACH

21. Transformational or Charismatic Leadership • Leaders who, through their personal vision and energy, inspire followers and have a major impact on their organizations • Seeks change , are proactive • Innovative, creative and ethically attuned • Leaders who determine what followers need to do to achieve objectives, classify those requirements, and help followers become confident they can reach their objectives • Inspire others to do more than expected • Raise level to self-actualization • Empower others • Focus on Values

22. The Challenge Ahead Given the right circumstances, from no more than dreams, determination, and the liberty to try, quite ORDINARY people consistently do EXTRAORDINARY things.

24. What is Required?

25. MOTIVATION? • Motivation is defined as “the extent to which persistent effort is directed towards a goal” 1. Effort - must be defined in relation to its appropriateness to the objectives being pursued. 2. Persistence - relates to the willingness of the individual to stay with a task until it is completed. 3. Direction - measured in terms of how persistent effort is applied in relation to the goals being pursued 4. Goals - individual goals and organizational goals (must be compatible)

26. Types of motivation • Extrinsic Motivation • Intrinsic Motivation

28. 5 Ways to Motivate a Team • Figure out what makes them tick (individual needs) • Give clear expectations • Consistent reinforcement and consequences • Healthy competition • Change out team members

30. Needs-based Motivation • Maslow’s Hierarchy of Needs: • Physiological • Safety • Relationship • Esteem • Self-actualization • The more you move from basic to higher level needs, the more motivation depends on internal factors

31. Needs-based Motivation • Alderfer’s ERG Theory: • Existence • Relatedness • Growth • Similar to Maslow’s Hierarchy in that it focuses on differing levels of needs, which are usually satisfied in order of importance • Unlike Maslow’s theory in that it allows for higher needs to be met, before lower-level needs under certain circumstances

33. Needs-based Motivation • McClelland’s Theory of Needs: • Achievement • Affiliation • Power • Concerned with the behavioral consequences of need • Non-hierarchical

35. Self Motivation

38. Akhuwat  Values Based Leadership

39. Q & A