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Persidangan Pengurusan Pendidikan Persatuan Pengetua Sekolah Menengah Sarawak Ke 40

Persidangan Pengurusan Pendidikan Persatuan Pengetua Sekolah Menengah Sarawak Ke 40. The voice of Leadership: How Leaders Inspire influence and Achieve Results Dr . Antony Hii 24 June 2014. Speaker Dr. Antony Hii , an active educator and professional HRD consultant and Trainer .

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Persidangan Pengurusan Pendidikan Persatuan Pengetua Sekolah Menengah Sarawak Ke 40

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  1. PersidanganPengurusanPendidikanPersatuanPengetuaSekolahMenengahSarawakKe 40 The voice of Leadership: How Leaders Inspire influence and Achieve Results Dr. Antony Hii 24 June 2014

  2. Speaker Dr. Antony Hii , an active educator and professional HRD consultant and Trainer . • MBA, Oklahoma City University • Doctorate of Education (HRD) The George Washington University, USA. • Leadership Development Program, Harvard Business School, USA Membership • World Institute of Action Learning, USA, • International Association Management Association, United Kingdom • Singapore Institute of Management and Malaysian Institute of Management. • Member of Society of Engineers, UK . • Working Experience • One of the Founders of InstitutTechnologiPertama(ITP)and KolejAman • Founder & CEO of KolejBersatu Sarawak (UCS) • President & CEO of Intishanghai Education Consultancy, China PRC • President and CEO of Kolej IBS in Miri, Sarawak.

  3. PersidanganKebangsaanPengurusanPendidikanPengetuaSekolahMalaysia Ke-53 The Transformation of Managers and Associates April 2014

  4. Why and What to transform as Leader?

  5. When and How to Transform as an Effective Leader?

  6. Strong leadership is the backbone of an organization Studied by Ken Blanchard (2003 -2006)on 2004 respondents

  7. (Most critical leadership skill) 1. Communication/listening 43% 2. Effective management skills 17% 3. Emotional intelligence and empathy 15% 4. Values and integrity 8% 5. Vision 6% 6. Empowerment 6%

  8. (Biggest mistake leaders make when working with others) • Inappropriate use of communication or listening 41% 2. Under- or oversupervising, direction, or delegation 27% 3. Lack of management skills 14% 4. Lack of support/inappropriate support 12% 5. Lack of accountability 5%

  9. (The top five things leaders fail to do) • Failing to provide appropriate feedback (praise, redirection) 82% • Failing to listen to or involve others in the process 81% 3. Failing to use a leadership style (oversupervisingor undersupervising) 76% 4. Failing to set clear goals and objectives 76% 5. Failing to train and develop their people 59%

  10. What is Transformational Leadership? • Communicate the goal's importance and purpose • Inspiring, Influencingfollowers to put the organization's or team's interests ahead of their own • Motivating followers' higher-level needs

  11. Bass and Avolio (1994)

  12. Research Study On Transformation Leadership Styles Dr. Antony Hii, April 2014

  13. How to develop your Idealized Influence & Inspirational Motivation Style?

  14. TWO Critical Skills 1. Communication, Charismatic Skills 2. Influencing, Inspiring Skills

  15. Case Study MH 370

  16. Case Study • PM - announced that MH370 ended its journey in the southern Indian Ocean. • MAS - issued a statement saying that there were no possible survivors. • Acting Transport Minister - the plane did not crash, and that there was hope of finding survivors. • Acting TM: Calling the tragedy a 'blessing in disguise'. • PM: Learning -we did not get everything right as the country had been focusing on finding the aircraft and -did not prioritise communications in the first few days after the aircraft was found missing

  17. Case Study What goes wrong? • Breakdown in communication • No clear communication structure. • Lack of purpose. A plan in disarray. • Anybody who is somebody has something to say. • They have not been speaking with one voice. • Broken all the rules of how to do it. • “Yelling like an uncoordinated choir and lead to confusion.” • Unkind words are used to describe not only the investigators, but the government and ultimately the country itself.

  18. A. How to Improve Leadership Communication? • Role • Drivers • Jo-Anne Facey, CEO, Mercer Human Resource Consulting, 2006

  19. Leader’s 3 roles of Communication Communication System (Role 1: Leader as Infrastructure Builder) Communication Planning (Role 2: Leader as Strategist) Communication Delivery (Role 3: Leader as Communicator)

  20. Role 1: As a communication infrastructure builder • Build organizational culture; • Develop Current communication climate; • Integration of communication with other human resources practices. Role 2: As communication strategy, the leader should: • Develop a clear, consistent message that is meaningful to the stakeholder; • Select and use appropriate communication channels; • Measure the effectiveness of the communication effort and adjust the strategy as necessary.

  21. Role 3: As communicator, • presentation skills, asking effective questions • listening skills, facilitation and problem solving • conducting high impact conversations • coaching and mentoring skills (one-on-one communication)

  22. Drivers of effective communication

  23. LILI • Leading, L • Involving, I • Listening, L • Informing, I

  24. Most Error in corporate Communication • Informing?? . - only a fraction of the communication equation. • only inform = fail to deliver results.

  25. The leader must know and understand his or her audiences and their information needs. • Listening to and involving stakeholders in decisions provides invaluable input and feedback. • Leading by example, 'walking the talk', sets a powerful behavioural model of commitment, and • Informing by sending a clear message in times of change.

  26. a Effective communication assessment b.docx

  27. B: Influencing • Job of Principals • How Difficult to get people’s help, when you have no direct authority over them? • How you get information or support who didn’t want to help you?

  28. B: Influencing • Why influence is important? • What influence will achieve? • How influence works?

  29. Influencing = Leading (without Authority)

  30. Power of InfluencingNielson Trust in Advertisement Report1.Recommendation from people I know 84%2. Branded Websites 69%3. Consumer opinions posted online 68%4. Editorial Content eg. newspaper articles 67%5. Ads on TV 61%6. Ads on Newspaper 61%7. Billboards and other outdoor advertising 57%

  31. Case Study: Michael Jordan, (Great Influencer) Coach: Phil Jackson

  32. Who is an influencer? Michael Jordan • Highest Score of average 30 points per game. • 6 Time NBA Champion. • One of 50 Greatest Players in NBA History • Two-time Olympic gold medalist (1984, '92); • Chicago Bull & Washington Wizards

  33. Who can be an Influencer Leader? YOU

  34. Discussion: Role play • Mark works in the accounting department in his organization. • He is implementing a new software package that will streamline the collections process, eliminating several unneeded steps. • He needs help from his colleague, Rob, to solve a problem. • Rob has exactly the expertise Mark needs. • The problem is that Rob is extremely busy with his own projects, and has so far been unwilling to help. • So, Mark uses the Influence method to get the work done

  35. Influence Model “Influence Without Authority. IWA” (Allan Cohen + David Bradford , 2005 )

  36. 7 steps

  37. Assume ALL are potential Allies • don't write anyone off, even those “difficult people” • looking at individual as a potential ally.

  38. Clarify your Goals and Priorities • Why you are trying to influence this person? • What is it you need from them/ • What is your primary and secondary goals?

  39. Most important step

  40. 4.

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