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How to be an Effective Leader Dealing with your HR Challenges

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How to be an Effective Leader Dealing with your HR Challenges

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  1. New leaders believe in people’s innate creativity and caring. They know most people can be awakened to be active in determine what goes on in their communities and organizations. They practice consistent innovation and courage – wherever they see a problem, they also see a possibility. They figure out how to respond. If one response doesn’t work, they try another. They naturally think in terms of interconnectedness, following problems wherever they lead, addressing multi causes rather than single symptoms. They think in terms of complex global systems yet also work locally” ~ Meg Wheatley

  2. How to be an Effective Leader Dealing with your HR Challenges SamyChong @Rogers.com Certified Master Coach. Speaker. Author. www.CorporatePhilosopher.com (416) 347 2814

  3. Dealing with Entitlement in the Workplace

  4. Dealing with Entitlement in the Workplace • My Previous Presentation • The Generation Gap • How do we widen the Gap? • Some solutions • Answer the group’s challenges • Your questions

  5. Dealing with Entitlement in the Workplace • Since our presentation on the Generation Gap, what three wins have you had? • What three challenges have you faced that you are still struggling to resolve? • What are you learning about yourself and your staff? • What do you think are the differences between being a manager and a leader?

  6. Being An Effective HR Leader • The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:

  7. Being An Effective HR Leader • – The manager administers; the leader innovates. • – The manager is a copy; the leader is an original. • – The manager maintains; the leader develops. • – The manager focuses on systems and structure; the leader focuses on people. • – The manager relies on control; the leader inspires trust. • – The manager has a short-range view; the leader has a long-range perspective. • – The manager asks how and when; the leader asks what and why. • – The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon. • – The manager imitates; the leader originates. • – The manager accepts the status quo; the leader challenges it. • – The manager is the classic good soldier; the leader is his or her own person. • – The manager does things right; the leader does the right thing. • QUESTIONS? COMMENTS? FEEDBACK?

  8. Being An Effective HR Leader • The ultimate test questions that I have learned are: • Do the solutions that you choose solve challenges or are they a temporary fix? • How authentic are you as a person in all that you do? • How much thinking is behind your thoughts?

  9. Being An Effective HR Leader • How to be an effective leader in solving your HR challenges • Learn; Unlearn and Relearn • Learn to love learning itself • Be more coach-like… • Cultivate a coaching culture rather than a telling culture • Seek first to understand what they see and feel • Empathy vs. Sympathy • Adopt the perspective that they are creative, resourceful and whole • Not for us to “fix” – provide tools for them to solve their challenges • Example: Provide 3 solutions to your challenges before you come see me.

  10. Being An Effective HR Leader • Learn to slow down so that you can speed up: • Be more aware and conscious - The answers are always in the present moment • Fewer judgments = Fewer thoughts • Meditation/contemplation/reading/inspirational quotes • Other forms of meditation – golfing, running, gardening, martial arts • Develop a truth-telling culture

  11. Being An Effective HR Leader • SETTING THE RULES FOR TRUTH-TELLING • Creating a climate that allows truth to prevail in an organization • What we share in the office we will keep confidential. • It is safe to tell the truth. • There will be no recriminations or punishment. • We tell the truth in a positive way and in a manner that is helpful. • We lead with questions, not answers. • We speak in a tone of voice that is honouring. • We also seek first to understand before being understood. • We engage in dialogue and debate, rather than coercion. • We tell the truth without blame or judgment. • We never wound with the truth. • We share truth because it is for the highest good of the organization and our learning. • Our task is to understand the other person’s truth. We do not have to agree with their truth. In fact, it is safe to agree to disagree. • Be open to the outcome, not attached that the outcome must be how you envision it. • This is the beginning of our mutual truth-telling.

  12. How to be an Effective Leader Dealing with your HR Challenges QUESTIONS Samy Chong Certified Master Coach. Speaker. Author. www.CorporatePhilosopher.com SamyChong@Rogers.com (416) 347 2814

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