The Ultimate Supervisor Module D

The Ultimate Supervisor Module D Supervision & Leadership Essentials Contents 1. Gaining the support & respect of your staff..................................Page 2 2. How to build teams that WORK..................................................Page 4 3. Coaching and mentoring others to excellence..............................Page 6 4. Mentoring – or taking people under your wing.............................Page 8 5. Handling difficult people in the workplace...................................Page 10 6. How to get on with people you don't like...................................Page 11 7. Recognising and dealing with poor work performance.................Page 13 8. Personal and Staff motivation...................................................Page 15 9. Developing a positive mindset...................................................Page 17 10. How to realise the leader within you........................................Page 19 11. How to become a leader.........................................................Page 22

Written Compiled & Presented by Colin Dovey Copyright Chiron Concepts Consulting Š 2012

Gaining the respect and support of your staff

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Respect We ALL have a right to be respected, but this ends when we fail to respect others. Moreover, we should, especially in a Management role, to make sure that employees are mindful of the feelings of others. The issues that need to be paid attention to are: · · · · ·

A respect for the ability of others Giving credit to others for their ability to be able to learn quickly Showing genuine interest in the welfare of others Recognising that the ideas of others have value Employees who enjoy "kidding" others, but unkindly and at their expense.

Gaining Staff Commitment, and persuading them to buy into your vision If an organisation or team, whatever it's size of composition, is to recognised as succeeding, then the measure of it's success is the level of each team 'members' commitment to the predetermined projects or goals.

Commitment, however, can never be just assumed. It requires focused, ongoing, valid and even brave application to every aspect of a task. Because it is so multifaceted, it can easily be misunderstood and therefore misapplied. However, there are techniques that can be applied in order to attain success: 1. Be crystal clear about what is needed Nobody can be expected to buy into an idea, action or philosophy, and then commit to it's success, unless they understand it's purpose and implications.

In fact, if you yourself demonstrate any lack of clarity about your path, this will immediately rub off on your staff. Honourable causes will always attract commitment.

2. Actionable Goals and Dedication to their attainment At the outset, hold a meeting with the people whose commitment your are seeking, and then give them your perspectives about the road ahead, and the desired results. Once the longer term goals have been established, then delineate the short-term results that are expected. They will need to know what will be in it for them individually, and also as a team, as an outcome of their participation. Point out, with enthusiasm, that even the smallest of ambitions need total commitment and cohesion form everybody to realise that final objective.

3. Adopt a problem-solving stance Employ group facilitation know-how and input to identify and analyse potential blockages to the achievement of goals. Motivate employees to plan expeditiously for the countering and elimination of hold-ups. Get an individual acknowledgement of responsibility and the confirmation of commitment – either verbally or in writing. Reward these actions and distribute them to the entire group.

4. Set achievement Benchmarks Make a decision as to how both progress and goal attainment can be measured and then recorded.

This alone can be a good motivator for reaching higher levels of attainment. A basic tenet of good management is, without doubt: "If you can't measure it, you can't manage it"

5. Be patient, but persistent Your every action will be monitored and mimicked by others. Any lingering doubts in the minds of employees will be swung either way by whether your actions are positive or negative in the attainment of an expressed goal. ANY attempts aimed at obtaining commitment by vigorous pushing is bound to fail. You need to be pretty decisive if you see that commitment is not forthcoming, and decide either to persevere, change your approach, or just to dump the idea.

6. Encourage networking amongst staff If you promote a sense of cooperation between staff members, and their need for commitment to each other for success, they will have a number of positive spin-offs. There is likely to be less absenteeism, because each team member will realise that his/her lack of input could affect other participants, immediately, and in the future.

7. Foster a positive workplace environment A modern, vibey workplace is the place where people want to be, and there is little doubt that a harmonious environment will bring out what is best in people. Moreover, if they have had a say in it's establishment, and therefore feel part of it, commitment will come naturally.

8. Acknowledge Excellence Any achievement, if recognised in suitable ways, will encourage yet higher attainments, and with it a high level of commitment. Any recognition should not be restricted to individuals, but extended to teams and family members. This sort of all-encompassing support structures will bring overall stability and wide-ranging and ongoing commitment.

How to build teams that WORK

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The essence of good teams is multi-faceted, including the following: · · · ·

A variety of complimentary skills Commitment to an appealing common purpose Dedication to supporting each other Clearly defined plans and goals

1. The Path and the purpose Without a purpose there can be no "cause", and it follows that there can be no goals – it conjures up a picture of headless chickens running around in circles. It follows that any team will work only when members clearly understand their purpose, that of the team and it's ultimate goals 2. Precise Planning If you have done your homework, based on your findings, established a team for a specific purpose, and made it abundantly clear, the next step in the process is to make sure that the members of your "flock" are without a shepherd, just munching grass.

Your role as shepherd must therefore be able to marshal them into determining · · · ·

Advice and assistance needed Materials and resources Flowchart of project steps Budget considerations

3. Clear role definition Each members' contribution will be defined by their level of empowerment, their contribution, and this "UNIT" must be attributed with an expectation, so that it can be measured. Beyond that, there is a unit of "shared roles" with clearly defined duties, either individually or jointly, the likelihood of costly time-consuming duplication is avoided.

4. Dictate clear communication The essence of clear communication, is if course that it should be two-way. In essence, that means that it should be succinct, clearly transmitted and carefully listened to between each team member.

Moreover, it is imperative that all opportunities presented be creatively explored, and debated....an that information must be shared.

5. The Acronym T.E.A.M means something Ironically, the words "Together Everyone Achieves More" leads to the word TEAM. Nothing could be more appropriate could it? Fostering this approach will no doubt encourage all team members to employ their skills to make a positive difference in the workplace. The type of behaviour that needs to be encouraged in individuals within a team environment is: · · · ·

Initiating a connection Seeking Information (in and out of team) Suggestion-making, discussion and implementation Recognising team member contributions

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Replacing unhealthy competition with team collaboration Setting clear parameters for behaviour

6. Making decisions – how to implement Much discussion is bound to take place within the time. The effectiveness of this will come down to it's implementation by a good leader.

7. The Group Dynamic Many people are totally unaware of how the subtleties of non-verbal communication are transferred to others. The manager's role is to educate the team members regarding the subtle, but important role this plays in the Group Dynamic. Achieving this properly will contribute enormously to team cohesion and performance.

8. Make it clear that individual participation is paramount Not everybody on the planet is ideal team material because they are loners by nature. By definition, they can be excluded immediately. The balance, in general, are goal-directed, socially oriented folk.

The team culture provides the ideal environment to recognise and foster opportunities for people to be involved in decisions which will affect them personally and then the team performance. It is important therefore, to evaluate each team member, taking their knowledge into account.

Coaching and Mentoring others to Excellence

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In times past, the idea of coaching or mentoring outside, or inside an organisation was virtually non -existent. However, in the context of the role played by a manager in modern times, they now play a two-fold role. One role is the correction of their performance to conform with the norm. The other will be to encourage and help them to grow professionally, thus enabling them to contribute meaningfully to the organisation itself, and then to advance their own careers.

This can be very demanding for a manager, and therefore it is wise to delineate a process to be followed to make this efficient and not stressful if properly carried out.

1. Anticipate the need On their own, employees are not likely to admit the need for coaching in any form. Admission will be tantamount to acknowledging poor ability. This means that a manager needs to be cognisant of the shortcomings of staff members, and then to intervene, to encourage growth and development by way of coaching and mentoring.

But in practice, a manager is normally too busy to adopt a coaching stance every time an employee presents with a problem. This means that any manager will have to be selective about when to use this approach. It may be better to delegate the task to a staff member who has specialised in this arena.

2. Is coaching deemed necessary?

Before jumping in at the deep end with full-on coaching, you must be able to ask the following questions: · · ·

On what basis is performance not meeting requirements – is it based on a company-set benchmark, or is it being measured against another person?

If the problem exists, can it be corrected, and is this realistic, based on previous experience Is the problem connected to faulty equipment, poor organisation of systems in general, a lack of information, or unrealistic deadlines, etc.

Coaching may often not provide the expected answers 3. Preparatory planning for coaching The planning needed should address the following: · · · ·

Collection of materials, records and associated data Structuring the message to match the employee The anticipation of possible results Time and place for sessions

4. Consult and agree on need..if any Once a conclusion has been arrived at regarding the problem which may exist, it must be run past the employee in its entirety, and the agreement reached by both sides as to its veracity and verisimilitude.

5. Define and discuss the options This step is nub of the coaching process and requires that, together with the employee:

· · ·

Anticipate potential and potholes, and stumbling blocks on the road ahead, coupled with strategies to handle them Examining the pros and cons of each idea, and any options if needed Ask questions that result in more than just a YES or NO response

Acknowledge good suggestions, but be prepared to tell the employee when you disagree with any aspect. Build positively on any of the employee ideas.

6. Agree on action detail · · ·

Measurable goals leading to defined outcome Agree on a timeline Obtain commitment

7. Set up review program Establish and agree upon a schedule of review at the coaching session to make sure that the plan of action is working 8. Summarise the steps Recap the agreed actions and check for understanding. Follow up, and provide feedback.

9. Avoid these FATAL Coaching mistakes · · · ·

Coaching only "problem employees" – your approach should be to nurture talent and help employees to grow Don't confuse coaching with disciplinary action – it must be positive, non-threatening process Don't go into lecturing mode – it is a two-way interchange of ideas Being non-specific – relate the employee to statistics which he/she can relate to.

Mentoring – or taking people under your wing

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The word "mentor" itself is rooted in ancient Greek classics, specifically, Homer's classic, "The Iliad", where Oddysseus, King of Itacha left his family, to go and fight in the Trojan War. Concerned about leaving his young son Telemachus behind, he asked a trusted friend.....Mentor by name – to raise his son in his absence. Thus was born the role of being a mentor, designed for the following duties: · · · · · · ·

Father-figure guidance for leadership Teacher – academic performance Role model – public view Trusted advisor – relationships Challenger – to do his best Encourager – to recover from feeling down Counsellor – Mental processes

1. Coming to understand what mentoring means The concept of mentorship needs to be "woven in" to the company routine and not APPLIED to it as an extra application. The roles of coaching and mentoring ar often misunderstood and therefore confused.

Moreover, mentors can assume a variety of highly beneficial roles, such as: · · · · ·

Guiding new staff members into their unfamiliar roles, helping them them to feel part of the organisation Providing information about how the organisation REALLY works Helping protégés to set goals, plan their careers and then develop the skills necessary for career advancement.

Listening to their problems, calm fears, provide feedback and boost their confidence.

Providing a role model for them to observe and emulate

2. Designate mentoring tasks It is advisable to rotate the responsibilities for being a mentor, to provide not only for variety, but also takes the pressure off using just one person in this role. Preparatory to the arrival of a new employee, the designated mentor should, upon arrival: · · · ·

Make contact with the new employee, and make that person feel welcome Sit down together to determine particular needs Provide any background documentation and informative reading. Explain the mentoring function.

Remain available for questions, but encourage independence, and always taking an active interest in the new employee's work and welfare.

3. Pinpoint the Stellar Performers Your management style should allow for a coterie of class performers, but there are always those who demonstrate the potential to rise above the rest and perform the extraordinary. These people must be identified early, and then nurtured and developed.

4. Draw the line between mentor and "mate" Although a mentor will need to work closely with any of his/her charges, it is never advisable to be-

come embroiled in their personal life to the extent that to their social life as well. Obviously, discretion is required here, and there is a line, if crossed, can sully the credibility of a leader/mentor to staff.

5. Encourage Individuality In the process of mentoring, the intention is not to produce clones of the mentor. This carries with it, the danger that brilliance, creativity, and originality. It is a fine balance, and a mentor's expectation can be explicit, without having to dominate the behaviour of their protégés.

6. Benefits flow both ways Mentoring is not new, and has stood the test of time. Whilst a mentor is likely to experience a high degree of personal satisfaction as their protégés respond and blossom, accordingly. On the other hand, protégés often bring with them refreshing insights that provide meaningful challenges and motivation, and include new developments in the field. If a candidate does well in a mentorship program, this has a positive spin-off in the enhanced reputation of the mentor.

7. And now – the comprehensive benefits of mentorship · · · ·

Some companies formalise the process by providing perks, key project funding, and celebratory recognition functions With the company, socialisation moves faster through the hierarchy, protégés learn quicker, people potentials are realised more quickly, and fresh talent is drawn on.

Avoid favouritism because this could frustrate other employees.

Beware of being accused of either sexual harassment, sexual or racial discrimination – so professionalism, discretion and decorum are the order of the day.

Handling difficult people in the Modern Workplace

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Many is the time when people encounter others acting in a crass, often unpleasant manner, and they are at odds as to how to deal effectively with this type of behaviour. This is most often becomes a problem in the modern workplace, where, not only can this type of person completely disrupt the flow of work, but will also tend to drag other people along with them, and then generate a snowball effect of chaos, but a serious impact on bottom-line turnover and profits.

The successful management of ANY problem in the workplace requires a Manager or Supervisor to: 1. Know beforehand what types of behaviour to expect 2. The root cause of difficult behaviour 3. Have a set of guidelines to counter the behaviour The bottom line to understanding Behavioural issues – FEAR! People who exhibit difficult behaviour, do so for just ONE primary reason: FEAR – and that fear emanates from one or more of the following; a) b) c) d)

A feeling of inadequacy or inability to cope A fear of loss – the loss can be tangible or imagined A fear of being embarrassed, and found lacking in some way Plain ignorance of what a situation may or may not involve

Nothing could be closer to the truth, but it tends to obfuscate what people actually do in real life, because fear is a natural human phenomenon, and human behaviour in different fearful situations complicates the understanding even further. Somebody who may be meek and mild in their behaviour in a domestic environment, may be rude and aggressive at work.

Once we realise that all behaviour in the “difficult” zone emanate from fear, and then break the problem down to some basic essentials, it makes the issues considerably easier to handle.

Handling the key behaviour modes: Bullying & Arguing: The first principle of handling this sort of person is NEVER join the argument or become physical yourself. Use encouragement for that person to change course. Encourage this type to look at both sides.

Pessimism & Pig-Headedness: Speak of the positive that will be gained if they will only persist. Don't get involved in their discussion. Present a reasonable optimism by asking for a worst-case scenario, or using the lesser of two evils argument.

Over-Fussy & Know-it-all: Set a specific time or job completion-based task. Do not get into a debate about quality. Emphasise overall objectives and suggest a logical step-by-step approach.

Thin-skinned or Shrinking-Violet: Give genuine praise for ANY, however small achievement.

Do not force them into things. Get to know them, so that they feel comfortable in your presence.

Careless or Chattering: Throw down a demanding challenge for a time or deadline. Do not try to push more work onto them though.

Pedantic or Procrastinates: Initially use patience, but you will need to monitor this type. Do not be overbearing though.

How to get on with people you don't like

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At a fundamental level, people in general in general demonstrate certain behaviours for one of two reasons: · ·

They don't know any other way They feel that "their way" delivers the goods.

The odds are that a manager will come up against at least ONE employee with whom they will bump heads, and probably dislike as a result. The challenge lies with the manager concerned – is he or she flexible enough to bring about any desired changes in the employee, and then in their relationships? Here are some suggestions: 1. Switch into your tolerance mode Avoid falling into the fatal trap of a dislike for one employee to intrude into your professional work relationship with them. The key here is to exercise tolerance, and demonstrate positivity in your attitude toward them. Your adopted style should be to exude confidence and to appear relaxed, coupled with an easy-going style. This is your trump card, because it will draw the line in the sand to show that you are not put off by people who can be hard to get on with.

2. Practise LIKING people Dale Carnegie said: "The sweetest word in any language is that person's name" There are many other ways, and here are a few for now: · · · · ·

Create opportunities to help people to shine and then recognise that Make a habit of remembering people's names, and then USING them Treat people with respect and they will reciprocate Focus on work contact only – don't cloud the issues Accentuate the positive, avoid being hypercritical

3. Be temperate in your responses to others If you learn to respond in a balanced way to difficult people, their unpleasantness will be easier to swallow. You need to develop a set of balanced responses, which could include: · · · ·

People harbouring grudges can be circumnavigated by not discussing pet peeves People who never admit to being wrong, so bit your lips for now, and never respond with criticising sarcasm or ridicule. Deal with it later in private.

If the person comes across as aggressive, make them feel responsible for that attitude, and encourage their ownership for their stance.

People who have "verbal diarrhoea" are easily handled if you can arrange for a staff member to tactfully interrupt at a prescribed time, and then plead restricted time and another appointment.

4. Keep your work relationships formal, but friendly The secret here is to be totally natural, after all, there is work to be done and it is not a social occasion – this demands balanced formality. So confine your "interest" in this person to strictly workrelated matters.

This sense of formality will keep your interactions with them to a bare minimum, and not to interfere with work-related outcomes. Let this person (the employee) make the 1 st move to discuss any non job-related matters, and deal with them quickly and efficiently.

5. Make sure that a testy relationship does not cloud your judgement Don't effectively lock this person out if your find their "shenanigans" difficult to counter. The approach here, is that you need to extend yourself by involving them by delegating appropriate tasks, and indeed inviting their active participation on committees, on teams, and in other essential activities. You must realise that you are unlikely to have everyone liking you all the time, and deal with it.

6. Talk to the people Do not descend into the depths with the errant employee by reacting with "like with like" banter.

Rather talk to this person in a mature, non-aggressive manner. This could be the key to the resolution of the stand-off.

7. If you are wrong, admit it quickly It is very important if you are about your take on the matter, to admit it gracefully and resolve to do something about it.

If the employee is wrong, then reach an agreement about specific changes that will be the outcome. But the key here is to demonstrate that YOU are keen to continue in a friendly manner than in the past.

8. Develop a set of coping skills Try to become a student of personality types and how to deal with specific types. There are a variety of management tools available for them, including handwriting analysis, the Enneagram and classical IQ and EIQ tests. Your actions can then be directed and focused to handling each personality type in its own way – even for those you may not like – for now.

Recognising an dealing with poor work performance

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Undoubtedly one of the most important tasks facing any manager is evaluating staff performance.

Strictly speaking, of course, this activity should be ongoing, day-to-day activity. The prospect of not doing this will render the manager unable to make sound decisions regarding promotion, transfer, counselling and even dismissal. The pinpointing of unsatisfactory employee performance is vital because it can open the door to a facet of remedial steps.

But what is performance evaluation?

Performance Evaluation embraces 3 facets: · · ·

Observation and identification – the routine involved in viewing certain job behaviours Measurement – the comparison of how a job SHOULD be performed against actual Development – actual job improvement or degradation over time

How do we go about this process?

1. Become aware of the Red Flags If managerial control is sloppy or non-existent, employee work performance can evaporate in the blink of an eye – and the detrimental effect on the organisation can be enormous. If monitored regularly, before the problem gets out of hand, it can save costs, both to the employee and the organisation.

2. The outward signs of Poor Performance · · · · · · · · · · · · · ·

Missed deadlines Dilly-dallying on job Time wasting Untidiness in dress, and workspace High accident rate Decline in work quality Complaints – from staff or customers Excessive waste of materials Sloppy attitude – apparent tiredness (constantly yawning etc) drop in enthusiasm, slipping concentration Up and down performance Hiccups in fulfilling requests, specific tasks and responsibilities Regular failure to attend to important details Lack of judgement and poor decisions Overall decline in standards

3. Check the attendance register or clocking in A number of factors need to be taken into account: · · · · · ·

Regular late-coming Knocking off early Absenteeism, especially on Mondays and a t month-end after pay-day Abnormally long lunch breaks Time off for flippant reasons All of, or any one of the foregoing could be just the tip of the iceberg, pointing to more serious problems

4. Sick Leave syndrome Poor job performance could be a smokescreen for real or feigned illness, and then either physical or psychological issues. The signs to loom out for: · · · ·

Regular minor excuses regarding illness Higher frequency than that of other emplyees Recurring incidence of illness Physical illness more serious

5. Specific signals of determining behaviour · · · · · · · · ·

Sudden mood changes Trembling – related to many causes, such as drinking, medication etc Alcohol breath Loss of memory Sloppy appearance (clothing, men not shaving, make up poor for women) Speech difficulties Prevalence of abusive language Destruction of property (cars, desk, tools etc) Blatant hostility

6. The underlying causes of personality changes · · · · · · · ·

Highly emotional or undue aggression Flashes of irritability A move to moodiness, coupled with unpredictable behaviour Sustained effort difficult – works in spurts Actual violence Ducking out of face-to-face contact with others Over the top reaction to actual or imagined criticism A general move toward withdrawal

7. Correcting the problem The solution to the problem could embrace a few options, such as: · · · · · · ·

Mentoring Re-training Coaching Counselling Demotion Transfer Termination

Personal and staff motivation

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Using an achievement list to accomplish objectives Ironically, some managers are over-modest about their successes, and thus effectively shoot themselves in the foot. In fact though, a strategy of recording personal successes can contribute toward increased self-productivity and bolster career advancement. With this in mind, the compilation of a Personal Achievement List ("PAL") which can have a considerable impact on ANY manager's career: 1. How to go about this?

Surprisingly. There are many managers in our midst who consider themselves to be just moderate achievers. Just how this happens is easy to understand: They are so "in the groove" of their daily routine that everything has become 'normalised'. It would take an outsider to recognise that what is being done is extraordinary.

If a manager recognises the foregoing, then the way to deal with this, is to look back at past achievements more positively to motivate himself/herself to greater heights. Once this has been acknowledged, then strive to even greater success.

2. Are YOU achievement motivated? Check here · · · · · · ·

Are you self-motivated Do you really want to accomplish something worthwhile Do you like to set your own goals Are you "doing your own thing" or being told what to do Are you goals wimpish or unchallenging Do you enjoy feedback – positive or negative Will you claim the responsibility for your achievements

3. Build up your personal achievements list ("PAL") If you look back, you may well be surprised (and pleased) to realise that your past achievements are significant. So, it is a good idea to keep a list of your successes (on a spreadsheet), delineating: · · · · · · · ·

Awards Articles written Talks given Papers written Books read Promotions Qualifications Workshops attended etc

4. How to use your "PAL" If you follow the foregoing routine, the practicalities and benefits will soon kick in and you will derive these benefits: ·

For measuring progress: The benefits of seeing your achievements all in one place are immeasurable. But to have them in chronological order order helps you to determine, very clearly, if you are making the kind of professional progress you have in mind for yourself. But double check this – do your past successes support your goals? Or do they simply consume time and energy?

· · ·

The attention-getter: With your success profile at your fingertips, you will be well placed to promote yourself at interviews and meetings Document Backup – The previously tedious process of putting together your résumé can now be refined and streamlined Personal motivation – Those who plan their success have a successful mindset

5. Now kick off your projected achievement list With the act of recording all your achievements to date in writing, you have now reached a stage when you can look at projecting your future achievements. But beware, make sure that you list the ones that are realistic, and record them month-by-month, and in support your overall goals. Bear in mind though, this is a "living document" requiring continual revision.

6. Accelerate to your FULL Potential · · · ·

Those who are successful have goals Those who have goals succeed, those who succeed have goals It is not how much you know, but what you want to get done AIM HIGH – the ones who fail don't aim

Developing a positive mindset

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What is YOUR attitude? - are YOU one of those who have it all?

If you have not met them, those who look as if they have it all, then you have either heard about them, or seen them on TV – the ones who appear to have it ALL · · · ·

Everything going for them An ideal upbringing Seemingly unlimited talents Contacts with people in the right places

But guess what? They never get past first base in their career. The key to this is their ATTITUDE! But this one factor alone has put the brakes on many a career. Changing an attitude is not easy, but the fact is, it CAN be done if one follows a process.

1. Understand and practise visualisation Visualisation is amongst the most powerful techniques that can be employed toward changing one's self-image – simply because the pictures created in your mind carry the potential of being translated into reality There are 4 elements to apply when using this powerful technique – and even a small increase in any one of them will exponentially increase the rate our wishes are translated into a tangible form.

FREQUENCY – the number of times is directly proportional to the level of success attained VIVIDNESS – Bright, vivid pictures will also translate themselves into reality INTENSITY – Strong beliefs and desire from deep within will bring rewards DURATION – The longer you keep the desired future event in your imagination, the more likely it is to appear 2. Make positive affirmations What is an affirmation? It is a STRONG statement emanating in our conscious mind. This approach will tend to override old old information and then reinforce new, positive habits of thought and behaviour. Then any affirmation use the "Triple P" formula

POSITIVE, PRESENT

AND PERSONAL. In practice, it if you want to increase your confidence, the positive self-talk along these lines will help: "I am already feeling more confident" and also "I am able to talk well in public". Carry on with that theme and you are already halfway there!

3.

Say it aloud

You will need to persist with this, at the beginning and end of day, that is verbalising your affirmations. You will surprise yourself how much more confidently you will behave in the real world. If you have to meet with someone now, tell yourself aloud and often: "When I meet this person, I can see myself as being calm, confident and in control". The fact is, what you see, is what you will get.

4.

Act the part

Make a habit of walking, talking and acting exactly as if you ARE the person you want to be – and the best advice anybody me years ago was: "Fake it until you make it" BE the person you want to be – NOW.

5.

Only expose yourself to TOP QUALITY information

The more you read, listen, observe and learn about your area of interest, the more confident and capable you will feel internally. But you will need to be selective about the quality of info you imbibe. An analogy is our early habits – feed on only the healthiest food.

6.

Mix only with positive people

Fly high with the eagles, and don't mix with the turkeys in life. Bear in mid – you will be judged by the company you keep. Keep away from the losers – they will pull you down with them.

7.

Find a positive icon and imitate them

It is a fact that the qualities we admire and envy in others usually reflect our own underdeveloped capacities. Imitation is vital in the learning process. So, identify those folk in your environs with a POSITIVE MENTAL ATTITUDE (PMA) and observe what they do, the emulate it.

8.

Teach others

There is no better way of learning this than to teach others what you have learned – simply because you will understand it better, and then internalise it better yourself. Grab every chance you can to share your knowledge with others as a stepping-stone of helping you on your path to becoming familiar with it.

How to realise the leader within you

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There is nothing about leadership that most people cannot attain. Certainly, the really great leaders may be as rare as superb actors, talented artists, outstanding athletes and brilliant academics, within everyone lies the potential for leadership at some level. However, there is no magic potion that transforms people into carrying leadership out in real life with aplomb. Don't lose heart though, because if you display the following leadership qualities, you will be well on your way to cracking the leadership role you desire.

1. Demonstrate Integrity Integrity is something you need to develop over time in the real world by your words and actions.

In this way you will build trust, which in turn influences others, sets and maintains standards, and then builds your reputation as the person who can be relied upon. Act and behave what you are and be genuine about it – others will follow your positive lead.

2. Demonstrate extraordinary persistence There are 3 major opportunities for learning to lead: · · ·

Trial and error Observation of others Education

Al three of the above require 'stickability' – the ability to persist with the job at hand, against the odds, and then learning by trial and error. Ultimate success is experienced only by those who push through the 'pain barrier' of life experiences.

3. display a confident exterior A sense of abiding confidence in your innate abilities is a given. If you doubt yourself, why should others believe in your abilities? REAL confidence can only be acquired through experience, skill development and positive affirmations. The fact is, people will only 'buy into' and 'leader' once they have 'bought into' his/her leadership.

4. Commit yourself to hard work There is nothing on earth that is worthwhile that comes easily. It is a fact that great leaders THRIVE on hard work – and that their motivation is a desire to rise to their own high standards. The formula to observe is a balanced combination of self-discipline and an abiding desire to 'make a difference'.

5. Set your sights on being responsive Being responsive is being able to give people what they want: · · ·

Courteously When they want it At a sensible price

You will be remembered, not for the NUMBER of tasks you take on board, but by those that you complete successfully 6. Bringing out the best in others

Working with others is a prerequisite to the leadership role by: · ·

getting them to buy into your dream inculcating in them a burning desire to achieve, by motivating and coercing them

7. Energy must be demonstrated The credo 'Actions speak louder than words' is important to observe. Never veer away from being willing to: share the load roll up your sleeves mix it with others apply yourslef longer give it that extra spurt (or more) Keep fit

· · · · · ·

8. Back your own judgement Courage and a sense of boldness are KEY leadership qualities. You need to: · · ·

Demonstrate a willingness to take chances To experiment Display an optimism in the face of failure, and then: any 'failure' must be seen as an opportunity to begin all over again, but be better prepared than before.

9. Develop humility Learn to recognise your place in the larger scheme of things. So demonstrate: · · ·

High ideals Strong sense of personal morality Never indulge in childish behaviour

10. Develop a sense of timing Being able to 'seize the moment' is the ultimate key to any successful venture, so get your timing right – a combination of alertness, foresight and imagination.

11.

Nurture that winning attitude

Life is not what happens to you – it is what you do about what it throws uo, and your attitude will determine your responses.

12. · · · · · · · · ·

Focus on the C's of leadership:

Courage Commitmnt Caring Creative Competent Crystal clear Communicative Charismatic Crazy (about making a difference)

How to become a leader

21

Gone are the days when the mining barons used to sit in the rarefied atmosphere of their 'club' and, because of their often inherited wealth, command a leadership position. Leadership is not an exclusive club for those born with a silver spoon in their mouths. To some extent, leadership could be considered to be 'in the genes' – it does rely heavily on training and experience. What is encouraging though, is that a great deal of the basic skills for becoming a leader can be acquired. Connected with a driving passion to excel, then there is very little to hold the aspiring leader back. Because all that is true, we can all reliably draw on the recorded ways of achieving success. You cannot lose if you try by: 1. Make a point of taking an independent, comprehensive self-analysis test Employ the services of an experienced, knowledgeable Life Coach who can reliably: · · ·

Do a professional Handwriting Analysis Test your Emotional IQ Do a Psychometric Evaluation

Very few people REALLY know themselves this well – but if you want REAL success, find out.

2. Develop a comprehensive goals Plan a) Start out by drawing up a "Wheel of Life" based on the following elements: · · · · · · · ·

Career Education Spiritual Health Community Recreation & Fun Family & Relationships Financial

Once you have done this, you need to use a "Brainstorming" Process to extend each of the above headings – a useful tool for this purpose can be found in Buzan's Mind Maps – there are a variety of books, and some very good software.

Also, do what is called a SWOT Analysis of yourself, to determine your

Strengths, Weaknesses,

Opportunities, and Threats.

3. Plan a systematic route for gaining knowledge Once you have plotted your career course, all the way to the top of the tree as you see it now – and don't be shy here, you then need to match to qualifications that will be required. In general, this could be technical – such as an Engineering or a Science Degree, or Commercial, such as a C.A. Or B.Comm., or CIMA (Chartered Institute of Management Accountants) or Law, such a B.A., L.L.B. and then any one of these can be followed by an M.B.A., with an emphasis on Management.

But beware of making the mistake of collecting a string of academic qualifications with scant reference to their practical application. An idea here as well, would be to attend live Managment Workshops or a Business School.

4. Become aware of what Leadership Involves in its entirety Here is a powerful 5 point plan to achieve that goal: ·

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Break the logjam – go out of your way to find challenging work-related opportunities which allow you to experiment, innovate, improve, grow, and take risks to change the "system".

Take a visionary approach – once you have an inspiring vision of what the future can be, then enlist others to SHARE your vision by appealing to THEIR interests, and then their hopes and dreams Empower others to take up the cudgels – engender a sense of mutual cooperation, by challenging having challenging goals, and building trust. The little known secret here is that people you lead are strengthened by YOU "giving away" some of your power, providing them with choices, nurturing competence, assigning critical tasks, and offering meaningful support.

Blaze the trail – Stand up to be recognised as an example of values that can be shared, and by sharing small victories that, although minuscule, promote consistent progress and entrench commitment Talk to the Heart – be hearty in your approbation, and lavish in your praise – recognise individual triumphs – however small and celebrate team accomplishments ALWAYS.

5. Read Biographies Make a critical analysis of available literature – books – of leaders YOU admire (Nelson Mandela, Barack Obama, Desmond Tutu) and perhaps even some you don't admire, to learn from their mistakes. The idea idea is to understand the quality, and the essence of leadership.

6. Become a volunteer for Leadership opportunities Don't get bogged down in just one area of leadership – by looking outside of your current workplace, such as: ·

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Leadership roles in organisations such as Toastmasters and Rotary International. Look also to belong to a Professional organisation, such as the Directors Institute, The Institute of Professional Engineers, the South African Institute of Chartered Accountants, and so on. Volunteer your services in this type of organisation.

Go out of your way to take on tough assignments. Although this can be a risky road to follow, they carry the prospect of much higher rewards in the leadership stakes

7. Find a cause – causes NEED leaders Do you have a BURNING desire to lead to serve, achieve a goal, and make the world a better place?

Then make sure you have a crystal clear sense of mission, strong focus, and a PASSION to achieve.

8. Reflect on your successes and perceived failures This is not an easy one to review, and needs an unemotional approach, especially where you think you have failed. So it needs to be carried out in an organised way, by asking yourself: · · · · ·

What lessons were learnt about myself, and about leadership in general Did I acknowledge the input of others In what way did I involve others, especially in a collaborative role How did I motivate/de-motivate others How do I challenge others and myself

9. Finally – MAKE things HAPPEN! People are no longer motivated by intimidation and threats – build a dream for people, and guide them with confidence to achieving that DREAM.