11 Ways to be Seen as a Leader at Work
Transcript
- 1. Ways to be seen11as a leader at work (Even if it’s not in your title.)
- 2. EARN RESPECT FOR A BIG WIN, EARLY ON. 1
- 3. Starting out at a new company? 1
- 4. Starting out at a new company? Demonstrate your ability to make things happen. 1
- 5. Starting out at a new company? Demonstrate your ability to make things happen. Give yourself 3 weeks to get comfortable with the lay of the land, then identify a simple - but valuable - problem or pain point you can address that’ll benefit your team. 1
- 6. ASSOCIATE YOURSELF WITH A CHANGEMAKER. 2
- 7. Quick: take a look around. 2
- 8. Quick: take a look around. Whose opinion matters most? 2
- 9. Quick: take a look around. Whose opinion matters most? Identify the power-players who are integral to change in your workplace. Then, build a relationship: support their success by offering to help out on a project they’re heading up, or solve a problem they’re facing. 2
- 10. MASTER THE ART OF PSYCHOLOGICAL PRIMING 3
- 11. People forget the things you say, but they’ll always remember the way you made them feel. 3
- 12. People forget the things you say, but they’ll always remember the way you made them feel. The 3 most powerful emotions you can conjure up during interactions with your team? 3
- 13. People forget the things you say, but they’ll always remember the way you made them feel. The 3 most powerful emotions you can conjure up during interactions with your team? Happiness, power, and aspiration. 3
- 14. Ready to prime your colleagues to perceive you as a leader? 3
- 15. Ready to prime your colleagues to perceive you as a leader? Try one of these 3 simple psychological priming exercises: 3
- 16. 3 1 When you need to put a positive spin on a sticky situation: get your listener “primed” for happiness by asking about a highlight from their weekend.
- 17. 3 1 When you need to put a positive spin on a sticky situation: get your listener “primed” for happiness by asking about a highlight from their weekend. 2 If you’re looking to foster a greater sense accountability in your team: start the conversation by recalling an instance in which your colleague/s felt powerful - a recent presentation, an award, or promotion.
- 18. 3 1 When you need to put a positive spin on a sticky situation: get your listener “primed” for happiness by asking about a highlight from their weekend. 2 If you’re looking to foster a greater sense accountability in your team: start the conversation by recalling an instance in which your colleague/s felt powerful - a recent presentation, an award, or promotion. 3 If you need a proactive solution to a current challenge: prime your colleagues for an aspirational mindset by asking about their goals or vision for the future.
- 19. MAKE A TOUGH CALL, THEN STICK TO YOUR GUNS 4
- 20. 4 People respect people who respect themselves.
- 21. 4 People respect people who respect themselves. How assertive are you when it comes to making decisions?
- 22. 4 People respect people who respect themselves. How assertive are you when it comes to making decisions? Next time you’re faced with a tricky situation, weigh up feedback fairly, but don’t be too easily waived.
- 23. TRANSFORM AN ESTABLISHED PROCESS or ASSUMPTION. 5
- 24. 5 Effective leaders don’t hesitate to act in the face of change.
- 25. 5 Effective leaders don’t hesitate to act in the face of change. And rigid personalities hinder progress.
- 26. 5 Effective leaders don’t hesitate to act in the face of change. And rigid personalities hinder progress. Work to be flexible, fluid and adaptable in support of strategic objectives and big-picture growth.
- 27. VERBALLY RECOGNISE A JOB WELL DONE. 6
- 28. 6 Remember: leaders are people who demonstrate desirable characteristics.
- 29. 6 Remember: leaders are people who demonstrate desirable characteristics. Often, those traits involve: authenticity in applauding the work of teammates, honesty in admitting their own skills gaps, and selflessness in sharing credit.
- 30. DON’T KEEP YOUR CARDS TOO CLOSE TO YOUR CHEST 7
- 31. When you freely share business- related information and resources, 7
- 32. When you freely share business- related information and resources, you empower those around you to own their role in achieving organisational goals. 7
- 33. When you freely share business- related information and resources, you empower those around you to own their role in achieving organisational goals. You’ll build more meaningful relationships, and be perceived as a team player who puts the organisation’s best interests before your own. 7
- 34. foster collaboration. 8
- 35. Get people interacting. 8
- 36. Get people interacting. Teams only achieve extraordinary things when they have a healthy sense of mutual dependence. 8
- 37. Get people interacting. Teams only achieve extraordinary things when they have a healthy sense of mutual dependence. Look for opportunities to encourage collaboration at work and, in the process, grow your team’s ability to look to one another for support when times get tough. 8
- 38. PRACTICE WORK-LEARN BALANCE. 9
- 39. As millennials start dominating the leadership space over the next decade, 9
- 40. As millennials start dominating the leadership space over the next decade, a new style of leadership will emerge: one that is less autocratic, and more focused on proactive self-management, supported by mentorship and coaching. 9
- 41. 9 Dedicate at least 15 minutes of every hour you spend on any particular task to learning about the best way to do it.
- 42. 9 Dedicate at least 15 minutes of every hour you spend on any particular task to learning about the best way to do it. Inspire your colleagues to greatness by demonstrating your own sustained commitment to learning, unlearning, and relearning whatever it takes for you to stay relevant and add value.
- 43. THINK LONG-TERM. 10
- 44. In his first 5 years at the helm of General Electric, 10
- 45. In his first 5 years at the helm of General Electric, Jack Welch cut in 118,000 people from the payroll. At the same time, he spent millions on what he called “unproductive” things - like building a gym, and upgrading Crotonville, GE’s management and leadership training institute. 10
- 46. In his first 5 years at the helm of General Electric, Jack Welch cut in 118,000 people from the payroll. At the same time, he spent millions on what he called “unproductive” things - like building a gym, and upgrading Crotonville, GE’s management and leadership training institute. By the late 1980s, all of GE’s key productivity metrics were up - significantly. 10
- 47. 10 The lesson? Making tough calls in the short-term
- 48. 10 The lesson? Making tough calls in the short-term +
- 49. 10 The lesson? Making tough calls in the short-term Maintaining clarity of long-term vision +
- 50. 10 The lesson? Making tough calls in the short-term Maintaining clarity of long-term vision = +
- 51. 10 The lesson? Making tough calls in the short-term Maintaining clarity of long-term vision A thriving organisational culture in which people understand that true leadership is the ability to lead while being led. = +
- 52. PERSONIFY YOUR VALUES, EVERY DAY. 11
- 53. Shared values are the foundation of genuine and rewarding working relationships. 11
- 54. Shared values are the foundation of genuine and rewarding working relationships. Whether yours or your organisation’s, the values you choose to honour in your workplace serve to: 11
- 55. Shared values are the foundation of genuine and rewarding working relationships. Whether yours or your organisation’s, the values you choose to honour in your workplace serve to: 1 inspire those around you, 11
- 56. Shared values are the foundation of genuine and rewarding working relationships. Whether yours or your organisation’s, the values you choose to honour in your workplace serve to: 1 inspire those around you, 2 keep you accountable, and 11
- 57. Shared values are the foundation of genuine and rewarding working relationships. Whether yours or your organisation’s, the values you choose to honour in your workplace serve to: 1 inspire those around you, 2 keep you accountable, and 3 reinforce productive behaviour. 11
- 58. Shared values are the foundation of genuine and rewarding working relationships. Whether yours or your organisation’s, the values you choose to honour in your workplace serve to: 1 inspire those around you, 2 keep you accountable, and 3 reinforce productive behaviour. All of which are characteristics that make any strong leader worth following. 11
- 59. To sum up?
- 60. To sum up? If we’ve learned anything from watching Game of Thrones, it’s that power resides where men believe it resides.
- 61. To sum up? If we’ve learned anything from watching Game of Thrones, it’s that power resides where men believe it resides. So, “Leader” isn’t really a title.
- 62. “Leader” is a set of inspiring Practices. Instead?
- 63. “Leader” is a set of inspiring behaviours. Instead?
- 64. “Leader” is a set of inspiring characteristics. Instead?
- 65. “Leader” is a set of inspiring habits. Instead?
- 66. “Leader” is a set of inspiring Beliefs. Instead?
- 67. “Leader” is a set of inspiring actions. Instead?
- 68. Your capacity for leadership expands in direct proportion to your commitment to lifelong learning.
- 69. Your capacity for leadership expands in direct proportion to your commitment to lifelong learning. Register for a career-advancing online short course from the University of Cape Town today.
- 70. Your capacity for leadership expands in direct proportion to your commitment to lifelong learning. Register for a career-advancing online short course from the University of Cape Town today. getsmarter.co.za
- 71. Improving lives through better education getsmarter.co.za