y Focuses on People Has Influence Asks Why Shows how its Done Says We Does the right

thing MANAGER OR Technical Plans Focuses on

Systems Has Asks Authority How and When Knows how its

Done Says Ithings Does Right Presenc e Relationshi

p Influenc e LEADERSH IP If you want to lead a team, you need to enjoy working in one. Leading a team is

about enjoying people and trying to get the best out of them. My job is to let them do their work to the best of their ability. Dr Kate Drummond, Head of Neurosurgery, Royal Melbourne Hospital Leadership How would you rate yourself on the following:

If the little things frustrate you, what does that say about your size? He was a leader determined to never let himself reveal any

Ienthusiasm. believe in being strong when everything is going wrong. His words were all mash and no fibre. She was in charge of morale. She was the distilled essence of a dynamic leader, someone who knew how to delegate, had the passion to inspire, even looked good in what she wore to work. She never professed to have greater skills than her subordinates. She acknowledged that they knew what they were doing in their A

leader isBut likeshe a shepherd - hethe stays behind flock, letting the

domains. established vision, thethe tone. She led morale. most nimble go ahead, and the others will follow, not realising that all along they are being directed from behind.

The heart comes first, then understanding. A Framework for Leadership: (after Maj. Gen (Rtd) John Cantwell)

The A Lane Authentic Accountable Accessible Seizes Advantage from Adversity Adaptable A Framework for Leadership:

(after Maj. Gen (Rtd) John Cantwell) The B Lane Big Ideas Builder Binder Breaker

Bad Behaviour (deals with it) A Framework for Leadership: (after Maj. Gen (Rtd) John Cantwell) The C Lane

Communicates Cares (about people) Crafts (a compelling narrative) Cheers and Criticizes Crisis Leader A Framework for Leadership: Cantwell)

The D Lane Decisive Delegates Divides (& conquers) Defeat (deal with it) Death (to meetings) (after Maj. Gen (Rtd) John

A Framework for Leadership: (after Maj. Gen (Rtd) John Cantwell) The E Lane Connects Emotionally Embraces uncertainty

Explains and Educates Keeps Evolving Encourages new leaders Leaders have a Vision: Where are we? Where do we want to be? How do we get there?

There are Leaders who: Make it happen Let it happen Wonder what happened ..WHICH ONE ARE YOU? The Leader: David Golemans Emotional

Intelligence work SELF-AWARE: the ability to recognise and understand your moods and emotions. SELF-REGULATOR: the ability to control disruptive impulses or moods. To think before acting. MOTIVATED: a passion to work for reasons beyond money, status, or holidays.

EMPATHETIC: the ability to understand the emotional make-up of others. SOCIALLY SKILFUL: the ability to manage relationships and build networks. The ability to find common ground, and build rapport. AND DECISIVE: the ability to know when to hold em, and when to fold em. David Goleman: When I compared star performers with average

ones in a senior leadership position, nearly 90% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive ones. Peter Drucker: Of course, success in any job is impossible without the requisite technical or vocational skills. But whereas those skills alone might have once

constituted a success formula, [leaders] today must also be able to assess their strengths, weaknesses, and how well their working style equips them.In other words, they need to become self-aware. And Leaders are Positive: Leaders are Assertive not Aggressive:

Leaders are Decisive: A leader must have the courage to act against an experts advice. (James Callaghan) The best executive is the one who has sense

enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it. (Theodore Roosevelt) First rule of leadership: everything is your fault. (A Bugs Life) Leaders are Decisive:

Leaders Think First Before Acting: Leaders are Decisive, but the Best Leaders are also Listeners: Leaders are Socially Skillfull: Sometimes they are Peacemakers:

Leaders are Socially Adept Dealing with Very Different Characters and Personalities: Leaders Make Time to Know Their Team: Leadership: Its never more than a short walk in any direction to find someone who disagrees with your decision, or who envies or disapproves or wants to thwart, or who

feels thwarted, threatened or misused. Leaders need to Stay Strong when Things go Wrong: Leaders Look at Various Options: Leaders Need to be Resilient:

Remember, if you ever need a helping hand, its at the end of your arm. (Audrey Hepburn) Victory belongs to the most persevering. (Napoleon) Leaders Need to be Humble:

His favourite view in the world was the one in the mirror. He wasnt actually piddling gold.

If things fall apart, cling to the wreckage. Its easy to have your hand on the tiller in calm seas. But much harder in stormy weather. Some Concluding Thoughts:

A lot of people, including some leaders, want a short cut. The best short cut is the long way, which is basically two words: HARD. WORK Whether you think you can, or think you cant, youre

right. Your mind is your best friend, or your worst enemy. Repeat after we. Leadership is a privilege. Maj Gen. (Rtd) John Cantwell We

cannot leave things as they are. Let us be in a permanent state of mission. Let us transform everything...Lets abandon [complacency], saying Weve always done it this way. (Pope Francis) And finally: Smart, capable leaders who know their staff are well-respected, but employees like and trust leaders who are not only smart, but who

occasionally lean back and laugh at their own mistakes, and who are generous with what life has taught them. Dont be afraid to show that youre human too. Lou Soloman, Queens University of Charlotte

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