Hi Everybody,
I'm a very new member of this post and I'm finding it amazing.Its great to see how everybody is so keen to share all the information they have.
I'm a Training Manager-Soft Skills,very new to this profile.I need to deliver a presentation on Managerial Skills to middle and senior management people of my organization.I'm looking out for a presentation on the same..
Please help me with this presentation!!
waiting eagerly for responses
Thanks
Nimisha
From India, Gurgaon
2I'm a very new member of this post and I'm finding it amazing.Its great to see how everybody is so keen to share all the information they have.
I'm a Training Manager-Soft Skills,very new to this profile.I need to deliver a presentation on Managerial Skills to middle and senior management people of my organization.I'm looking out for a presentation on the same..
Please help me with this presentation!!
waiting eagerly for responses
Thanks
Nimisha
From India, Gurgaon
c’mon friends.this is my first ever post on this cite... don’t dissapoint me.... The friends and the Gurudevs Please help!!!! Thanks Nimisha
From India, Gurgaon
From India, Gurgaon
Hi,
Welcome to the board. Please furnish me with the following details. I will c how I can help you.
1. Skills you are going to cater
2. Their exposure to trainings.
3. Need for this particular assignemt.
4. Their experience and number of years in the present orgaisation.
5. Duration of your training
Looking forward to your reply.
Regards
Dr. Shanti Rekha
From India, Mumbai
Welcome to the board. Please furnish me with the following details. I will c how I can help you.
1. Skills you are going to cater
2. Their exposure to trainings.
3. Need for this particular assignemt.
4. Their experience and number of years in the present orgaisation.
5. Duration of your training
Looking forward to your reply.
Regards
Dr. Shanti Rekha
From India, Mumbai
Hi There Nimisha,
Welcome aboard!!
Though you have not mentioned about the exact requirements, i am just putting down the general requisites, hope this is of some usse to you..
Just a small Write up!!
The Seven Demands of Leadership
What separates great leaders from all the rest?
Who wants to follow someone who's going nowhere? Or someone who's unreliable or untrustworthy? Organizations wrestle with these questions and many others as they confront the elusive challenge of defining effective leadership. Most people are certain that leadership is about
direction, about giving people a sense of purpose that inspires and motivates them to commit and achieve. Leadership is also about a relationship between people -- leaders and followers -- that is built on firm ground; enduring values build trust. Few would disagree with these views.
Not everyone, however, offers the same answer to this question: What's the best way to develop talented leaders to achieve sustained high performance? Indeed, Gallup Organization researchers have long been intrigued with this question. Having studied leadership talent for more than 40 years, Gallup set out to discover the demands that leaders must meet to be successful. We also wanted to uncover the developmental framework that would enhance leadership performance.
Our research confirmed the importance of two rather obvious demands -- visioning and maximizing values. What was surprising was the presence of five other important demands that are essential to the development of all great leaders.
The research
First, a few words about how we arrived at these demands. Our study drew from a wide cross section of leaders who had a proven track record of success; we had evidence that they all delivered the goods. They were measurably the best when compared to others in similar roles. Their performance could be tracked to significant improvements to the bottom line. They enjoyed the endorsement of their bosses, peers, and direct reports. And they sustained high performance, often through adverse times.
For our initial leadership-development research, we identified and studied 100 leaders. They were drawn from general management, human resources, marketing, sales, manufacturing, research and development, and finance. They represented distinct levels of hierarchy, from managers to directors to vice presidents and senior executives. They had all faced significant demands that built and developed their leadership talent. Indeed, it was in researching this group that we uncovered the seven key demands that every leader must meet to achieve high performance.
We then expanded our study to include an additional 5,019 leaders from a wide range of industries and sectors, including education, healthcare, the military, government, finance, insurance, and retail. Our analysis directly linked those leaders who developed their talents by encountering the seven demands to significant improvements in their overall leadership customer and employee engagement, employee retention, and safety. Our continued tracking of more than 40,000 leaders continues to affirm these findings.
The demands
It's no great surprise that visioning is one of the seven demands. Successful leaders are able to look out, across, and beyond the organization. They have a talent for seeing and creating the future. They use highly visual language that paints pictures of the future for those they lead. As a result, they seem to attain bigger goals because they create a collective mindset that propels people to help them make their vision a reality.
These leaders also recognize that through visioning, they showcase their values and core beliefs. By highlighting what is important about work, great leaders make clear what is important to them in life. They clarify how their own values -- particularly a concern for people -- relate to their work. They also communicate a sense of personal integrity and a commitment to act based on their values.
As a result, employees know where they stand with these leaders. Their values -- consistent and unchanging through time -- operate like a buoy anchored in the ocean, holding firm against the elements while indicating the way.
By galvanizing people with a clear vision and strong values, the leaders we studied were able to challenge their teams to achieve significant work goals. In fact, those leaders themselves had been assigned significant challenging experiences at key points in their careers while being given the freedom to determine how they would achieve outcomes.
Confronting challenges produces beneficial effects for leaders. It accelerates their learning curve, stretches their capacity for high performance, and broadens their horizons about what is possible for an organization to achieve. As one of the leaders we studied said, "Our company had experienced three cycles of negative revenue growth, but I knew that our next cycle would give us the opportunity to turn in our best figures ever. Everyone thought I was crazy, but we did it, then did it again."
But great leaders aren't simply hard charging and highly driven. They also understand the importance of personal relationships. Indeed, the leaders we studied consistently had a close relationship either with their manager or someone in the best position to advise them. This is often someone from outside their organization who serves as their mentor. These mentoring relationships are not the product of formal company-wide mentoring programs -- not that these aren't helpful. Instead, these informal, yet successful, mentoring relationships enable each individual leader's needs and differences to be taken into account.
Inspired by their positive experiences with mentors, the leaders we studied have become intentional mentors themselves. They selectively pick one, two, or three highly talented individuals and invest greatly in their growth and development over a significant period of time. They see the success of these "mentees" as a reflection of their own success. These leaders practice a form of succession planning that cultivates the next generation of leaders.
Beyond close one-to-one relationships, leaders also create rapport at many levels across their organization and beyond. They know the benefits of building a wide constituency. One leader said, "My work forces me to have a relationship with certain people. I just think about those I don't yet work with and figure out who might be useful to know. I nearly always find that relationships built this way bring dividends." These leaders understand networks and the importance of networking.
In all their relationships, effective leaders enlighten others because they can make sense of experience. They also learn from their mistakes and their successes, and -- as they seek out a range of experts across their wide constituency -- they ask questions and listen.
What's more, these leaders are able to deal with the complexity of business life and help those around them make sense of it. They do this by keeping things simple and making information accessible. This way, these leaders help individuals understand what's going on so that they are better able to achieve success. As one leader put it, "There's so much happening that affects our work. I make sure, at each meeting, that we understand all the important factors and ensure that the next steps are clearly laid out."
The most revealing discovery was that effective leaders have an acute sense of their own strengths and weaknesses. They know who they are -- and who they are not. They don't try to be all things to all people. Their personalities and behaviors are indistinguishable between work and home. They are genuine. It is this absence of pretense that helps them connect to others so well.
Organizations are struggling to build and grow their leadership capacity. Our research suggests that talented leaders require the very best development experiences to realize their potential. And for this potential to be converted into sustained, high organizational performance, these experiences must be framed around the seven key demands of leadership.
-------------------------------------------------------------------------------------
Leadership Tips
# Fix The Problem, Not The Blame.
# Tell People What You Want, Not How To Do It.
# Manage the function, not the paperwork.
# You never have to make up for a good start.
# Get out of your office.
# Lead by example.
# Delegate the easy stuff.
# Don't get caught up in looking good.
# Quality is just conformance to requirements.
# Learn from the mistakes of others.
# Set S.M.A.R.T. Goals.
# Set an example.
# Know Your G.P.M. ( Goal + Plan + Measurements )
# Train Your Supervisors.
# You Can't Listen With Your Mouth Open.
# Practice what you preach.
Along with this i'm also attaching some Presentations for your reference.....
# Leaders create change.
# Don't Limit Yourself.
# Anyone can steer the ship in calm waters.
# You have to make a difference.
__________________________________________________ ___________
Hope this is of some use to you....if you require any further help, kindly contact me..my mail id
I am working as an Assistant Manager - Training and Development
Regards,
Mohammed Azmath
From India, Tiruchchirappalli
Welcome aboard!!
Though you have not mentioned about the exact requirements, i am just putting down the general requisites, hope this is of some usse to you..
Just a small Write up!!
The Seven Demands of Leadership
What separates great leaders from all the rest?
Who wants to follow someone who's going nowhere? Or someone who's unreliable or untrustworthy? Organizations wrestle with these questions and many others as they confront the elusive challenge of defining effective leadership. Most people are certain that leadership is about
direction, about giving people a sense of purpose that inspires and motivates them to commit and achieve. Leadership is also about a relationship between people -- leaders and followers -- that is built on firm ground; enduring values build trust. Few would disagree with these views.
Not everyone, however, offers the same answer to this question: What's the best way to develop talented leaders to achieve sustained high performance? Indeed, Gallup Organization researchers have long been intrigued with this question. Having studied leadership talent for more than 40 years, Gallup set out to discover the demands that leaders must meet to be successful. We also wanted to uncover the developmental framework that would enhance leadership performance.
Our research confirmed the importance of two rather obvious demands -- visioning and maximizing values. What was surprising was the presence of five other important demands that are essential to the development of all great leaders.
The research
First, a few words about how we arrived at these demands. Our study drew from a wide cross section of leaders who had a proven track record of success; we had evidence that they all delivered the goods. They were measurably the best when compared to others in similar roles. Their performance could be tracked to significant improvements to the bottom line. They enjoyed the endorsement of their bosses, peers, and direct reports. And they sustained high performance, often through adverse times.
For our initial leadership-development research, we identified and studied 100 leaders. They were drawn from general management, human resources, marketing, sales, manufacturing, research and development, and finance. They represented distinct levels of hierarchy, from managers to directors to vice presidents and senior executives. They had all faced significant demands that built and developed their leadership talent. Indeed, it was in researching this group that we uncovered the seven key demands that every leader must meet to achieve high performance.
We then expanded our study to include an additional 5,019 leaders from a wide range of industries and sectors, including education, healthcare, the military, government, finance, insurance, and retail. Our analysis directly linked those leaders who developed their talents by encountering the seven demands to significant improvements in their overall leadership customer and employee engagement, employee retention, and safety. Our continued tracking of more than 40,000 leaders continues to affirm these findings.
The demands
It's no great surprise that visioning is one of the seven demands. Successful leaders are able to look out, across, and beyond the organization. They have a talent for seeing and creating the future. They use highly visual language that paints pictures of the future for those they lead. As a result, they seem to attain bigger goals because they create a collective mindset that propels people to help them make their vision a reality.
These leaders also recognize that through visioning, they showcase their values and core beliefs. By highlighting what is important about work, great leaders make clear what is important to them in life. They clarify how their own values -- particularly a concern for people -- relate to their work. They also communicate a sense of personal integrity and a commitment to act based on their values.
As a result, employees know where they stand with these leaders. Their values -- consistent and unchanging through time -- operate like a buoy anchored in the ocean, holding firm against the elements while indicating the way.
By galvanizing people with a clear vision and strong values, the leaders we studied were able to challenge their teams to achieve significant work goals. In fact, those leaders themselves had been assigned significant challenging experiences at key points in their careers while being given the freedom to determine how they would achieve outcomes.
Confronting challenges produces beneficial effects for leaders. It accelerates their learning curve, stretches their capacity for high performance, and broadens their horizons about what is possible for an organization to achieve. As one of the leaders we studied said, "Our company had experienced three cycles of negative revenue growth, but I knew that our next cycle would give us the opportunity to turn in our best figures ever. Everyone thought I was crazy, but we did it, then did it again."
But great leaders aren't simply hard charging and highly driven. They also understand the importance of personal relationships. Indeed, the leaders we studied consistently had a close relationship either with their manager or someone in the best position to advise them. This is often someone from outside their organization who serves as their mentor. These mentoring relationships are not the product of formal company-wide mentoring programs -- not that these aren't helpful. Instead, these informal, yet successful, mentoring relationships enable each individual leader's needs and differences to be taken into account.
Inspired by their positive experiences with mentors, the leaders we studied have become intentional mentors themselves. They selectively pick one, two, or three highly talented individuals and invest greatly in their growth and development over a significant period of time. They see the success of these "mentees" as a reflection of their own success. These leaders practice a form of succession planning that cultivates the next generation of leaders.
Beyond close one-to-one relationships, leaders also create rapport at many levels across their organization and beyond. They know the benefits of building a wide constituency. One leader said, "My work forces me to have a relationship with certain people. I just think about those I don't yet work with and figure out who might be useful to know. I nearly always find that relationships built this way bring dividends." These leaders understand networks and the importance of networking.
In all their relationships, effective leaders enlighten others because they can make sense of experience. They also learn from their mistakes and their successes, and -- as they seek out a range of experts across their wide constituency -- they ask questions and listen.
What's more, these leaders are able to deal with the complexity of business life and help those around them make sense of it. They do this by keeping things simple and making information accessible. This way, these leaders help individuals understand what's going on so that they are better able to achieve success. As one leader put it, "There's so much happening that affects our work. I make sure, at each meeting, that we understand all the important factors and ensure that the next steps are clearly laid out."
The most revealing discovery was that effective leaders have an acute sense of their own strengths and weaknesses. They know who they are -- and who they are not. They don't try to be all things to all people. Their personalities and behaviors are indistinguishable between work and home. They are genuine. It is this absence of pretense that helps them connect to others so well.
Organizations are struggling to build and grow their leadership capacity. Our research suggests that talented leaders require the very best development experiences to realize their potential. And for this potential to be converted into sustained, high organizational performance, these experiences must be framed around the seven key demands of leadership.
-------------------------------------------------------------------------------------
Leadership Tips
# Fix The Problem, Not The Blame.
# Tell People What You Want, Not How To Do It.
# Manage the function, not the paperwork.
# You never have to make up for a good start.
# Get out of your office.
# Lead by example.
# Delegate the easy stuff.
# Don't get caught up in looking good.
# Quality is just conformance to requirements.
# Learn from the mistakes of others.
# Set S.M.A.R.T. Goals.
# Set an example.
# Know Your G.P.M. ( Goal + Plan + Measurements )
# Train Your Supervisors.
# You Can't Listen With Your Mouth Open.
# Practice what you preach.
Along with this i'm also attaching some Presentations for your reference.....
# Leaders create change.
# Don't Limit Yourself.
# Anyone can steer the ship in calm waters.
# You have to make a difference.
__________________________________________________ ___________
Hope this is of some use to you....if you require any further help, kindly contact me..my mail id
I am working as an Assistant Manager - Training and Development
Regards,
Mohammed Azmath
From India, Tiruchchirappalli
Thank You so much Dr Shanti Rekha and Mr Azmath for your response...I had almost lost hopes..of receiving a reply.
Well ,the skills that I want to cater to, in my presentation are: Leadership,Interpersonal, problem solving & decision making (with some activities & games incorporated in the presentation)
Recently there have been lot of Internal promotions and hiring of Managers and Incharges in my org,and thats where the need factor comes to play.
The group,I would be catering to, has a total experience of 3 - 8years.Talking about their experience in the org ,that varies from 0 to 8 years(considering the fact that there are a lot of new hire Managers)Most of them have good exposure to training.
Its a 2 days workshop with 1.5 hrs each day.
Looking forward to your response.
Thanks & Regards
Nimisha
From India, Gurgaon
Well ,the skills that I want to cater to, in my presentation are: Leadership,Interpersonal, problem solving & decision making (with some activities & games incorporated in the presentation)
Recently there have been lot of Internal promotions and hiring of Managers and Incharges in my org,and thats where the need factor comes to play.
The group,I would be catering to, has a total experience of 3 - 8years.Talking about their experience in the org ,that varies from 0 to 8 years(considering the fact that there are a lot of new hire Managers)Most of them have good exposure to training.
Its a 2 days workshop with 1.5 hrs each day.
Looking forward to your response.
Thanks & Regards
Nimisha
From India, Gurgaon
Hi, I am sending across the presentation on Leadership Skills. Hope this will suffice your necessitate Cheers !!!! Shanti Rekha :D
From India, Mumbai
From India, Mumbai
Extra ordinary post. Hat Off for you people. Keep sharing thes kind of inforamtion. Zafar Iqbal
From Pakistan, Karachi
From Pakistan, Karachi
Great Presentation and documentation.
It is certainly informative and useful
Thank you for your time and efforts.
It is really good to have realtions with guys like you all.
Thanks again
Dr. Al Husseini
Amman
Jordan
From Jordan
It is certainly informative and useful
Thank you for your time and efforts.
It is really good to have realtions with guys like you all.
Thanks again
Dr. Al Husseini
Amman
Jordan
From Jordan
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Presentation Skills.ppt