Introduction

• Definition of leadership
• Leadership
  • Leadership and effectiveness
  • Leadership qualities
  • Leadership functions

Characteristics

• Introduction
  • Identifying the leader
  • Trust
  • Integrity
  • Respect
  • Foresight
  • Mutual attraction
  • Relationships
  • Support
  • Empowerment
  • Credibility
  • Winner mentality
  • Leadership expansion
• Influence
  • Introduction
  • Position
  • Leadership styles for learning
  • Who?
  • How?
  • Personal traits
  • Selling
• Confidence
  • Introduction
  • Development part 1
  • Development part 2
• Personality traits
  • Personality - general
  • Personality - action
  • Myers Briggs Type Indicator
  • Myers Briggs Type Indicator uses
  • FIRO B
  • OPQ
  • Pathology
  • Style spider
  • Style spider - choices
  • Leadership styles - adverse behaviour
• Motivation
  • Introduction
  • Douglas McGregor X and Y theory
  • Abraham Maslow
  • Frederick Herzberg
  • Key problems
  • People part 1
  • People part 2
• Be positive
  • Issues and action
  • Be clever
  • When in trouble
  • Project management
  • Change management
  • Communication
  • Self discipline
  • Change
  • Attitude

Strategy

• Long term
  • Long term investment
  • Direction and vision
  • Communication
• Strategy
  • Introduction
  • Selecting
  • Recording
  • Developing
  • The schedule plan
  • Overview
  • Part of leadership
• The vision
  • Introduction
  • Preparing
  • Personalities
  • General
  • Practicality
  • Stakeholders
• Change
  • Progress
  • Problems of change
  • Freeze to freedom

Personal development

• Introduction
  • Proactivity
  • Proactive behaviour
  • Personal direction
  • Personal direction - generating ideas
  • Skill development
  • Delegation
  • Values
• Time management
  • Prioritise
  • Prioritise - basics
  • Timing
• Problem solving
  • SWOT analysis
  • Forces
  • The problem
  • Insight
  • Insight development
  • Problem solving basics part 1
  • Problem solving basics part 2
• The three C's
  • Introduction
  • Action focus part 1
  • Action focus part 2
• The emerging leader
  • Emerging leaders
  • The boss
• Training
  • Introduction
  • Selection
  • Opportunity
  • Follow the leader
  • Follow the leader - adverse behaviour
  • Chess the middle game
  • Standards

General

• Communication
  • Open questions
  • Meetings
  • Agenda
• At the top
  • Letting go
  • Continuity
  • Top of the ladder
  • Loneliness at the top part 1
  • Loneliness at the top part 2
  • The Top team
• Structure
• Life transitions
• Balance
• Open questions
• Business
  • CEO
  • Chairman
  • Mergers and acquisitions
• Leaders and managers

Winner mentality

Helicopter vision

If you are a leader you must take a global view of what is happening.
Your major focus must be on the end result and how to get there as efficiently as possible.
If you begin to micromanage your group you will lose your own focus and irritate those below you.
This is the art of good delegation.

The best leaders are totally committed to their vision – they want to win.
Without good leaders on your side you will not succeed.
Although their presence is no guarantee of success.

Belief

Good leaders have an absolute belief in the vision they are trying to achieve.
They want to win.
This belief should not be confused with arrogance. If arrogance sets in and your aim is to always be right it can lead to failure.
Clearly, winning at all costs is not an option in terms of breaking the law or a high cost of the health of individuals.

Clarity of objectives

One of the tenets of good project management [see Complete Project Management plus PRINCE2] is clarity of the objective.
The outcome, timing and cost should be clear.

If everyone is working to a different agenda then the division will lead to failure.

Skill set

To reach your goal you will need many more skills than you possess as an individual.
This is one of the key aspects of delegation. Through delegation you are able to tap into a far greater pool of skills and experiences.

Flexibility

There is no doubt that you will come across problems.
How you monitor and control your plan will go a long way to success.

If you are constructing a building you will be following architectural plans.
There is likely to be less flexibility in achieving this sort of vision compared with wanting to be the in the ‘top 5’ companies in your field.
The latter is more nebulous but can still be defined accurately in terms of an objective, timing and costs etc.
However, the latter will have competitor influence and will require consideration of how your own company can differentiate itself.
You will need to remain flexible to consider the potential of new opportunities or pioneer new technologies.