Celebration, Leadership & Motivation

Transcription

1 Celebration, Leadership & Motivation

2 Why are we here? The future prosperity of South Africa is directly linked to the nation s ability to create a functioning education system that has functional schools that have functional teachers who are equipped to produce learners whose full potential will be developed so that they can become functional contributors to the nation.

3 The foundation and building blocks of any nation

4 The role of Transformational Leaders Taking an organisation, department, people from here to there Current Reality Barriers Constraints Desired Future VISION Continuous Improvement Cycle VISION - SERVE - TEACH - TRAIN - EQUIP - EMPOWER - LET GO - EVALUATE Responsibility & Accountability 0% Performance 100% Performance VISION - PURPOSE MISSION OBJECTIVES STRATEGIES - ACTIONS

5 The path to a desired future The Past 2 Current Reality (Where are we today?) 3 Constraints (What is stopping us from moving forward?) 1 Desired Future (Where do we want to go?) 4 Historical Legacy (What has happened in the past that is influencing the way we think, feel and behave now?) The mistakes & hurts of the past typically create thinking patterns that contribute towards the major constraints that stop us from moving forward. When the elephants in the room are addressed and overcome it becomes possible to change the thinking and hence makes it easier to permanently deal with constraints and move a team and organization forward to accomplish the desired future.

6 Self Leadership 1 st before Organisational Leadership

7 The greatest attribute of a Leader Intentionally controlling my thoughts and how I respond to situations I am 100% responsible for my thoughts I will allow others to hold me 100% accountable to the way I behave 7

8 How am I reacting to events? Events Perceptions & Offense Feelings Influence Behaviour Culture In response to events

9 The trap of Perceptions That I believe to be true about someone or a situation

10 The trap of Offense When offended you can t see or think straight

11 Thinking is to create something new; not replay something that is already stored in our memory. The reality is most people don t think they just take what is already in their memories and base their decisions and behaviour on that. 11

12 How am I reacting to events? Core Beliefs Values Events Self Identity Listen & Ask to understand Humility & Respect Truth & Respect Feelings Influence Behaviour Culture In response to events

13 Being true to myself Core Beliefs Values Events & People Self Identity Behaviour Do I change my behaviour based on how others behave? Do I allow other people to control my behaviour? Do not allow other people to control how you behave that is the ultimate level of slavery & bondage!!!! Influence Culture

14 Will I stick to a core value from my core belief? Core Beliefs Values Events & People Self Identity Behaviour You have heard that it was said, You shall love your neighbour (fellow man) and hate your enemy. But I say to you, love [that is, unselfishly seek the best or higher good Influence for] your enemies and pray for those who persecute you, so Culture that you may [show yourselves to] be the children of your Father who is in heaven,

15 Constant Self Evaluation Core Beliefs Values Events & People Self Identity Behaviour Influence Culture Biggest Obstacle to Self Leadership = PRIDE Without commitment to Self Leadership one cannot become an effective leader of others

16 The key to Self Leadership Why do you notice the small piece of dust that is in your friend s eye, but you don t notice the big piece of wood that is in your own? Why do you say to your friend, Let me take that piece of dust out of your eye? Look at yourself first! You still have that big piece of wood in your own eye. You are a hypocrite! First, take the wood out of your own eye. Then you will see clearly to get the dust out of your friend s eye. Influence Culture

17 It s about me not the other person Influence Culture

18 Co-Creating South Africa Inc

19 Board, Executive Leadership, Management & Staff Mutually Inclusive Value Creation System Clients, Shareholders & other Stakeholders People Mutually Inclusive Value Creation System People Environment Organisational Health Culture Strategy Market Results Values, Trust, Unity, Engagement Vision, Mission, Purpose clarity Roles, Responsibility, Measures, Accountability, Clarity Business Model

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21 Thank You Patrick Kuwana