Leadership

School assignment:
We have to act as if we were experts on leaders and leadership, we have 45 minutes to get our point across to a group of 15 people. Do we talk for 45 minutes? Do we need to do leadership related activities?
Or anything else?
Please internet, help a poor student...

I'd say, go attack a soverign nation 'preemptively' without proven basis.
then fill your listeners with horseshit propaganda, like "we are liberating them".
when they have fallen into their own civil war, simply tell them to "calm down" and sensibly choose "chaos or unity".
you will be hailed as a great peacemaker, and leader.
and get an A.

PROTIP: Rush with cavalry to surprise their ranged units.

leaders aer brave, suicide is brave, hitler was a leader

He said act like they are experts on leaders, not act like they are leaders.

>>5
anything more then 2 lines isn't worth reading, duh

>>Leadership
>>School assignment:

>>4 is correct

>>1
The glory of the Third Reich.

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All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy
All work and no play makes Jack a dull boy

>>9
Nigger.

Who will step into your shoes?

As a leader in your organisation, you should always have a succession plan in place

IMAGINE that a key member of your organisation suddenly decides to leave or retire. What happens next?

   Would your organisation continue along in the same manner? Have you thought about who would step up and replace the leaders in your organisation if you were suddenly faced with a gap in a key role?

   Would those who take the new role be the leaders that you have been grooming for years in preparation for just this moment? Or would those replacements be chosen from afar and parachute in from another organisation, maybe even another industry or country?

   If you hold a senior role in your organisation, having some kind of succession plan is critical, particularly if you intend to retire or move on in the next 10 years. If that time frame is shorter, that is five years or less, you should already be training your replacement to step into your shoes.

   So how do you select your successor? First, ask yourself what qualities leaders in your organisation need to possess. A few key abilities are:

• The ability to listen;

• The ability to engender trust and
share their vision;

• The ability to collaborate with others;

• The ability to coach or mentor others; and

• The ability to take risks.

   For your organisation, the characteristics may be the same or they could be different. The important challenge here is to list the qualities.

   Don't fall into the trap of simply cloning the existing leadership team. Be daring and choose potential leaders that will grow into the role in their unique way, bringing their unique skills and talents.

   Choosing potential leaders takes guts and also an innate ability to pick the right person. In fact, one of the most important roles of a leader is to identify and then develop his staff with the best potential to move up into positions of responsibility.

   However, most leaders get caught up in the day-to-day challenges of running the business and do not plan for the day they will need a replacement leader.

   Worse, some organisations create bottlenecks that stymie either development or even identification of potential for higher roles.

   If your organisation is serious about grooming future leaders, you must first create an environment where questioning and challenging the status quo is rewarded. This talent must be acknowledged and valued throughout the organisation.

   Existing leaders must encourage questions or challenges to the way things are done and promote innovative approaches and creative thinking.

   In 2012, Forbes magazine listed the top 10 qualities of a leader as:

• Honesty;

• Ability to delegate;

• Communication;

• Sense of humour;

• Confidence;

• Commitment;

• Positive attitude;

• Intuition;

• Ability to inspire; and

• Creativity.

   It is important that these qualities be encouraged and developed within the organisation, particularly among the emerging leaders.

   Once you get the culture right, the next step is to interview potential candidates and establish their in tentions within the organisation. Don't waste time on people who aren't interested. Sometimes people have to be nudged a little to realise their potential or make the move to step up to leadership.

   To help with this process, one favour method is using the Team Management Profile or the DISC Profile, as both are easy to administer, they use plain English and
the participants take the information on board readily.

   Each provides the participant with a 5,000-word report, which is easy to read and digest. The ultimate benefit is that the leader or chosen mentor has a clear understanding of how his protege makes decisions, what motivates him, how he communicates with his staff and how he organises himself and others.

   This information is invaluable in terms of developing a productive relationship and enables the mentor to steer the development of his protege.

   Finally, the time will come for the succession plan to be put into action. Will the senior leader be willing to step down, move on and retire?

   This transition process can be complicated for the senior leader both personally and professionally. At this stage, it is sometimes useful to bring in an external coach to assist with the transition from the old to the new.

   A coach can ease the transition and help the old leader move on and allow the younger protege to take the reins and get on with the new challenge of leading.

   Implementing a succession plan is imperative in organisations both large and small. Having a process to select and develop emerging leaders is critical and senior leaders need to think about the legacy they plan to leave for their organisation.

   As a leader today, what is your plan to replace yourself? Choose your replacement now, while you still have a chance to influence the decision.

Be a confident leader

Dispel uncertainty by setting clear guidelines and motivating your staff

Reassure your staff so that they will take change in their stride and continue to perform effectively.

THERE is so much change impacting our workplace, our personal lives and our community that it creates uncertainty - whether a project can be completed or whether a leader is capable of doing his job.

   People feel under pressure to perform, frightened by the constant change and feel like they are slowly sinking into quicksand. It becomes almost impossible to keep up.

   The best leaders approach uncertainty with supreme confidence. They may not know for sure what the outcome is going to be, but they go for it and often they get the result they want.

   There are three steps that underpin confidence and sustain leadership direction in times of change:

Set expectations

Set expectations is about creating a standard of behaviour or outcomes that you want from your staff. It is one of the fundamentals of a good leader, yet many fail to do this properly.

   Setting expectations first requires a plan - the more time you spend on the plan, the more effective the outcomes. You must be able to communicate well with your staff, and clearly articulate your vision in a way that can be heard and understood.

   Next, set a framework and clarify who is responsible for what - this specifies boundaries on appropriate behaviour, best use of time and productive work. By establishing responsibilities, your staff can get on with their specific tasks within the framework you outlined.

   Finally, set motivating goals that support your key initiatives and are aligned with the overall goals of your organisation. This will power your team forward almost effortlessly.

Encourage your staff

Encouraging your staff is the next key factor to keep moving through the quicksand. It can be as simple as remembering to say, "Hey, good job, Michelle".

   If you catch your staff doing something right and tell them they did a good job, you appreciate what they have done.

   Knowing that they feel appreciated can make a huge difference in your employees' outlook and output. They will have more positive thoughts and actions toward you, their team and the goals you set for them.

   Encouragement can take many forms, with the simplest being a personal verbal compliment. Other forms can include offering a bonus or incentive, a promotion, or perhaps honouring their work at a staff function.

   Be careful with bonuses and incentives; make sure you are empowered to offer the bonus if it is cash or kind. Make sure you have the budget and the authority to offer such incentives.

   With the challenging economy, creative managers will find a way to encourage their staff and reward them in a way that doesn't cost their organisation a lot of money.

Harness energy

Harnessing the energy of the individual can be challenging, as each staff member is different. One of the biggest challenges is finding the right way to get "on board" with your staff. A good way to do this is to recognise that everyone is different.

   The Platinum Rule Profile was invented by Dr Tony Alessandra from San Diego and helps to analyse individual behavioural styles. Based on the Platinum Rule, "Do unto others as they would like done to them", the focus is on the individual and on leaders changing their behaviour slightly to get alongside them and acknowledge their individual energy and talents.

   Once you recognise the individual, you can allocate work specifically for him and harness his productivity in a way that energises him and brings positive outcomes for the team.

>>10
Tsk.