Leadership Development Handbook

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Leadership Development - Handbook
Preprint · July 2020
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CA Vinod Kr Sharma
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Leadership-vinod.kr.sharma@gmail.com 2020
Leadership Competencies:
Top leadership qualities and skills
 Inspiring commitment
 Being a quick learner
 Respecting individual differences
 Being culturally adaptive
 Compassion and sensitivity
 Self-Awareness
 Participative management
 Change Management
 Resourcefulness
 Strategic Management
 Leading People
 Motivator
Skill Gap:
A parallel study of leadership development has also revealed 5 major flaws that cause once
successful managers to derail while moving towards senior leadership positions:
 Difficulty meeting business objectives

 Problems with interpersonal relationships
 Difficulty building & leading teams
 Inability to adapt & change shifting mind-sets
 Lack of Cross Functionality
Delivering Value:
 Self-Efficacy - Shifting Mind-sets

 Decision Making & Problem Solving
 Feedback Coaching & Mentoring - Performance Dialogues
 Creativity & Problem Solving
 Critical thinking
Business Leadership
 Effective & Assertive Communication

 Planning & organizing - Time Management
 Adaptive Leadership for effective change management
 Appreciative Inquiry
1 https://www.linkedin.com/in/cavinodkrsharma/
People Leadership
 Managing & Building Teams

 Efficient Functioning of Teams - Outbound Training
 Effective Delegation
 Emotional Intelligence for Effective Leadership
 Situational Leadership
 Interpersonal Skills & Participative management for Emerging Leaders
 Conflict Resolution
Leadership DNA Genes – C-H-A-N-G-E-S
C Community (Including vs. Excluding) CO-CREATING
H Humanity (Appreciating vs. Blaming) HUMANIZING
A Aspiration (Striving vs. Fearing) ASPIRING
N Navigation (Sharing vs. Withholding) NAVIGATING
G Generativity (Wondering vs. Knowing) GENERATING
E Expressing (Developing vs. Dictating) EXPRESSING
S Spirit (Celebrating vs. Conforming) SPIRIT
Leadership Choices
C Community I – Centric We - Centric

Exclusive: Power-over Inclusive: Power-with
H Humanity I – Centric We - Centric

Judging Appreciating
A Aspiration I – Centric We - Centric

Limiting Expanding
N Navigation I – Centric We - Centric

Territorial: Withholding Share: Abundance
G Generativity I – Centric We - Centric

Persuading: Knowing Generative: Wondering
E Expressing I – Centric We - Centric

Autocratic: Controlling Developing: Encouraging
S Spirit I – Centric We - Centric

Compliance Commitment
Leadership DNA styles

Progressive Leadership:
Communicate – Differentiate – Innovate
Regressive Leadership:
Dictate – Imitate – Stagnate
Progressive Leadership:
(Communicate – Differentiate – Innovate)
Inclusive Co-creating
Appreciating Humanizing
Aspirational Aspiring
Sharing / Learning Navigating
Risk-taking Generating
Developing Expressing
Commitment Synchronizing
Regressive Leadership:
(Dictate – Imitate - Stagnate)
Exclusive Co-creating
Criticizing / Judging Humanizing
Fear Based Aspiring
Silo-mentality Navigating
Punish Risk-taking Generating
Dictates Expressing
Compliance Synchronizing
Transformational Leadership (From Regressive to Progressive)

1. Remove / Knockout words and concepts that instil fear, withdrawal and
anger.
2. Use of words and phrases that foster individual development and Team spirit
3. Create environment that foster maximization of innovative performance and
valuable contributions and minimization of fear, withdrawal and internecine
competition
4. Completely avoid implied communication that is below the surface and
seemingly contradictory to words and actions, as they result in territoriality
and inertia.
5. Use positive tone conversation that enables connection with others at levels
that are not always obvious and visible.
6. Trusting, positive and supportive interactions allows to movement towards
future, thereby catalysing positive change
7. Progressive leadership tone makes IMPOSSIBLE – POSSIBLE
C- Community / Co-creating
Use of POSITIONAL POWER is TOXIC that prevents co creation
H- Humanizing
Use of JUDGING is TOXIC that reduces Self-Worth
A- Aspiring
Use of EXPLICIT and IMPLICIT threats are TOXIC that prevents contribution
N- Navigating
SUSPICION and LACK OF TRUST are TOXIC that prevents sharing and
collaborative learning
G- Generating
DWELLING on PROBLEMS of the PAST is extremely TOXIC and prevents
creativity, experimentation and innovation
E- Expressing
CONFLICT AVERSION resulting in TELLING, not LISTENING to others is TOXIC
and prevents individuals from feeling important
S- Spirit / Synchronizing
COMPLIANCE and CONTROL are TOXIC that prevents people from believing
in and making commitments towards organizational goals
QUIZ:
Organizational Assessment
1 – NEVER…… 7 - ALWAYS
1. Do you work from positional power and control, rather than seeking and
honouring the contributions and power of your colleagues
1 2 3 4 5 6 7
2. Do you work by power over other colleagues or by power with colleagues
1 2 3 4 5 6 7
3. To what extent does fear of noncompliance drive your efforts versus

nurturing of your dreams, aspirations and possibilities
1 2 3 4 5 6 7
4. Do you feel trapped in silos and by boundaries versus being encouraged to

exchange ideas with others
1 2 3 4 5 6 7
5. Do you hold onto past versus being encouraged to let go and embrace
possibilities for the future
1 2 3 4 5 6 7
6. To what extent you are being told what to do rather being heard what you
have to say and contribute
1 2 3 4 5 6 7
7. Do you impose interpretation and conformation on others versus attaching

everyone to a larger purpose and celebrate the team spirit
1 2 3 4 5 6 7
TOTAL SCORE
QUIZ:
Organizational Assessment
1 – NEVER…… 7 - ALWAYS
1. Do you work from positional power and control, rather than seeking and
honouring the contributions and power of your colleagues
EXCLUDING INCLUDING
1 2 3 4 5 6 7
2. Do you work by power over other colleagues or by power with colleagues

JUDGEMENTAL UPLIFTING
1 2 3 4 5 6 7
3. To what extent does fear of noncompliance drive your efforts versus

nurturing of your dreams, aspirations and possibilities
FEARING HOPEFUL
1 2 3 4 5 6 7
4. Do you feel trapped in silos and by boundaries versus being encouraged to

exchange ideas with others
TERRITORIALITY CONNECTED
1 2 3 4 5 6 7
5. Do you hold onto past versus being encouraged to let go and embrace
possibilities for the future
CONVENTIONAL INNOVATIVE
1 2 3 4 5 6 7
6. To what extent you are being told what to do rather being heard what you
have to say and contribute
TOLD HEARD
1 2 3 4 5 6 7
7. Do you impose interpretation and conformation on others versus attaching

everyone to a larger purpose and celebrate the team spirit
SCARCITY ABUNDANCE
1 2 3 4 5 6 7
TOTAL SCORE
40-49 Organization embodies WE culture
30-39 Organization is on its way to embody WE culture
20-29 Organization shows signs of WE culture
07-19 Organization works on I culture
Organizations have personalities that we can sense when we walk in the environment and
the way we are greeted. Every small act, every thought, every feeling, and every person
adds to the atmosphere and the overall experience. Leadership is about creating the
psychological environment that impacts organizations ability to grow, expand and
contribute abundantly to ourselves and our teams and above all to the organization future.
Transformational leadership change organizational boundaries by expanding the space for
people’s development thereby ensuring organization survival and growth.
C- Community / Co-creating
H- Humanizing
A- Aspiring
N- Navigating
G- Generating
E- Expressing
S- Spirit / Synchronizing
C- COMMUNITY
Philosophy POWER WITH and not POWER-OVER
WORK to INCLUDE and not to EXCLUDE
Co-creating value together
Co-creating works on PULL energy
Great sense of SHARED OWNERSHIP and ACCOMPLISHMENT
Focus is on ENGAGEMENT, INVOLVEMENT and PARTICIPATION
Reduce territoriality, ego and fear of rejection
Competencies CLARITY – deep knowledge of self, others and the business

COURAGE – engage with others and create synergies
CREATIVITY – to innovate, operate and excel
COLLABORATION – integrity to mobilize resources and actions
Leadership Principle
INCLUSION (We centric) Vs. EXCLUSION (I centric)
Transformational Leadership initiatives

1. Co-creating leaders never foster the FEAR OF EXCLUSION which triggers
TERRITORIAL BEHAVIOURS
2. Co-creating leaders COMMUNICATE DIRECTLY and CLEARLY that eliminates
META MESSAGES
3. Co-creating leaders ensures and make people understand where they stand and
importance of their contribution at all times
4. Co-creating leaders always set the organizational context for INCLUSION
5. Co-creating leaders share POWER and PERSPECTIVES
a. Inspire inclusion
b. Value diversity of thought and essence
c. Listen to include , not exclude
6. Co-creating leaders establish EQUAL PLAYING FIELD
7. Co-creating leaders encourage PARTICIPATION
a. Don’t dictate, create space for collaboration
b. Communicate openly clearly and boldly
c. Be genuinely interested in hearing others and try to learn from them
d. Realize resistance to an idea is an opportunity for learning
e. Ensure participation with accountability
8. Co-creating leaders understand the implications of UP and DOWN REGULATING
a. UP REGULATING – ENGAGEMENT, CONNECTIVITY and INVOLVEMENT
b. DOWN REGULATING – FEAR,EGO and TERRITORIALITY
9. Co-creating leaders use INCLUSIVE CONVERSATIONS
10. Co-creating leaders create learning COMMUNITIES that foster ORGANIZATIONAL
GROWTH
H- HUMANIZING
Philosophy PARTNERSHIP and not STEWARDSHIP
INCLUSION is fostering TRUST and RELATIONSHIP
Value DIVERSITY and HONESTY
Works on PULL energy
Acknowledge INHERENT WORTH of every INDIVIDUAL
Great sense of APPRECIATION
Focus is on HONEST COMMUNICATION & RESPECT for OTHERS
Reduce BLAMING, VICTIMISING and CRITICISIM
Competencies RESPECT
ACCOUNTABILITY
PASSION
INTEGRITY
DRIVE
APPRECIATING (Us centric) Vs CRITICIZING (Me centric)
APPRECIATING: CRITICIZING
Constructive Feedback Blame, Finger pointing
Confidence & Reliance Lack of Trust
Focus is on Strengths Focus is on Deficiencies
“What can they DO” “What they can’t DO”
Supportive Critical

1. Humanizing leaders make their employees feel HONORED and supported their
GROWTH and are VALUED, RESPECTED and held in HIGH ESTEEM
2. Humanizing leaders are APPRECIATIVE of others
3. Humanizing leaders recognize the importance of their SELF-AWARENESS of
others
4. Humanizing leaders are sensitive to INFERENCES and make NO ASSUMPTIONS
about others
5. Humanizing leaders form UPLIFTING RELATIONSHIP
6. Humanizing leaders EMPOWER others
7. Humanizing leaders encourage TEAM WORK
8. Humanizing leaders understand that long term success is built on
INCLUSIVENESS and RESPECT, HEALTHY RELATIONSHIPS with and among people
9. Humanizing leaders create work environments where people are respected for
who they are, where listening is non judgemental, where communication is open
and honest and where people are motivated to work.
10. Humanizing leaders acknowledge INDIVIDUALS within COLLECTIVE
11. Humanizing leaders gives fair opportunity for INDIVIDUAL EXPRESSION
12. Humanizing leaders
a. Share honest Feedback
b. Establish Self- awareness
13. Humanizing Leaders understands the implications of UP and DOWN
REGULATING
a. UP REGULATING – COACHING, VALUING and TRUTH TELLING
b. DOWN REGULATING – BLAMING, VICTIMIZING and DISHONESTY
14. Humanizing Leaders use APPRECIATIVE CONVERSATIONS
A- ASPIRING
Philosophy OPTIMISM and not PESSIMISM
HIGHER LEVEL of shared LEARNING
Value HOPES and INDIVIDAUL ASPIRATIONS
Works on PULL energy
Encourage COLLABORATIVE EXPERIANTIAL LEARNING

Great sense of ACHIEVEMENT
Focus is on HEIGHTENED AWARENESS about their
ENVIRONMENT
Competencies DREAMING (SCENARIOS)

AIM to DREAM & ASPIRE
COURAGE (Us centric) vs. FEAR (Me centric)
COURAGE: FEAR:
It will work It will not work
Learn from Mistakes cannot make Mistakes
Share hopes & dreams don’t share hopes & dream

1. Aspiring leaders unite, bind and unleash INNOVATIVE ENERGY
2. Aspiring leaders have SHARED DREAMS
3. Aspiring leaders listen AUTHENTIC INTEREST for what’s possible RATHER than for
what’s NOT
4. Aspiring leaders reframe MISTAKES as LESSONS LEARNED
5. Aspiring leaders reframe CHALLENGES and OBSTACLES as OPPORTUNITIES for
LEARNING
6. Aspiring leaders turn opposition and conflict into an opportunity to harvest NEW
THINKING
7. Aspiring leaders encourage others for constructive and open LISTENING
8. Aspiring Leaders EMPOWER others by fostering rigorous dialogue
9. Aspiring leaders encourage BRAINSTORMING
10. Aspiring leaders understand importance of continuous REVIEW and RENEUAL
11. Aspiring leaders encourage RISK-TAKING
12. Aspiring leaders make use DECLARATIVE STATEMENTS
13. Aspiring leaders embrace CHANGE
14. Aspiring Leaders understands the implications of UP and DOWN REGULATING
a. UP REGULATE (EMBRACING) – COURAGE, FOCUS on OPPORTUNITIES
b. DOWN REGULATE (LIMITING) – FEAR of FAILURE, FOCUS on OBSTACLES
15. Aspiring Leaders use ASPIRING CONVERSATIONS
N- NAVIGATING
Philosophy MUTUAL SUPPORT and GROWTH
HIGHEST LEVEL of COLLABORATION
HIGHEST LEVEL of COHESIVENESS
Works on PULL energy of every team member his or her share

while heading together towards a COMMON DESTINATION
Encourage COLLABORATIVE EFFORTS
Competencies COHESIVE COLLABORATION

SHARING (Us centric) vs. WITHHOLDING (Me centric)
SHARING: WITHHOLDING:
Open Boundaries Restricted Boundaries
Our territory, our power My territory, my power
Mutual Exploration & Sharing Individualism
Share Information Guard Information
Atmosphere of abundance Scarcity

1. Navigating leaders BUILD TRUST by GIVING TRUST
2. Navigating leaders have SHARED DECISION MAKING PROCESSES
3. Navigating leaders value TEACHING as much as DOING
4. Navigating leaders build strong SHARING ENVIRONMENT
5. Navigating leaders encourage CROSS POLLINATION (MULTISKILL TRAINING)
6. Navigating leaders share RELEVANT INFORMATION OPENLY
7. Navigating leaders encourage others for constructive and open LISTENING
8. Navigating Leaders foster continuous dialogue at REGULAR MEETINGS
9. Navigating leaders foster feeling of ABUNDANCE of WORK, OPPORTUNITY &
CREDIT
10. Navigating leaders understand the power of EMPOWERMENT
11. Navigating leaders encourage and create CULTURE of LEARNING
12. Navigating leaders encourage INDIVIDUAL DEVELOPMENT PROGRAMS
13. Navigating leaders DISSIMINATE SUCCESS STORIES
14. Navigating Leaders understands the implications of UP and DOWN REGULATING
a. UP REGULATE (SHARING) – TRUST, RESPECT & SUPPORT, ABUNDANCE
b. DOWN REGULATE (WITHHOLDING) – PROTECTING TURF, TIT FOR TAT
and SCARCITY
15. Navigating Leaders use COLLABORATIVE CONVERSATIONS
G- GENERATING
Philosophy ENVISIONING and CREATING FUTURE
HIGHEST LEVEL of COLLECTIVE INNOVATION
Shift from state of KNOWING to state of CUROSITY
Works on PULL energy by taking PROACTIVE stance for

SHAPING the FUTURE
Encourage COLLABORATIVE IINOVATION
Competencies COLLECTIVE INTELLIGENCE

GROUP THINK (Us centric) Vs GROWTH (Me centric)
GROUP THINK: GROWTH:
Energy generators Energy Consumers
Sharing shifts conversations Publicize their own
from breakdown to breakthrough expertise, and focus on
Issues instead of
processes
Agile, Flexible and foster Rigid, Self-knowledge is
Collaboration Power

1. Generating leaders SHARE UNCONVENTIONAL THINKING
2. Generating leaders think INNOVATING as LEARNING, Not making MISTAKES
3. Generating leaders inspire people to ASK QUESTIONS
4. Generating leaders value EXPERIMENTATION
5. Generating leaders practice FORGIVENESS
6. Generating leaders foster COMMUNICATION by SCENARIOS
7. Generating leaders encourage INNOVATION
8. Generating leaders ESTABLISH EXPERIMENTAL LABORATORY
9. Generating Leaders understands the implications of UP and DOWN REGULATING
a. UP REGULATE (WONDERING) – CURIOSITY, EXPERIMENTATION, FUN &
PLAY
b. DOWN REGULATE (KNOWING) – FEAR OD FAILURE and MAKING
MISTAKES
10. Generating Leaders use INNOVATIVE CONVERSATIONS
E- EXPRESSING
Philosophy DEVELOPING PEOPLE and their POTENTIAL
HIGHEST LEVEL of sense SHARED OWNERSHIP,
ACCOUNTABILITY and ACCOMPLISHMENT
Works on PULL energy by removing ARTIFICIAL RESTRAINTS
that STIFLE
Encourage PEOPLE to MAKE DECISION and CHALLENGE
AUTHORITY, and are valued and respected for their
contribution
Competencies SYNCHRONIZATON & ORCHESTRATION of TEAM

DEVELOPING (Us centric) Vs DICTATING (Me centric)
DEVELOPING: DICTATING:
Create next generation of Leaders Command & Control
Good Listener Poor Listener
Challenge people abilities to do more Question people’s abilities
Open, Honest and Direct Political

1. Expressing leadership culture express themselves by challenging others to
EXPRESS their THOUGHTS AND FEELINGS
2. Expressing leadership culture ELEVATE DIALOGUE
3. Expressing leadership culture VALUE DIFFERENCES , Not CONFRMITY
4. Expressing leadership culture is RECEPTIVE to UNIQUE TALENTS and
SUGGESTIONS
5. Expressing leadership culture SHARE STRENGHTS and establish ENCOURAGING
ENVIRONMENT
6. Expressing leadership culture foster TALENT DEVELOPMENT
7. Expressing leadership culture TRUST that PEOPLE CAN DO MORE than they
THINK
8. Expressing leadership culture is RECEPTIVE when PEOPLE want to STRETCH their
SKILL and EXPERIMENT NEW THINGS
9. Expressing leadership culture understands the implications of UP and DOWN
REGULATING
a. UP REGULATE (DEVELOPING) – HUMILITY, CHALLENGE, YOU DECIDE
b. DOWN REGULATE (DICTATING) – HUBRIS, FEAR OF SPEAKING UP,
TELLING
10. Expressing leadership culture use EXPRESSING CONVERSATIONS
S- SPIRIT (Spirit of REINVENTION)

Philosophy CONNECT PEOPLE to HIGHER PURPOSE
CONTINUOUS VALUE CREATION and ONGOING
TRANSFORMATION
SHARED FUTURE takes PRECEDENCE over COMPLIANCE
Competencies SHARED VISION for CHANGE

COMMITMENT (Us centric) Vs COMPLAINCE (Me centric)
COMMITMENT: COMPLAINCE:
Shared Vision & Open Communication Disconnection & lack of
communication
Focus on Higher purpose Individual focus
Rewarded Punished

1. Reinventing leadership understands that COMPLIANCE does not INSPIRE
PASSION and SPIRIT
2. Reinventing leadership provide CLARITY OF DIRECTION, by INSPIRING PEOPLE
to find a PLACE OF VALUE and IMPORTANCE and a way to CONTRIBUTE to the
SHARED AND LARGER PURPOSE
3. Reinventing leadership make INDIVIDUALS and TEAMS as part of something
BIG, PURPOSEFUL and more MEANINGFUL
4. Reinventing leadership SHARE PASSION with EVERYONE
5. Reinventing leadership SHARE STRENGHTS and establish ENCOURAGING
ENVIRONMENT
6. Reinventing leadership ENCOURAGE EMPLOYEE and MANAGEMENT DIALOGUE
7. Reinventing leadership makes COMMUNICATION their TOP PRIORITY
8. Reinventing leadership is a MULTIFACETED long term effort to BUILD an
ONGOING SENSE OF COMMUNITY
9. Reinventing leadership understands the implications of UP and DOWN
REGULATING
a. UP REGULATE (COMMITMENT) – HIGHER PURPOSE, INDIVIDUAL &
GROUP PASSION
b. DOWN REGULATE (COMPLIANCE) – DOUBT, DILEMA and CONFUSION
10. Reinventing leadership use COMMITTED CONVERSATIONS
LEADERSHIP DNA GENE COMPONENTS CULTURE
C- Community / Co-creating INCLUSION

H- Humanizing APPRECIATION
A- Aspiring STRIVING
N- Navigating LEARNING
G- Generating INNOVATION
E- Expressing INITIATIVE
S- Spirit / Synchronizing REINVENTION
C- Community / Co-creating Culture INCLUSION

The Community/Co-creating aspect of transformational leadership creates a collective
culture of open communication where everyone feels involved, engaged and accountable
for results
CREATING A CULTURE OF INCLUSION
OST - OPEN SPACE TECHNOLOGY for creating a culture of INCLUSION
Four Principles of Open Space
1. Whoever attends are the RIGHT PEOPLE
2. Whatever happens is the ONLY thing that should happen
3. Whenever it starts is the right time
4. Whenever it’s over, it’s over
H- Humanizing APPRECIATION
The Humanizing aspect of transformational leadership creates an atmosphere that values
UNIQUENESS and DIVERSITY and RESPECTS the talents of each INDIVIDUAL
CREATING A CULTURE OF APPRECIATION
1. Examining JUDGEMENTS
2. Checking ASSUMPTIONS
3. Checking INTERPRETATIONS and PERCEPTIONS
4. Moving from BLAME to HONORING
a. Identify person with whom you are having difficulty in your team
b. Decide what you want to happen in this relationship
c. What would change if this relationship was working perfectly
d. What beliefs about yourself or that person do you need to let go of that
are getting in your way of creating what you want
e. What feelings about yourself or that person do you need to let go of that
are getting in your way of creating what you want
f. What behaviours that you turn to when you are with that person do you
need to let go of that are getting in your way of creating what you want
g. What patterns of speaking and communicating do you need to let go of
that are getting in your way of creating what you want
h. Coach yourself – celebrate success
A- Aspiring STRIVING /DARE TO DREAM BIG

The Aspiring aspect of transformational leadership creates a culture of Shared Imagination
and Possibilities
CREATING A CULTURE OF HIGH PERFORMANCE
Four Principles
1. DISCOVERY – identifying the positive core of the organization
2. DREAM – vision of the future – aspire to become/achieve

3. DESIGN – making aspiration possible
4. DESTINY – actions for achieving those aspiration
N- Navigating LEARNING
The Navigating aspect of transformational leadership creates a culture of Learning
representing a framework for thinking about individual and organizational CHANGE and the
issue of how to adopt NEW BEHAVIORS.
CREATING A CULTURE OF LEARNING
Benchmarking with Difference
The idea is to seek out pockets of excellence or effectiveness within your organization and
invite those pockets to share what makes them excellent or effective.
G- Generating INNOVATION
The Generating aspect of transformational leadership nurtures Innovation and thinking that
leads to inspired breakthroughs
CREATING A CULTURE OF INNOVATION
Brain Walking
It is an exciting technique designed to help co-workers generate big ideas and insights by
stimulating connections between seemingly unrelated or random thoughts, facts and
intuitions. Brain walking is extension of Brainstorming
E- Expressing INITIATIVE
The Expressing aspect of transformational leadership nurtures culture for Development by
encouraging others to speak, take risks and develop themselves to develop organization and
lead their responsibilities in their own way
CREATING A CULTURE OF INITAITIVE / DEVELOPMENT
Learner as Teacher
One of the best ways to learn is by having to teach someone else
S- Spirit /Synchronizing REINVENTION

The Spirit aspect of transformational leadership creates a sense of ongoing accomplishment,
celebration and evolution so that everyone is excited about pulling together towards future
CREATING A CULTURE OF REINVENTION / COMMITMENT
1. Weekly Synchronization Meetings
2. Evolutionary Mapping
3. Replication and Evolution
LEADERSHIP is all about

COMMUNICATE
DIFFERENTIATE
INNOVATE
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See discussions, stats, and author profiles for this publication at: https://www.researchgate.

Leadership Development - Handbook

Preprint · July 2020

NAAC - Assessment & Accreditation View project

Research Methods Visibility View project

The user has requested enhancement of the downloaded file.

Top leadership qualities and skills

 Difficulty meeting business objectives

 Self-Efficacy - Shifting Mind-sets

 Effective & Assertive Communication

 Managing & Building Teams

Leadership DNA Genes – C-H-A-N-G-E-S

C Community (Including vs. Excluding) CO-CREATING

H Humanity (Appreciating vs. Blaming) HUMANIZING

A Aspiration (Striving vs. Fearing) ASPIRING

N Navigation (Sharing vs. Withholding) NAVIGATING

G Generativity (Wondering vs. Knowing) GENERATING

E Expressing (Developing vs. Dictating) EXPRESSING

S Spirit (Celebrating vs. Conforming) SPIRIT

C Community I – Centric We - Centric

H Humanity I – Centric We - Centric

A Aspiration I – Centric We - Centric

N Navigation I – Centric We - Centric

G Generativity I – Centric We - Centric

E Expressing I – Centric We - Centric

S Spirit I – Centric We - Centric

Leadership DNA styles

Transformational Leadership (From Regressive to Progressive)

2. Do you work by power over other colleagues or by power with colleagues

3. To what extent does fear of noncompliance drive your efforts versus

4. Do you feel trapped in silos and by boundaries versus being encouraged to

7. Do you impose interpretation and conformation on others versus attaching

2. Do you work by power over other colleagues or by power with colleagues

3. To what extent does fear of noncompliance drive your efforts versus

4. Do you feel trapped in silos and by boundaries versus being encouraged to

7. Do you impose interpretation and conformation on others versus attaching

Competencies CLARITY – deep knowledge of self, others and the business

Transformational Leadership initiatives

Transformational Leadership initiatives

Encourage COLLABORATIVE EXPERIANTIAL LEARNING

Competencies DREAMING (SCENARIOS)

Transformational Leadership initiatives

Works on PULL energy of every team member his or her share

Competencies COHESIVE COLLABORATION

Transformational Leadership initiatives

Works on PULL energy by taking PROACTIVE stance for

Competencies COLLECTIVE INTELLIGENCE

Transformational Leadership initiatives

Competencies SYNCHRONIZATON & ORCHESTRATION of TEAM

Transformational Leadership initiatives

S- SPIRIT (Spirit of REINVENTION)

Competencies SHARED VISION for CHANGE

Transformational Leadership initiatives

LEADERSHIP DNA GENE COMPONENTS CULTURE

C- Community / Co-creating INCLUSION

C- Community / Co-creating Culture INCLUSION

A- Aspiring STRIVING /DARE TO DREAM BIG

2. DREAM – vision of the future – aspire to become/achieve

S- Spirit /Synchronizing REINVENTION

LEADERSHIP is all about

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