Chapter 3 :

SKILLS FOR DEVELOPING

YOURSELF AS A LEADER
By
Sudannesvary A/P Retnam (171223439)
Archanaa A/P Padmanathan (171221828)
Abiyaal Philip A/P Krishnan (171221822)
Tharani A/P Sekaran (171222048)
Tharane A/P Velu (171222047)
Syukrina Binti Muhammad Razak (171222030)
 NEW LEADER ONBOARDING ROAD MAP
 BEFORE YOU START - CANDIDATES SHOULD GATHER AS MUCH
INFORMATION ABOUT THEIR POTENTIAL COMPANY AS THEY
CAN
 THE FIRST DAY - MEETING THEIR NEW BOSS AND MEETING
THEIR NEW TEAM
 THE FIRST TWO WEEKS – LAY THE FOUNDATION
 THE FIRST TWO MONTHS - STRATEGY , STRUCTURE , STAFFING
 THE THIRD MONTH – COMMUNICATE AND DRIVE CHANGE
 PREPARING FOR AN INTERVIEW
• Carefully examine the job description

• Consider why you are interviewing and your qualifications

• Perform research on the company and role

• Consider your answers to common interview question

• Practice your speaking voice and body language

• Conduct mock interviews

 THE FIRST DAY: MAKING A FIRST IMPRESSION
1
•  Maintain a positive attitude

• Dress right for the job

• Find the right work-life balance

 THE FIRST DAY : MAKING A FIRST IMPRESSION 2

•  Arrive early, stay late

• Show up with a positive attitude

• Ask for help

•  Take initiative
 FIRST TWO WEEKS, 1
New leaders should meet people both inside and outside the team

Learning as much as possible

Developing relationships

Determining future allies

 FIRST TWO WEEKS, 2
One-on-one meetings with key team members should provide the leader with answers to
critical questions

What is the team member working on?

What are the team member’s objectives?

What are the people issues on the team?

What can the team do better?

Who are the “stars” a level or two down in the organization?

What advice do team members have for the new leader, and
what can the new leader do to help team members?
 FIRST TWO WEEKS, 3
New leaders should minimize their personal interactions with direct reports
during their first two months on the job

Their peers’ objectives, challenges, team structure, etcetera

Their perspectives on what the new leader’s team
does well and could do better
Their perspectives on the new leader’s team members
How to best communicate with the boss
How issues get raised and decisions made on their boss’s team
 FIRST TWO WEEKS, 4
New leaders should make it clear that they want and appreciate their peers’ help

Should schedule regular meetings with their peers to build relationships

New leaders should meet with their stars during the first two weeks on the job
Stars can provide ideas for improving team performance and are likely candidates for direct
report positions should the new leader decide to change the structure of the team
 If Must Act, Go After The Small Wins First.

1. If a new leader do feel need to take action in the first two weeks, must focus on the
small wins first.

2. This builds the leader credibility with the team. And, remember, even a small win can go
a long way.
 FIRST TWO MONTHS: STRATEGY, STRUCTURE, STAFFING

Develop Professional Relationships With The Staff, Not Friendships

1. The goal as a leader should not be to make friends with the staffs. The reason is
friendships often prevent tough feedback and there’s no performance component to a
friendship, whereas performance is the biggest concern as a leader.

2. Be friendly with the staffs and get to know them on a personal level. But the majority
of the conversation should be about work and the relationship should ultimately be a
professional one
 FIRST TWO MONTHS: STRATEGY, STRUCTURE, STAFFING

Set Expectations And Establish Group Norms With Your Team

1. Clarify expectations by acknowledging the accomplishments of the past while also sharing the goals
for the next performance period, as well as the long-term goals for the team

2. It’s also important to establish norms with the team, Norms are guiding behaviours for how you and
your team should act
Example:  Everyone showing up on time for meetings, everyone being prepared for
each meeting, everyone treating each other with respect
 FIRST TWO MONTHS: STRATEGY, STRUCTURE, STAFFING

 Learn, Learn And Learn Some More

1. New leader are by definition inexperienced in management, and therefore need to learn new skills.

2. The faster the leader can learn these skills, the quicker they’ll become an effective leader and
ultimately the less stress they’ll feel.
 THIRD MONTH: COMMUNICATE AND DRIVE CHANGE

  These 3 C’s of Communicate and Drive Change:

1. Communicate – New leaders communicated the “what” and the “why.” Leaders who explained the
purpose of the change and connected it to the organization’s values or explained the benefits
created stronger buy-in and urgency for the change

2. Collaborate - Include staffs in decision-making early on, strengthening their commitment to change.

3. Commit - New leaders made sure their own beliefs and behaviours supported change. They also
devoted more of their own time to the change effort and focused on the big picture.
 THIRD MONTH: COMMUNICATE AND DRIVE CHANGE, 2

Off-site meeting
 meeting that takes place outside of the office
•Purpose of Off-site meeting
 People gather together to discuss about goals, strategy and tactis.
•Objective of Off-site meeting
 Encouraging creativity
 Create team scorecard
 Get agreement on the critical attributes and values of team members
Establish task forces to work on key change initiatives
 LEARNING FROM EXPERIENCE
• Leadership practitioners can enhance the learning value of experiences by:
 Taking a 10 percent stretch

conveys the idea of voluntary but determined efforts to improve leadership skills.
 Creating opportunities to get feedback

Questionaire Survey
 Learning from others

leaders can learn by asking questions and paying attention to everyday situations
 Keeping Journal

Journal entries may include comments about insightful or interesting quotes, anecdotes, newpaper articles, or
even humorous cartoons about leadership
 Having a Developmental Plan

A systematic plan outlining self-improvement goals and strategies will help leaders take advantage of opportunities
they otherwise might overlook.
 TECHNICAL COMPETENCE, 1

• Technical competence comes from being trained in the business and having experience —
experience that allows you to not only understand how the business works, but how the workers in
that business need to be led.
• And technical competence puts you in a position of being respected by those you are leading.

• Followers with technical competence earn better performance appraisal ratings, exert influence in
their groups, and are more likely to be a member of a leader’s in-group

• Related to improved managerial promotion rates, better training skills, lower rates of group
conflict, reduced levels of role ambiguity, and higher motivation levels among followers for
leaders
 TECHNICAL COMPETENCE, 2

Steps in building technical competence

• Determining how the job contributes to the overall success of the organization
• Becoming an expert in the job through education, training, observation, asking
questions, and teaching
• Seeking opportunities to broaden one’s experiences by performing tasks
associated with the other positions in one’s work group and visiting other parts
of the organization
ADVANTAGES OF HAVING A GOOD WORKING
RELATIONSHIP WITH SUPERIORS

Can Avoid Conflict

Follower feel more motivated
Get better feedback
Follower more likely to get promotion
 BUILDING EFFECTIVE RELATIONSHIPS WITH
SUPERIORS

HOW TO HAVE EFFECTIVE RELATIONSHIP WITH SUPERIOR?

• Know The Superior’s Communication Style

• Do more that expected
• Avoid making excuses
• Be loyal to superior
 BUILDING EFFECTIVE RELATIONSHIPS WITH
PEERS
HOW TO MAINTAIN GOOD PEER RELATIONSHIP?

 Search for common goals

 Establish trust and respect
 Make time to bond with each other
 Definition
01 Systematic process of building knowledge
and experience or changing behaviour.

Peterson and Hicks

02 Believe that there are five interrelated
phases to developmental planning.

Development
Planning
 Five interrelated phases

Identifying development needs

Analyzing data to identify and prioritize

development needs.

Using prioritized development needs to

create a focused and achievable
development plan.

Periodically reviewing the plan, reflecting

on learning, and modifying or updating the
plan as appropriate.

Transferring learning to new environments

 Conducting G A P S
Analysis The first phase in the
development planning
process is
To conduct a G A P S, goals,
abilities, perceptions, and
standards analysis, which
involves the following steps

Identifying career goals

1 2

Identifying strengths and development needs

3 related to the career goals
4
Determining how one’s abilities, skills, and
behaviors are perceived by others by asking
others for feedback or through performance
reviews or 360-feedback instruments

Determining the standards one's boss or

organization has for one's career objectives
 Bridging the Gaps: Building a Development Plan
7 Steps for developing a high-impact
development plan :

First Step Third Step Fifth Step Seven Step

Working on career and Determining action steps. Stretching assignments. Reflecting the knowledge with a
development objectives. partner.

Second Step Fourth Step Sixth Step

Determining the criteria for Deciding whom to involve and Using various resources.
success. reassessing dates.
 Summary
THE FIRST THREE MONTHS

Give leaders unique opportunities to make smooth

transitions, paint compelling pictures of the future, and FUNDAMENTAL REQUIREMENT OF LEADERSHIP
drive organizational change. EFFECTIVENESS :

Ability to build strong alliances with others.

PERFORMANCE :
Function of technical competence.

DEVELOPMENT PLANNING :
The systematic process of building knowledge and
experience or changing behavior.
INDIVIDUALS :
Who have good superior-follower relationships are often in
the superior’s in-group.
THANK YOU