LEADERSHIP

DEVELOPMENT
BY EVELYNNE WANJIKU
TRAINING AND MENTORSHIP MANAGER,
PAWATECH SOLUTIONS
Objectives of the session

 Identify the various components of the Leadership Development Arc

 To reflect on our individual work style and identify areas for growth
 To analyze the negative and positive impacts of each style taken to excess
 To practice the basic components of peer coaching and reflect on individual
leadership
 Introduction to the Leadership Development Arc
 Review of Leadership Compass Self Assessment
 Interpretation of Compass Results
 Peer Coaching and next steps
Brainstorm

 Reflect on a time that you learned a new leadership skill.

 Write down what the skill was and how you felt while doing it

 Raise your hand to share.

Introduction to Leadership

 Leadership is a skill!
 A leader is someone who influences others. We all have an image of a leader.
 What are some qualities of leadership you have seen in a leader you know or
admire?
 - Name the leader
 - What are the main qualities they possess that you most admire?
Understanding Leadership

 Leadership is a dynamic process

 A leader influences others to contribute voluntarily towards achievement of
organizational goals.
 Leadership styles refer to how someone guides, motivates, and manages others
while strategizing and executing tactics to meet team and stakeholder demands.
 - We are drawn organically to a certain style depending on our
personality
 - We can learn to develop skills that will help us strengthen areas of our
leadership
Leadership Myths

 some people are born leaders

 leadership is in a person: some have it and some do not
 leadership is no more than getting others to do what you want them to do
 leadership always involves action
Leadership Development Arc

 Self-Assessment: Our Leadership Compass

 Reflection and Feedback in Peer Coaching
 Leadership Development Planning
 Plan Implementation over the next 6 months
Leadership Development at Pawatech
Leadership Compass

 Each direction has deep strengths and potential weaknesses- as leaders we seek
some balance
 We have some ‘natural’ abilities in each, but we can learn the skills associated
with each direction through practice and self-awareness
Compass

 “A leader needs to know their strengths as a carpenter knows their tools, or as a

physician knows the instruments at her disposal. What great leaders have in
common is that each truly knows their strengths – and can call on the right
strength at the right time. This explains why there is no definitive list of
characteristics that describes all leaders.”

 Donald O. Clifton, Gallup Researcher-and Founder of Strengths Psychology

How is the Leadership Compass Useful?

 Generate self-awareness of own leadership and work style

 Reflect on individual style and identify areas for growth

 Understand the effects of taking each style to excess

 Acquiring a vocabulary and way of thinking to work as a team

 Identify strengths and learn the qualities one can develop to be a more balanced
leader
Instructions for Leadership Compass Self-
Assessment
 Read each of the statements on the following slides.
 Place a check mark in the box next to the statements that apply to how you make
choices and decisions at work.
 Each of these statements will apply to all of us some of the time; we are interested
in knowing which of these statements represent you most of the time.
 Count the total number of check marks on each section and place that number in
the star shape to the right of the section.
 The section with the highest number in the star shape is your dominant decision-
making style.
NORTH

 I am usually assertive, active, and decisive.

 I like to determine the course of events and be in control of professional

 relationships.

 I am quick to act and express a sense of urgency for others to act.

 I enjoy challenges presented by difficult situations and people.

 I think in terms of the bottom line or results.

 I like a quick pace and fast track.

NORTH (continued)

 I persevere and am not stopped by hearing “No”; I probe and press to get at
hidden resistances.
 I like variety, novelty, and new projects.
 I am comfortable being in front of a room or crowd.
 Some of my value-oriented words phrases include “Do it now!,” “I’ll do it!, and
“What’s the bottom line?”
EAST

 I am a visionary who sees the big picture.

 I am a generative and creative thinker; I am able to think outside the box.
 I am very idea-oriented and focus on future thought.
 I make decisions by imagining myself in the future.
 I usually have insight into mission and purpose.
EAST (continued)

 I look for overarching themes and ideas.

 I am adept at problem-solving.
 I like to experiment and explore new ways of doing things.
 I appreciate a lot of information.
 My value-oriented words are “option,” “possibility,” and “imagine.”
SOUTH

 I understand how people need to receive information in order to act upon it.

 I integrate others’ input in determining the direction of what’s happening.

 I am value-driven regarding aspects of professional life.

 I use professional relationships to accomplish tasks and interaction is primary to me.

 I am supportive of colleagues and peers.

 I have a willingness to take others’ statements at face value

SOUTH (Continued)

 I am feeling-based and trust my own emotions and intuition.

 I believe my intuition and emotions are regarded as truth.

 I am receptive to others’ ideas; I am a team player; I build on the ideas of others.

 I am generally non-competitive.

 I am able to focus on the present moment.

 My value-oriented words are “right” and “fair.”

WEST

 I understand what information is needed to assist in decision-making.

 I am seen as practical, dependable, and thorough in task situations.
 I’m helpful to others by providing planning and resources and come through for
the team.
 I move carefully and follow procedures and guidelines.

 I use data analysis and logic to make decisions.

 I weigh all sides of an issue and am balanced

WEST (continued

 I am introspective and self-analytical.

 I am careful and thoroughly examine people’s needs in situations.

 I maximize existing resources and get the most out of what has been done in the
past.

 I am skilled at finding fatal flaws in an idea or project.

 My value-oriented word is “objective.”

The Leadership Compass
Interpretation for NORTH

 Assertive, active, and decisive

 Likes to determine the course of events and be in control of professional relationships
 Quick to act; expresses a sense of urgency for others to act
 Enjoys challenges presented by difficult situations and people
 Thinks in terms of the end result or “bottom line”
 Likes a quick pace and the fast track
 Perseveres; not stopped by hearing “No”
 Likes variety, novelty, and new projects
 Comfortable being in front of a room or crowd
 Value-oriented phrases include “Do it now!,” “I’ll do it!,” and “What’s the bottom line?”
Interpretation for EAST

 Visionary -- sees the big picture

 Generative and creative thinker; able to think outside the box
 Very idea-oriented
 Makes decisions by imagining themselves in the future
 Often has a strong insight into long-term mission and purpose
 Looks for overarching themes and ideas
 Adept at problem-solving
 Likes to experiment and explore
 Appreciates a lot of information
 Value-oriented words are “option,” “possibility,” and “imagine what if”
Interpretation for SOUTH

 Understands how people need to receive information in order to act upon it

 Integrates others’ input when making decisions or determining direction
 Driven my moral values in their professional life
 Uses professional relationships to accomplish tasks; interaction is primary
 Supportive of colleagues and peers
 Displays a willingness to take others’ statements at face value
 Based on feeling; trusts their own emotions and intuition as truth
 Receptive of others’ ideas; team player; builds on ideas of others; non-competitive
 Able to focus on the present moment
 Value-oriented words are “right” and “fair”
Interpretation for WEST

▪ Understands what information is needed to assist in decision-making

▪ Seen as practical, dependable, and thorough in task situations
▪ Helpful to others by providing planning and resources; comes through for the team
▪ Moves carefully and follows procedures and guidelines
▪ Uses data analysis and logic to make decisions
▪ Weighs all sides of an issue; balanced
▪ Introspective and self-analytical
▪ Careful; thoroughly examines people’s needs in situations
▪ Maximizes existing resources; gets the most out of what has been done in the past
▪ Skilled at finding fatal flaws in an idea or project
▪ Value-oriented word is “objective”
NORTH- ACTION taken to excess

 May easily overlook process and comprehensive strategic planning when driven
by need to act and decide
 May get defensive quickly, argue, and try to prove their expertise
 May lose patience; pushes for decisions; avoids discussion
 May be autocratic; want things their way; has difficulty being a team member
 Sees things in terms of black and white; doesn’t like ambiguity
 May go beyond limits; gets impulsive; disregards practical issues
 Not heedful of others’ feelings; may be perceived as cold
 Has trouble relinquishing control; finds it difficult to delegate responsibilities
 Value-oriented phrase is “If you want something done, do it yourself!”
EAST-VISIONARY taken to excess

 May put too much emphasis on vision at the expense of action

 May lose focus on tasks
 May not follow-through on projects; can develop a reputation for not being
dependable or having attention to detail
 Not time-bound; may lose track of time
 Tends to be highly enthusiastic early on, but burns out over the long haul
 Will not work on projects that do not have a comprehensive vision
 Easily frustrated and overwhelmed when outcomes are not in line with vision
SOUTH– EMPATHY taken to excess

 May lose focus on goals when they believe relationships and/or needs of people
are being compromised
 Has trouble saying “No” to requests
 Internalizes difficulty and assumes blame
 Prone to disappointment when relationship is seen as secondary to task
 Has difficulty consulting, confronting, and dealing with anger; may be
manipulated by anger
 May over-compromise to avoid conflict
 Immersed in the “now”; loses track of time; may not see long-range view
 May become mired in the process at the expense of accomplishing goals
WEST-- ANALYSIS taken to excess

 May be bogged down by information or analysis process at the expense of

moving forward
 May become stubborn and entrenched in position
 May be indecisive, collect unnecessary data, become mired in details, or suffer
from “analysis paralysis”
 May appear cold or withdrawn in respect to others’ working styles
 May have a tendency towards watchfulness or observation
 May remain withdrawn and distant
 May resist emotional pleas and change
What can be lost?

 North: Patience
 ○ Struggles with Delegating

 ● East: Focus
 ○ Struggles with Follow Through

 ● South: Action
 ○ Struggles with Goal

 ● West: Time
 ○ Struggles with Momentum
How to work with an East-facing
Visionary
 Show interest and enthusiasm for ideas
 Listen and be patient during idea generation • Avoid critical judgment of ideas
 Allow and support divergent thinking
 Provide variety of tasks
 Provide support and supervision check-ins on details and project follow through
“Envision, Express”
How to work with an South-facing
Nurturer
 Remember to pay attention to relationship issues • Justify decisions around values
and ethics
 Allow expression of feeling, intuition in logical argument
 Be aware that this person may have trouble saying ‘no’ to you
 Provide positive reassurances
 Let the person know that you like them
 “Share, Support”
How to work with an West-facing Teacher

 Allow time for decision making

 Provide all significant data
 Don’t be put off by critical statements
 Use logic-based arguments
 Appeal to tradition and procedure.

 “Who, What, When, Where, Why?”

How to work with an North-facing
Mobilizer
 Present your case clearly, concisely and with confidence
 • Share how they will be involved
 • Talk about the ‘challenge’ of the task
 • Provide plenty of autonomy
 • Stick with established timelines
 • Give positive public recognition
 “Need it now!”
What is Active listening?
• Being an attentive, focused and engaged
listening
• Asking open-ended questions that empower
the speaker
• Asking probing questions
• Requesting clarification.
• Paraphrase the essence of the message
spoken by the communicator but in different
words.
• Attuned to and reflecting the speaker’s
feelings.
• Summarizes reflections
Next Steps in our Leadership Learning
Cycle
 Reflect Individually on your Leadership Compass and complete your Learning
Plan
 Implement the changes that you have proposed
 Schedule and carry out a feedback session with a colleague to discuss your
leadership learning plan
 Based on the feedback received, make changes to your Learning Plans and share
them with facilitators in your 1-1 meetings.
 We will check in on your leadership learning plans when we meet again
Leadership learning plan: Reflection
Questions
 What was a skill area from the Leadership Compass self-assessment that you
would like to focus on?

 Where are you now in relationship to these skills? What needs to improve? How
are you currently working on growing in this area?

 What is a specific, measurable learning goal that you would like to accomplish in
the next 6 months?

 What barriers might get in the way of achieving your goal, internally and
externally?
 Leadership Learning Plan: Example

Develop and implement a • After taking on a new 2 people on my I have advanced my work
process to delegate asks to task, I delegate at least team- ask for responsibilities with the support
my team on a regular basis 2 tasks to my team. feedback 2/x mo. of my team.