How To Become a Leader

Take control of your career - learn the skills needed to be in control of any team, in any task, in any situation.
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  • Lectures 48
  • Contents Video: 1.5 hours
    Other: 22 mins
  • Skill Level All Levels
  • Languages English
  • Includes Lifetime access
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    Available on iOS and Android
    Certificate of Completion
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About This Course

Published 1/2014 English

Course Description

How To Become A Leader is the course that delivers an actionable step-by-step guide to successfully leading any organization or team.

How To Become A Leader is a no-nonsense 'how-to' course in leading people. By using this course material you can successfully lead anyone anywhere.

What You Will Learn:

1. Exactly what leadership is (and is not!) and why organizations need trained leaders more than ever - how you can find the right leadership role for you.

2. How to identify your personal values and why and how to lead by them.

3. How to create powerful visions and why they will motivate others to follow you.

4. How to lead every day - step-by-step guides to controlling people, teams and tasks.

What You Will Receive:

32 video lectures

11 activities

5 immediately usable models

Ebook containing Standard Operating Procedures (SOPs) - the SOPs contain the course narratives, bonus material not included in the course lectures, the course mind maps, step-by-step guides for using each of the 5 course models.

Lifetime access to the course material

Udemy money back guarantee

Weekly support in the questions and answers section

Who Should Take This Course:

This course is designed to teach the basic skills of leadership. It is highly recommended for you if you are looking to take on your first leadership role, or demonstrate to others you have the necessary skills. It is also suitable for you if you are already in a leadership role but looking to improve your performance.

Student Comments:

"If you are looking for a great course to further your career or to just expand your skill set look no further!" Andrea

"Mark's course covering the basics of leadership and developing a personal set of values changed my life!" Greta

"Mark Hollingsworth is an excellent teacher, he is very personable and gets his point across clearly. I really enjoyed taking his course on leadership." Mary





What are the requirements?

  • Approximately 4 hours of study time.

What am I going to get from this course?

  • At the end of the course you will be able to lead any organization or team in any situation.
  • You will be able to identify your personal values and learn how to lead by them.
  • You will be able to create a vision which is powerful, compelling and will motivate others to follow you
  • You will create a daily control model to enable you to lead individuals, teams and any given task

What is the target audience?

  • People looking for their first leadership role
  • People looking to demonstrate to others they have the necessary leadership skills
  • People who are in a leadership position but looking to improve their performance
  • Anyone looking to understand and learn the basic skills of leadership

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.

Curriculum

Section 1: What is leadership?
Introduction to the course
Preview
06:42
The Big Picture
Preview
01:25
The Core Idea
1 page
Learning Objectives
01:11
2 pages

Successful learners have one thing in common and that is they adopt an active approach to learning. They never sit passively listening or reading. They are always asking themselves questions and doing something to ensure they take in the facts in a way that best suits them. At the beginning of each of my lectures I suggest a period called ‘self reflection’. In it I pose a series of self-analysis questions which are designed to begin the stimulation you need to learn.

08:55

Leadership as a definition means different things to different people. Before we set out to become a leader, or to seek to improve our performance as a leader, we need to be very clear in our own thinking by what we mean by leadership and being a leader. We therefore start this course with a series of questions:

  • What exactly is leadership?
  • What do leaders do?
  • Why is leadership important in our society?
  • Why does the situation we operate in define the leader we need to be?

Leadership is about people

John Erskine once said:

In the simplest terms, a leader is one who knows where he wants to go, then gets up and goes."

That’s a great start to our understanding about leadership, but it already starts to generate more questions. For example knowing where you are going and taking action to get there is fine, but you will need people to follow you! Leadership without people is not really leadership - its just a personal journey. Leadership is far more complex than that! At its most raw leadership is about people.

Human beings are our most important part of civilization. What responsibility could then be more important than the leadership and development of people? You are most likely taking this course because you have a desire to help people, or help an organization achieve its aims, or even to help you build your own personal organization. All of these aims involve people in one way or another. If we look at an organization without leadership it is just a mixture of men, women and machines.

Leadership is the human element which binds together a group and motivates it towards achieving its goals.

Organizations need leaders

Leadership is something a person does, not something the person is. An effective leader plans the work, organizes the group, makes decisions, but will not get direct results from any of these actions unless the leader ignites the power of motivation in the people and guides them towards the goals. In other words leadership transforms potential into reality. It is the ultimate act which brings success out of all the potential that lies within an organization and its people.

We tend to think nowadays of organizations that compete with each other by means of their products (for example Apple, Nike, Microsoft, Starbucks etc) but it would be more perceptive to consider they more accurately compete through their leaders more than through their products. It is the leaders that give these organizations the life which ultimately creates the products and the innovations which find their way into the marketplace. It follows therefore an employer who develops better leaders gains a competitive advantage. It also follows that better leaders develop better employees, and the two together develop a more efficient and effective organization.

Within an organization leaders have many people-orientated responsibilities, such as:

  • Developing in people an interest in their work
  • Settling the inevitable conflicts that will occur amongst them
  • Encouraging them to accept and embrace change
  • Motivating them to undertake work and aspire to high levels of quality
  • Communicating the strategic, management and operational plans
  • Encouraging people to be creative and innovative with their minds as well as with their personal skills.

A good leader makes people feel that “they are at the very heart of things that are going on”, according to management expert Warren Bennis. Overall the leader’s job in an organization is to motivate people to their greatest personal potential in terms of the organizational goals, their personal goals and their aspiring social goals. This is a complex integrated platform and it would be fair to say it is rarely if ever accomplished to perfection!

Successful leaders realize they get their job done through people and therefore try to develop social understanding and appropriate people skills. They must develop a healthy respect for people, simply because their success so often depends on the cooperation of people. They will always approach problems in terms of the people and personalities involved more than the terms of the technical or mechanical aspects of the problem.

Situational leadership

When we think about what leadership is we need to take account of the ‘situation’. Leadership is always relative to the situation in which it occurs and in which the individual is required to demonstrate leadership. The leader and the group being led do not interact in a vacuum, but at a certain time and place within a specific set of circumstances - it is their ‘situation’, the human, the physical, the time environment in which they interact. As the situation changes it calls for different leadership abilities.

Change is a now a constant aspect of our lives. A leader today is required to be adaptive and flexible, because each situation faced is unique. There is no way ever to repeat yesterday; neither is there any way to guarantee that tomorrow, or even the next hour, will be like it is at the moment. But there is one fact about situational leadership that is the same and that is ‘time’. All leaders are endowed with it equally each day. The number of hours available to leaders in New York is the same as in London or Paris or Moscow. The measure of leadership is how those hours are used. The leader is a time user, rather than the time watcher.

Most people, given the right situation and the right group, have leadership potential. That potential could be a small, medium or large set of personality leadership traits. For example not all employees will have the appropriate amount of traits to be the vice president of a large corporation, but could perhaps make an excellent departmental supervisor. A good leader will recognize and develop not only their own potential but also of those around them.

Finally, the situation can be seen in the difference between small and large groups or organizations. In a small group the leader will naturally be in regular contact with each of the leader’s followers - such close proximity means the leader’s personality will be more important. A poor personality could lead to negative results building up as result of resentment and frustration by the group in their association with the leader. We need to think of this level of leadership as ‘personal leadership’. The larger the organization and the higher up the chain of command the leader’s span of personality will reach less and less people directly - and new traits and skills will be required from a leadership perspective. This we can think about as ‘managerial leadership’, where projection of the leaders image is perhaps more important than the interaction one-to-one with members of the organization.


1 page

Now we have a basic understanding of what leadership is, why we need leaders in organizations and how the leadership we demonstrate is subject to the situation we find ourselves in. Our next task is to create a definition of leadership. Why? Leadership, or being a leader, is personal to you. You are most likely motivated by many different reasons to want to be a leader. It is important for you to understand what it means to you - what your core belief is.


Sample definitions
03:07
01:39

We spoke in the first section about leadership ‘traits’ and ‘skill-sets’ - the attributes which make leaders ultimately successful. As you have been thinking about what you may need, or currently need, in your role as a leader and also what you admire in the performance of other leaders you will have started to build up a list in your mind of leadership attributes. We are now going to review the most popular.


1 page

A cross-section of successful senior leaders ranked, in the order of importance, 25 attributes they considered essential for their work as leaders. Here is the summary of the findings, starting with the most important attribute.

1 page

Please refer to the list of 25 attributes and compile your own list of those you consider should be the top 5 attributes you look for in a leader.

02:32

Over the course of the past 3 years I have conducted a continuous survey of people and asked them to rate the 5 most important attributes they look for in their leaders without reference to this top 25 list. The 5 that emerged most consistently in priority order are:

  1. Honesty.
  2. Being respectful.
  3. Visionary.
  4. Integrity.
  5. Ability to take decisions.

This was an interesting exercise and it highlights two different perspectives by leaders and those they lead. Firstly, if you look back to the top 25 list compiled by the leaders they felt their most important attribute was the ability to take decisions - although not rated number 1 by the people being led it did feature in their top 5.

Secondly, honesty, as the number 1 attribute those being led look for in their leaders, did not feature in the leaders top 25 attributes. The conclusion we can draw from this is that those leading see their requirements somewhat differently from those being led. Again, this is not surprising - for example the pressures upon a corporate CEO from shareholders and the Board of Directors to perform would not be a pressure felt by most of the employees. This presumably would certainly help shape a CEOs leadership perspective.

The fact these two lists vary should not be seen as a negative, but should, I suggest, be used by you in a way that helps keep you aware of how you are viewed by those you lead – to empathize is a powerful leadership tool!


02:20

Leadership is something a person does, not something the person is. An effective leader plans the work, organizes the group, makes decisions, but will not get direct results from any of these actions unless the leader ignites the power of motivation in the people and guides them towards the goals.

Leadership is always relative to the situation in which it occurs and in which the individual is required to demonstrate leadership. The leader and the group being led do not interact in a vacuum, but at a certain time and place within a specific set of circumstances - it is their ‘situation’, the human, the physical, the time environment in which they interact. As the situation changes it calls for different leadership abilities.

It is important for you to understand what leadership means to you - what your core belief is. Attempting to create a definition of leadership will always be a challenge, because leadership means different things to different people – it is a very complex subject.

Because the challenges and pressures facing those in leadership positions are often very different to those they have to lead, leaders see their requirements/skills/attributes needed to be successful somewhat differently from those being led.


Section 1
5 questions
Section 2: Discovering your values and how to lead by them
The Big Picture
00:59
The Core Idea
1 page
01:02



  • The objectives for this section are:
  • To understand what we mean by personal values
  • Why it is important for leaders to know what their own values are.
  • How an organisation can be driven successfully by the values of its leaders.
  • To understand how your personal values have been developed by your past life experiences.
  • You will identify your personal values.
1 page

Successful learners have one thing in common and that is they adopt an active approach to learning. They never sit passively listening or reading. They are always asking themselves questions and doing something to ensure they take in the facts in a way that best suits them. At the beginning of each of my lectures I suggest a period called reflection. In it I pose a series of self-analysis questions which are designed to begin the stimulation you need to learn.


05:34

Introduction

Most successful leaders will tell you they are driven by their values (or principles), a set of beliefs which underline their conduct and how they approach issues. What are those values and how do you know what your own are?

What are values?

I like to think of values in terms of our behaviour. Regardless of what situation we find ourselves in we always, repeat always, choose our response. The response dictates the outcome. In terms of leadership, being in a leadership position, your values will determine how you respond to people and how you respond to situations which may confront you, such as making decisions.

Your inner core values will ultimately affect your behaviour and then your effectiveness. As a leader, or someone who aspires to lead, you must first take the time to fully understand yourself and what you believe in, if you intend to be serious about the commitment and responsibilities that are inherent in the role of a leader. You need to define who you are as a person.

You need to really deeply and fully appreciate, and become conscious of, your own internal driving forces, beliefs and values. Without that deep sense of self-belief you will not function effectively in front of those you aspire to lead. A prime lesson in leadership is:

“A significant element of leadership is the outward expression of self-confidence".

An example of an organization led by values

Let me give you an example of an organization which has been led by its values since its formation over in 1775 - 238 years ago. It is not the organization which has the values - it cannot have, because values exist for people - it is the people who have served and led the organization which have lived by the values which has shaped the extreme longevity, culture and high performance of the organization and its members - the United States Marine Corps.

The United States Marine Corps has three guiding values, supported by eleven principles. Everyone who joins the organization agrees to aspire to the values - the training and experiences offered are based around the eleven principles of leadership, all of which develop the values in the individual.

You should note here how important it is for people seeking to join organization and become leaders to already have a set of values (or life experiences, beliefs) which are supportive to, or aligned to, the core values of that organization. As an extreme example if you believe in a non-violent life and nuclear disarmament it will be very difficult to align those beliefs with the Marines, an organization who primary function is the controlled application of extreme violence!

The three core values of the Marines are:

Honour - This is your personal integrity (for example doing the right thing even when no one is looking). It is about your ethics and morality.

Courage - Your mental, physical and ethical strength.

Commitment - This is the spirit of determination. The ability and desire to continue on even when everyone else has quit.

The eleven principles which feed into and nourish those values are classic leadership traits and are worth listing here for your review:

Be technically and tactically perfect (maintain a high level of competence)

Know yourself and seek self-development

Know your people and look out for their welfare

Keep your people informed

Set the example

Ensure the task is understood, supervised and accomplished

Train your people as a team

Make sound and timely decisions

Develop a sense of responsibility in your subordinates

Seek responsibility and take responsibility for your actions

Employ your team in accordance with its capabilities


01:32

You have probably been living unconsciously with your values for some time. They have been shaped by your life experiences and determined by the behavior and the attitudes of your life so far. To help you define what your personal values are will require you to think and reflect about your past successes and failures, your educational, family and social experiences, and life events which have profoundly affected you.


6 pages

To help you define what your personal values are will require you to think and reflect about your past successes and failures, your educational, family and social experiences, and life events which have profoundly affected you.

This lecture takes you through a 5 Step process of self-discovery.
01:55

These exercises are designed to help reinforce within you your own set of values/rules to live and most importantly now operate by. They do naturally vary person to person – no attempt is being made to impose a rigid standard upon you, only you can develop these beliefs. Having a daily sense of these values will create for you a determined state of mind. Such determination will over time naturally lead to steadfastness, courage and faith in your own ability (and self-confidence).

Now you are fully aware of your values you now need to find opportunities to reinforce them, perhaps you even need to re-think some of them if they are misaligned with where you wish to go.

What is extremely important is that leaders must live by a set of values, without them it is impossible to develop a strong sense of purpose, which in turn creates a determined state of mind - essential for the challenges ahead as a leader.


02:08

We need to think of values in terms of our behaviour. Regardless of what situation we find ourselves in we always, repeat always, choose our response. The response dictates the outcome. In terms of leadership, being in a leadership position, your values will determine how you respond to people and how you respond to situations which may confront you, such as making decisions.

Your inner core values will ultimately affect your behaviour and then your effectiveness. You need to really deeply and fully appreciate, and become conscious of, your own internal driving forces, beliefs and values. Without that deep sense of self-belief you will not function effectively in front of those you aspire to lead.

It is not the organization which has values - it cannot have, because values exist for people - it is the people who have served and led the organization which have lived by the values which in turn shape the longevity, culture and high performance of an organization and its members.

You have probably been living unconsciously with your values for some time. They have been shaped by your life experiences and determined by the behavior and the attitudes of your life so far. To help you define what your personal values are will require you to think and reflect about your past successes and failures, your educational, family and social experiences, and life events which have profoundly affected you.


Section 2
4 questions
Section 3: Vision - how to 'light the fire' of motivation
The Big Picture
00:49
The Core Idea
1 page
00:51

The objectives for this lecture are:

To be able to define what a vision is and why it is important for leaders.

What the component parts of a compelling vision are.

The benefits of a compelling vision.

How to use a 5 step model to create a powerful vision.

1 page

Successful learners have one thing in common and that is they adopt an active approach to learning. They never sit passively listening or reading. They are always asking themselves questions and doing something to ensure they take in the facts in a way that best suits them. At the beginning of each of my lectures I suggest a period called ‘self reflection’. In it I pose a series of self-analysis questions which are designed to begin the stimulation you need to learn.


03:55

Introduction

How do we convert our 'followers' into 'volunteers'? The answer lies in one word - vision. We mentioned it earlier, by having a “strong compelling vision”. It's that sense of where you are going.

The vision is a leader’s way of connecting with followers (and by followers we mean from an organizational perspective the team members, employees, volunteers etc).

The vision is:

  • A vivid picture of how things should be - a picture of the future.
  • It includes big ideas (because big ideas get people excited!).

A powerful vision, well articulated, attracts people to an organization, it motivates them to take action toward progress, and it drives organizational results. Being forward-looking, envisioning exciting possibilities and engaging others in a shared view of the future sets leaders apart from the pack.

Example of a visionary leader

The difficulty with trying to teach vision to someone is that vision is somewhat of an abstract term It is best described as seeing something that everyone else does not see. On its own a vision could be just a dream, and that where leadership comes in. A leader is an individual who takes action to build something (a product, a cause, a service, a building etc.) around that vision. Vision is often something that is discussed when we think about the organisation Apple and it’s leader Steve Jobs. His vision for the future is an excellent way to understand how important a vision can be in driving the organization forward. For example as a leader Steve Jobs’ vision in three areas transformed:

  • The way we use personal computers through his vision of the Mac and the iPad.
  • The way we listen, purchase, store music with iTunes and the iPod.
  • The way we communicate, take photographs, and also listen to music, with the iPhone.

Meet the followers’ dreams and aspirations

People want to hear how their dreams and aspirations will become a reality. A leader therefore needs to be able to explain how he or she created their vision, how they formulated it, because followers will then be able to buy in and share the journey. More importantly, if you can engage the followers in the shared creation of the vision it will have a very powerful outcome.


02:16

What constitutes a great vision?

We mentioned earlier a great vision is a powerful view of what the future will be like. It gives followers, and potential followers, something to aim for. This can lead to a strong sense of purpose within a group being led - a strong sense of purpose can help sustain the group through a crisis or challenging experience.

  • A great vision should be simple. The vision must be easily understood, measurable and inspirational.
  • It must be dynamic. It should meet the needs of the followers, be accurate and factual, challenging, insightful and above all else offer a better tomorrow.

Benefits of a strong vision

To summarize here are some of the benefits of having a strong and compelling vision:

  • It will be infectious, stimulating, attractive to others.
  • It can motivate individuals and teams.
  • It can help bring meaning to people’s work.
  • It attracts people to the organisation both as customers and employees and volunteers.
  • It can build loyalty.
  • It can challenge and inspire people.

The leader fires the imagination of the followers

It is the role of the leader to fire the imagination of the followers - a vision is the way to light that fire! A leader who is able to adopt the right attitude, spirit and exudes self-confidence, will ultimately see that same example flow through followers - transforming them along the way into volunteers.

People rally around leaders with a compelling vision and a clear sense of purpose!


2 pages

Let us now assume you are taking over a leadership position in an organization. One of the first mistakes a new leader often makes is to believe they have to create the vision entirely by themselves. In a start up business situation that may be necessary but when taking over an established situation a wise leader consults widely. Here is a five step process you can use to create a strong and compelling vision for your organization.


01:36

Once you have completed the vision statement assess it against the following check list:

Is the vision inspirational?

Is the vision easy to understand?

Does it use powerful language?

Is it creative?

Does it appear to be a consultative vision?

Did it make you want to “buy in”?


02:12

We convert our 'followers' into 'volunteers' through one word - vision, by having a “strong compelling vision”. It's that sense of where you as the leader are going. The vision is a leader’s way of connecting with followers (and by followers we mean from an organizational perspective the team members, employees, volunteers etc).

A powerful vision, well articulated, attracts people to an organization, it motivates them to take action toward progress, and it drives organizational results.

There are two key component parts to a great vision:

  • A great vision should be simple. The vision must be easily understood, measurable and inspirational.
  • It must be dynamic. It should meet the needs of the followers, be accurate and factual, challenging, insightful and above all else offer a better tomorrow.

The benefits of having a strong and compelling vision:

  • It will be infectious, stimulating, attractive to others.
  • It can motivate individuals and teams.
  • It can help bring meaning to people’s work.
  • It attracts people to the organisation both as customers and employees and volunteers.
  • It can build loyalty.
  • It can challenge and inspire people.
Section 3
5 questions
Section 4: How to lead - being in control
The Big Picture
00:56
The Core Idea
1 page
00:56

The objectives for this lecture are:

What does a leader have to do to successfully lead people.

Why the people component of leadership is vital for any leader to understand.

To know why the leader needs to simultaneously focus on satisfying three equally demanding ‘needs’.

To understand what constitutes the needs of: an individual; a group; a task.


1 page

Successful learners have one thing in common and that is they adopt an active approach to learning. They never sit passively listening or reading. They are always asking themselves questions and doing something to ensure they take in the facts in a way that best suits them. At the beginning of each of my lectures I suggest a period called ‘self reflection’. In it I pose a series of self-analysis questions which are designed to begin the stimulation you need to learn.


02:16

Introduction

In our penultimate lecture we answer the questions:

What is it like to be a leader every day?”

“What do I have to do to be successful?

Dictator or consensus builder?

For the many people, especially those who have had a poor experience with their leaders, the word leadership too often implies that one person acting as the leader is the sole dictator. For many, there is also a perception that the characteristics of a dictator makes the archetypal leader and the fear of not living up to that image deters many from seeking positions of responsibility and leadership.

Although some dictators have historically been effective leaders, it is more often those who lead through a mix of:

  • Consensus building
  • Example
  • Development
  • Delegation
  • Empowerment
  • and Inspiration

who in the long term are more effective - this is the model I wish you to aspire to! We have seen on the course so far you must have strong sense of personal values and principles to lead by, an ability to craft and communicate an inspiring vision, and determination to succeed. Now as we introduce the ‘people component’ into the equation we need to understand how a person is always an individual, but is also part of a larger team or group of people - and they have come together under your leadership to perform and complete a ‘task’ of some description. How do you lead those three (individual, group, task) on a day-to-day basis?


03:33

John Adair in his 1983 book 'Effective Leadership' introduced the concept of three circles in answer to this question. He argued that effective leadership requires the leader to constantly and continually focus on three needs simultaneously:

  • The needs of an individual in the group/team
  • The collective needs of the group/team
  • The needs of the task/mission

The leader’s goal is to achieve the task/mission, whilst building the group and meeting the needs of the individual.

It is a balancing act and is an ever-evolving situation, with one or more of these three needs demanding the leader's time at any particular point. It is, to me, leadership, and all its demands, captured in one simple diagram. If anyone asks you, as a leader, what you do all day you can show them this!

This model requires the leader to never lose focus of all three areas at the same time. For example exclusive focusing on the task will have to be at the neglect of the group and the individuals. The same applies for exclusive attention to the individual will neglect the group and the task. Each of the three aspects is inter-dependent upon each other to ensure overall functionality and ultimately success.


01:24

Let's have a look at those three needs in a little more detail.

Task Needs:

  • This is the reason the group comes together - there is a task that requires action.
  • These are the goals, the objectives, the mission etc - arguably the vision is the overriding task.

Group Needs:

  • When a group comes together it will require a sense of purpose and identity, principles and values to operate by, a vision, written or unwritten rules to operate within.
  • It may even require a hierarchical structure.

Individual Needs:

  • Individuals within the group will bring their own needs.
  • It may be a need for salary, it could be status, a sense of belonging, a belief in a cause, the need to give, the seeking of friendship, or personal growth.

The leader is positioned centrally so that he or she can balance the demands of the three areas and control the overall situation. The leader effectively acts as the facilitator.


1 page

I would like you to stop for a moment and reflect now on this model in operation. Think of a past situation where you have been a member of a team (not in a leadership situation) involved in completing a task.


01:19

Successful leaders are not autocratic, more often lead through a mix of:

  • Consensus building
  • Example
  • Development
  • Delegation
  • Empowerment
  • and Inspiration

The leader’s goal is to achieve the task/mission, whilst building the group and meeting the needs of the individual. To achieve this the leader has to constantly and continually focus on three needs simultaneously:

  • The needs of an individual in the group/team
  • The collective needs of the group/team
  • The needs of the task/mission

The leader is positioned centrally so that he or she can balance the demands of the three areas and control the overall situation. The leader effectively acts as the facilitator.

Section 4
4 questions
Section 5: How to lead - the daily actions
The Big Picture
01:15
The Core Idea
1 page
00:40

How a leader approaches controlling individuals, groups/teams, and tasks.

What four questions leaders should ask every day as part of a daily control model.


03:09

Introduction

I want you now to imagine you are in a leadership position. You have a team of people reporting to you, all looking to you for inspiration, motivation, direction. You have a number of tasks and projects for which you are responsible, the bulk of which you have delegated to your team. How to you control this very fluid and ever changing situation? The question for you now each and every day becomes ‘what should be happening each day?’

Control

As a word ‘control’ has a very autocratic and process sense about it. However, to be in control, or to exercise control, is more accurately concerned with directing, and checking, action once work has started to implement and complete a given task. To be able to control your situation you will need a system and or process to monitor all of the areas you are responsible for (project management tools, time management tools, to-do lists etc).

Your systems need not be elaborate – at one extreme simple reminders within a day timer for example often works extremely well. At the other extreme you may wish to consider using a project management tool or system. However experience shows us the more complicated you make your control model the less likely you are to use it!

What do you as the leader need to keep track of? We have already discussed your overarching role of the three ‘needs’, but at a deeper level you need to think about your objectives and strategies and be guided by any plans your team are working to.


03:18

GOSPA

I would recommend you think of and use the model GOSPA. GOSPA is represented by the following:

Goal - what is it? Keep it with you to keep you focused.

Objectives - there may be several of them. Make sure you know what they are.

Strategies - What are the strategies for each of those objectives?

Plans and Activities - who should be doing it? How should they be doing it? When should it be happening?

Most importantly the plans you are leading (and may have developed) should provide you with the necessary timelines and deadlines for all your objectives. The plans should establish the frame-work for the answers in the ‘daily control process’ - who is doing the work, when people should be reporting to you on their tasks etc.


05:14

Daily action

This control model is the three circles and leadership in daily action. Within this combined model you are:

Setting standards based on values and principles

Setting strategy and vision

Planning

Communicating

Making decisions

Delegating

Forming and managing teams

Setting standards

Thinking and evaluating

Motivating individuals and teams

Managing conflict

Controlling

Setting an appropriate leadership example

If you as the leader are following the correct planning and delegation models the majority, if not all, of your team should be aware of what needs to be done (and why) and will not require micro-managing. You as the leader are in the middle of the action, slightly above it all, floating above as it were around seeing the whole picture – the best analogy is to call it the helicopter view.

In such a position, rather than being immersed in the centre of the action, it is much easier to:

  • Observe
  • Think – make a judgment
  • Intervene where and when required

In other words - leadership in daily action!


04:38

Leadership is something a person does, not something the person is. An effective leader plans the work, organizes the group, makes decisions, but will not get direct results from any of these actions unless the leader ignites the power of motivation in the people and guides them towards the goals.

Leadership is always relative to the situation in which it occurs and in which the individual is required to demonstrate leadership. The leader and the group being led do not interact in a vacuum, but at a certain time and place within a specific set of circumstances - it is their ‘situation’, the human, the physical, the time environment in which they interact. As the situation changes it calls for different leadership abilities.

It is important for you to understand what leadership means to you - what your core belief is. Attempting to create a definition of leadership will always be a challenge, because leadership means different things to different people – it is a very complex subject.

Because the challenges and pressures facing those in leadership positions are often very different to those they have to lead, leaders see their requirements/skills/attributes needed to be successful somewhat differently from those being led.

We need to think of values in terms of our behaviour. Regardless of what situation we find ourselves in we always, repeat always, choose our response. The response dictates the outcome. In terms of leadership, being in a leadership position, your values will determine how you respond to people and how you respond to situations which may confront you, such as making decisions.

Your inner core values will ultimately affect your behaviour and then your effectiveness. You need to really deeply and fully appreciate, and become conscious of, your own internal driving forces, beliefs and values. Without that deep sense of self-belief you will not function effectively in front of those you aspire to lead.

It is not the organization which has values - it cannot have, because values exist for people - it is the people who have served and led the organization which have lived by the values which in turn shape the longevity, culture and high performance of an organization and its members.

You have probably been living unconsciously with your values for some time. They have been shaped by your life experiences and determined by the behavior and the attitudes of your life so far. To help you define what your personal values are will require you to think and reflect about your past successes and failures, your educational, family and social experiences, and life events which have profoundly affected you.

We convert our 'followers' into 'volunteers' through one word - vision, by having a “strong compelling vision”. It's that sense of where you as the leader are going. The vision is a leader’s way of connecting with followers (and by followers we mean from an organizational perspective the team members, employees, volunteers etc).

A powerful vision, well articulated, attracts people to an organization, it motivates them to take action toward progress, and it drives organizational results.

There are two key component parts to a great vision:

A great vision should be simple. The vision must be easily understood, measurable and inspirational.

It must be dynamic. It should meet the needs of the followers, be accurate and factual, challenging, insightful and above all else offer a better tomorrow.

The benefits of having a strong and compelling vision:

It will be infectious, stimulating, attractive to others.

It can motivate individuals and teams.

It can help bring meaning to people’s work.

It attracts people to the organisation both as customers and employees and volunteers.

It can build loyalty.

It can challenge and inspire people.

Successful leaders are not autocratic, more often lead through a mix of:

Consensus building

Example

Development

Delegation

Empowerment

and Inspiration

The leader’s goal is to achieve the task/mission, whilst building the group and meeting the needs of the individual. To achieve this the leader has to constantly and continually focus on three needs simultaneously:

The needs of an individual in the group/team

The collective needs of the group/team

The needs of the task/mission

The leader is positioned centrally so that he or she can balance the demands of the three areas and control the overall situation. The leader effectively acts as the facilitator.

However, to be in control, or to exercise control, is more accurately concerned with directing, and checking, action once work has started to implement and complete a given task. To be able to control your situation you will need a system and or process to monitor all of the areas you are responsible for (project management tools, time management tools, to-do lists etc) - a daily control system.

There are four questions a leader should then be continually asking themselves every day as part of their daily control system:

What should be happening?

When should it be happening?

Who should be doing it?

How should they be doing it?

Section 5
5 questions
SOPs

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Instructor Biography

Mark Hollingsworth MBA FInstLM, Thought leader in the basic skills of leadership

Mark Hollingsworth has extensive leadership experience as a university lecturer in Leadership Development, an author of leadership books, CEO, Executive Director, and Board Chair. In addition he is a retired military officer, having served for 16 years as a senior officer in the United Kingdom's Royal Air Force. Mark gained his MBA in 2003 and became a Fellow of the Institute of Leadership and Management in 2014.

Through his varied career Mark has acquired a unique level of knowledge of the skills needed to be a successful leader. Moreover, he has created and delivered an in-depth academic curriculum, titled 'Leadership Development', at the University of Winnipeg in Canada. In addition Mark has published 3 books on leadership (‘Leadership: The Basics’, 'Essential Guide to Delegation', 'Essential Guide to 21st Century Time Management') and has undertaken numerous lecturing and speaking engagements on the subject of essential leadership skills, helping him become one of the world’s leading exponents in the basic skills of leadership.

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