Kepimpinan Leadership TOPIK 9 TOPIC 9 Dr Yasmin

Kepimpinan Leadership TOPIK 9 TOPIC 9 Dr. Yasmin Binti Ahmad 1 EUW 322 - KEMAHIRAN BERFIKIR THINKING SKILL

Introduction Habit is a blend of knowledge, desire and skill. Every leader should have interpersonal skills. Every leader should possess appropriate personality and characters. According to Stephen Covey, effective leadership habit is to think win-win, i. e. the overall philosophy of human interactions. Excellence is a habit. 2

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Stephen Richards Covey Born in 1932 and passed away on 16/7/2012. Was an American educator, author, businessman, and keynote speaker. Was a professor at School of Business, Utah State University. His most popular book is “The Seven Habits of Highly Effective People” 5

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Habit 1: Be Proactive is about taking responsibility for your life. Proactive people do not blame genetics, circumstances, conditions or conditioning for their behaviour. Reactive people are often affected by their physical environment and they find external sources to blame for their behaviour. 8

A proactive person uses proactive language (e. g: I can, I will, I prefer etc. ) A reactive person uses reactive language (e. g: I can’t, I have to, If only etc. ) 9

Proactive people focus their time and energy on things they can control 10

The problems, challenges, and opportunities we face fall into two areas: Circle of Concern Circle of Influence Proactive people focus their efforts in the Circle of Influence i. e they work on the things they can do something about. Reactive people focus their efforts in the Circle of Concern i. e things over which they have little or no control. Therefore, gaining an awareness of the areas in which we expend our energies in is a giant step in becoming proactive. 11

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Habit 2: Begin With the End in Mind Habit 2 is based on imagination i. e the ability to envision in your mind what you cannot at present see with your eyes. It is based on the principle that all things are created twice (i. e first, mental creation, followed by second, physical creation). Means to begin each day, task, or project with a clear vision of your desired direction and destination, and then continue by flexing your proactive muscles to make things happen. 13

One of the best ways to incorporate Habit 2 into your life is to develop a Personal Mission Statement. Your mission statement makes you the leader of your own life. You can create your own destiny and secure the future you envision. 14

Habit 3: Put First Things First Habit 1 says “You’re in charge”. Being proactive is about choice. Habit 2 is the first, or mental creation. Beginning with the end in mind is about vision. Habit 3 is the second creation, the physical creation. This habit is where Habits 1 and 2 come together. It deals with many of questions addressed in the field of time management and life management. 15

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What are first things? First things are those things you, personally, find of most worth. If you put first things first, you are organizing and managing time and events according to the personal priorities you established in Habit 3. 18

Habit 4: Think Win-Win Win-win sees life as a cooperative arena, not a competitive one. Win-win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win-win means agreements or solutions are mutually beneficial and satisfying. 19

A person or organization that approaches conflicts with a win-win attitude possesses three vital character traits: Integrity – sticking with your true feelings, values and commitments. Maturity – expressing your ideas and feelings with courage and consideration for the ideas and feelings of others. Abundance mentality – believing there is plenty for everyone. 20

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Habit 5: Seek First to Understand, Then to be Understood Communication is the most important skill in life. You spend years learning how to read and write, and years learning how to speak. What about listening? Most people listen with the intent to reply, not to understand. 22

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Habit 6: Synergize Synergy means “two heads are better than one” Synergize is the habit of creative cooperation. It is teamwork, open-mindedness, and the adventure of finding new solutions to old problems. It is a process, and through that process, people bring all their personal experience and expertise to the table. Together, they can produce better results than they could individually. 24

Differences should be seen as strengths not weaknesses. 25

Habit 7: Sharpen the Saw Means preserving and enhancing the greatest asset you have – YOU. It means having a balanced program for self-renewal in the four areas of your life – physical, social/emotional, mental and spiritual. 26

As you renew yourself in each of the four areas, you create growth and change in your life. 27

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Sharpen the saw keeps you fresh so you can continue to practice the other six habits. Without this renewal, the body becomes weak, the mind mechanical, the emotions raw, the spirit insensitive, and the person selfish. 29

Habit 8: Find Your Voice and Inspire Others to Find Theirs The essence of this habit is that you will find your voice when you can say that you are 100% involved in what you are doing with your life. By 100% involvement, what is meant is that your body, mind, heart and spirit are all engaged in the adventure – whatever that is for you. 30

To find your voice, you need to examine your natural talent – you are good at something! Don’t let anyone convince you otherwise. When you have found your voice, you can begin inspiring others to do the same thing. 31

Leadership Style and Success The very top people in truly great organizations are “Servant Leaders”. They are the most humble, the most reverent (appreciative), the most open, the most teachable, the most respectful and the most caring. 32

How to Create 8 th Habit Leadership The 8 th Habit leader has the mind-set and the skill-set to constantly look for the potential in people. This kind of leadership communicates to people their own worth so clearly that they come to see it in themselves. 33

JOHARI Window of Interpersonal Development Johari window is a technique created by Joseph Luft and Harrington Ingam in 1955 in the United States. It is used to help people better understand their relationship with self and others. It is used primarily in self-help groups and corporate settings as a heuristic exercise. 34

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Johari Region 1: Also known as ‘the area of free activity’ This is the information about the person e. g: behaviour, attitude, feelings, emotion, knowledge, experience, skills, views, etc. – known by the person (the self) and unknown by the group (others). The aim in any group should always be to develop the ‘open area’ for every person, because when we work in this area with others we are at our most effective and productive, and the group is at its most productive too. 37

Johari Region 2: It is what is known about a person by others in the group, but it is unknown by the person him/herself. By seeking or soliciting feedback from others, the aim should be to reduce this area and thereby to increase the open area i. e to increase self-awareness. 38

Johari Region 3: Is what is known to ourselves but kept hidden from, and therefore unknown, to others. By telling others how we feel and other information about ourselves we reduce the hidden area, and increase the open area which enables better understanding, cooperation, trust, team -working effectiveness and productivity. 39

Johari Region 4: Contains information, feelings, latent abilities, experiences etc, that are unknown to the person him/herself and unknown to others in the group. Large unknown areas would typically be expected in younger people, and people who lack experience or self-belief. 40

Johari Window is a very elegant and potent model, simply helping people to understand, is the most effective way to optimise the value to people. 41

The Johari Window model is a simple and useful tool for illustrating and improving self-awareness, and mutual understanding between individuals within a group. It can also be used to assess and improve a group’s relationship with other groups. 42

Today, the Johari Window model is especially relevant due to modern emphasis on, and influence of, ‘soft’ skills, behaviour, empathy, cooperation, inter-group development and interpersonal development. The Johari Window concept is particularly helpful to understading employee/employer relationships. . 43

Listening Skill 44

What is Listening? The process of receiving, constructing meaning from, and responding to spoken and/or nonverbal messages; to hear something with thoughtful attention 45

Listening is the most important communication skill We probably spend more time using our listening skill than any other kind of skills 46

The first and the foremost communication skill that we learn in our lives is nothing but “LISTENING” 47

Listening or Hearing? Listening and hearing are not the same. Hearing is the first stage of listening. Hearing occurs when our ears pick up sound waves which are then transported to our brain. 48

Process of Listening Understanding Learning Receiving Hearing Responding Answering Remembering Recalling Evaluating Judging 49

Type of listening Discriminative Listening – involves identifying the difference between various sound. Enables one to differentiate between familiar and unfamiliar language. Comprehension Listening – involves attaching meaning to what is being listened to. It may also include comprehending the non verbal message being conveyed by the speaker. 50

• Evaluative Listening – Involves evaluating and analyzing the message being received. Judging the acceptability of what is said depending on how logical one finds it to be. • Attentive Listening – involves paying attention to the words that are being spoken. • Pretence Listening – involves more hearing than listening. It means pretending through facial expressions that one is listening when actually not. 51

Selective Listening – Involves selecting the desired part of the message and ignoring the undesired part of the message. Intuitive Listening – Listening through intuitive mind by silencing the other forms of internal dialogues on simultaneously. 52

Barriers to Effective Listening Physical Barriers Physiological barriers Psychological barriers 53

Physical Barriers Noise Poor acoustics Defective mechanical devices Frequent interuptions Uncomfortable seating arragements Uncomfortable environment Message overload 54

Physiological Barriers • State of Health – Listener or speaker having fever, pain or any form of bodily discomfort. • Disability – Hearing deficiencies, speech disorder or speaker’s accent may also make it difficult to comprehend. • Wandering attention – Human mind can process words at the rate of about 500 minute, whereas a speaker speaks at the rate of about 150 per minute. The difference between the two leaves the listener with sufficient time to let his mind wander. 55

Psychological Barriers • Being unsure of the speakeer’s ability – Based on past experience or inputs from sources, the listener may have preconceived notion of the speaker’s abiility. • Personal anxiety – listener is preoccupied with personal concerns and anxieties. • Attitude – Listener may be highly egocentric with a “know it all attitude” and may not listen. 56

Impatience – Listener may not have patience to wait for the other person to finish what he has to say. Eager to add his own point. Emotional blocks - Our deep seated beliefs in certain ideas may make it difficult for us to listen to ideas which go against our belief. 57

Sympathy vs Empathy • Sympathy - Feeling sorry for someone going through a bad situation. • Empathy – putting yourself in the other person’s shoes and feeling what they are feeling. Empathy “Can be describe as feeling the feelings of another with the greatest accuracy and effort” 58

The End Thank You For Your Attention 59