Motivating Leading Influencing People Presenter Jenny Gray Building

Motivating, Leading & Influencing People Presenter Jenny Gray

Building Positive Team Culture • What does trust and respect mean to you in your leadership role? • Do you consider that you have the trust and respect of the people you are leading?

• Show the people you are leading that you value and appreciate their work. • Find ways to provide a motivating workplace environment. • Ensure you have clear expectations.

Leadership Vision • Has a clear direction and purpose of where you intend to lead your organisation in the next 12 months. • Inspires your organisation to be enthusiastic and committed to your leadership vision and indicates how they can work with you to achieve your vision. • Has an action plan to support the vision and to get buy in from the people you are leading.

Listening • Repeat back what you have heard. • Face the speaker and make brief eye contact. • Provide feedback to acknowledge the person’s ideas. • Check for understanding by asking a clarifying question.

Non Verbal Communication • • • Faces Body language Gestures Eye contact Touch Space

Communicating With Clarity • It’ not what you say, it’s how you say it. • Use a variety of ways to get your message across. • Check that your messages have been understood. • Notice how your tone and volume of your voice affects how people respond to you. • Use your tone of voice to emphasize the ideas you want to communicate.

• Be willing to listen to the opinions of others even if they differ from yours. • If you are a quiet communicator remember to keep your head up when speaking. • Read it from paper if it helps you to communicate with clarity.

When you communicate The receiver remembers: - • 7 % of your verbal words • 38% of your vocal (volume, pitch, rhythm) • 55% of your body movements (mostly facial).

Leadership Approaches Your leadership is determined by: - • The people you are surrounded by. • Your environment.

Levels Of Leadership 1. People follow you because 2. People follow you because 3. People follow you because for the organisation. 4. People follow you because done for them personally. 5. People follow you because what you represent. they have to. they want to. of what you done of what you have of who you are and

Giving Feedback As leaders we need to give feedback to: - • Help people reinforce or modify behaviour. • Provide people with an opportunity to assess themselves. • Communicate how an their behaviour is affecting others.

Receiving Feedback • Ask for feedback when you genuinely want to hear it. • Listen to the feedback, remember you don’t have to agree with it. • Ask for clarification if something is not clear. • Identify what resonates with being relevant.

Feedback • Has to be genuine, relevant and meaningful. • Needs to be regular and ongoing. • Should clearly identify the issue or concern to the person. • Indicates what they need to improve. • Grows and develops the people you are leading. • Starts with you as the leader, you must grow a culture that giving and receiving feedback is healthy.

Growing & Leading Great Teams • Utilise the strengths of the people you are surrounded by empowering them to work to these strengths. • Delegate what you can. • Provide them with the tools, knowledge and motivation to work to their optimum. • Have thorough induction and training systems, then check in regularly to see how they going. • Build the leadership capability for the long term in your organisation.

Leadership • Leadership is action, not a position. • Leaders become great, not because of their power, but because of their ability to empower others. • One of the most essential qualities of leadership is not perfection but credibility, this means that people have to be able to trust you. • Leadership is about providing focus and direction. T

Essential Principles Of Leadership • Build a positive work environment based on trust and respect. • Communicate with clarity. • Understand how your behaviour affects the people you are leading. • Give and receive feedback regularly to address any issues and/or concerns. • Be proactive not reactive when you deal with issues, concerns and/or conflict.