NSC2015 - Understanding myself
UNDERSTANDING MYSELFUNDERSTANDING MYSELF@fabsyaz@muhammadhusniiOBJECTIVEHave reflection about myselfUnderstand my value and how it affect my futureClear vision about my dream based on my valueEXPECTATION SETTINGBe on your most comfortable place around the plenaryLet go of your defenseBe honest to yourselfLEADERWhat do you think after hearing this word?4If your house were burning down, what would you do? What would you save?Its amazing how fire exposes our priorities. Even if youd save somethingpractical, like your tax records, that still says something about you(probably that you prefer to be prepared and not meet resistance in life)5Another way to tell what your priorities are is to imagine that someoneyou love was being openly criticized for something that you dont support(lets say, theyre gay but you dont agree with the lifestyle).Do you support them? Protect them? How? What would you say?Our actions in the face of peer criticism and possible ostracizationcan reveal our priorities.6HAVE YOU UNDERSTAND YOURSELF?Name 3 people that has big impact to your lifeName 3 books / songs / movie that you love the mostWhat was your bad experience that change you a lot?Write down your valuesMention values based on 8How could my values affect my life?Delegates write down their names on the flipchart given, that represent their value based on the assessment done before the session.9STRATEGIC LEADERSHIP STYLESPROPHETSBest when organization are getting started or are entering period major restructuring and renewal.Strong belief in new products and servicesHigh standard and do not believe in the abilities of people outside their own small groupCREATIVEIDEALISTICVISIONARYcommandIf you work for, ProphetsDo not expect them to provide specific objective or instructionsDo not expect them to follow up on details of your workSeek out them for advice and ideasBe tolerant of their latest ideas, even if they seem illogical and inconsistent (lead them to brainstorm)Realize that prophets do not expect you to share their characteristics (love person who organize and accomplish their ideas for them)If Prophets, work for you:Recognize their creative abilities and reinforce and encourage those talents. Do not demand that they be well organized or conform to standard proceduresListen to them. They need to know that their visionary ideas are important to youHelp prophets distinguish between their regular jobs and their creative activities Prophets may need to justify their salaries with mundane workProtect them from bureaucrats. Remember that in mature organizations prophets are all too often ignored or eliminatedHave patience. Prophets work not for this quarters results but for the impact they can have the long run.BARBARIANSExcel when organizations are struggling to survive or to broaden their base or attempting to diversify. Barbarians see themselves as being in life-or-death struggles to accomplish the Prophets objective.High control and direct actionWant others to join the team or move out the wayPrefer to establish a few simple systems and structures while stressing a high degree of task flexibilityIMPLE-MENTERACTION ORIENTEDTO THE POINTcommandIf you work for, BarbariansStraight to the point and take actionDo not expect to be involved in long meetings or consensus decision making.When they ask for your input, be completely honest and direct.Go to Barbarians; do not wait for them to come to you.If you want to discuss be straightforwardIf Barbarians, work for you:Be sure that their assignments are appropriate for command and single minded actionLeave no confusion about their areas of responsibility and what you expect to themTake advantage of their greatest talent; working in turnaround situations and managing organization units that are growing fast and need quick decisions.Help them make the transition to the next management stage by encouraging them to involve their people more, delegate more and to consider longer-range factors and outcomeBUILDERSare most valuable when successful organizations are confronted by many opportunities growth and diversification.Believe in the organizations product and servicesThey are interested in the means of production, although their focus their energies on making those means more efficientDetailed orientedConcerned with short-range numbersInitiate leadership shift from command to collaborationDETAIL ORIENTEDBRIDGING COMMAND TO COLLABORATIONNEED CLEAR DIRECTIONcollaborationIf you work for, BuilderOffer clear, specific, written objectives. They hate surprises and believe that you should have a blueprint of your activitiesRealize that they are not world greatest communicators. Help them by initiating they need of communication.Do not expect a great deal positive reinforcement. They take satisfaction from the quality and volume of the products that go out the door and they expect you will, tooRealize that they appreciate creativity within bounds. They more interested in HOW than in WHAT or WHYIf Builders,work for you:Help them to think long termHelp them to understand the need for involving people below them in decision makingRemember they responds to rewards improving in processes (HOW) more than results (WHAT)Do not burden them with too much central-staff help. Offer help, but do not impose itEXPLORERSsimilar to Builders, but they place their emphasis on increasing the efficiency.They are the organizational members most in touch with customersHighly competitive and enjoy keeping scoreInterpersonal relationships are important to themEnthusiastic and intuitiveHate paperwork and do little or no managingSOCIAL BUTTERFLYEXPLOSIVE IN + WAYEFFICIENTcollaborationIf you work for, ExplorerYou will win points for producing results and gaining new business things an Explorer understands the mostTell them about your plans. They want to know that their staffs have high objectives and expectations and projectionsDo not tell them what cannot be done or what should have been done. Keep your level of enthusiasm high and frame your comments in a positive contextIf Explorers,work for you:Remember, that they appear to need your approval more than others do, because they are out in the wilderness most of the time. When they come back to office, they need your praise, let them have itDo not shoot them down, when they seem overly optimistic. Help them to develop more realistic expectations and projectionsWhen they want you to spend more time in the field with customers than you can afford, work with them on making the best use of their timeWhen they do not have the best relations with those whose support they need in production, help them understand the importance of these members of their team. They often have difficulty along this time.SYNERGISTdo not favor a single leadership style. Instead, they incorporate the different styles of leadership required to succeed throughout an organizations life cycle.Seek social unity, balance teamwork and continuous improvement of products and service (total quality management)Emphasize positive behavioral reinforcement by using symbols, participative decision making, interpersonal skills and high levels of technical competenceFLEXIBLEBALANCEEYE OF THE STORMcollaborationIf you work for, SynergistBe sensitive of their need to blend and balance the characteristics of Prophets, Barbarians, Builders, Explorers, and AdministratorsDo not expect consistency. Demonstrate flexibility in your own approach to problemsDemonstrate ability in team work, participation, delegation and constant improvement of products and servicesAppreciate the synergists need for emphasizing both the material and spiritual aspects of organizationsIf Synergists work for you: Reward them for achieving a balance between the preservation of creativity andthe need for order. Realize that Synergists may want you to increase the amount of time that youspend with personnel in production areas instead of staff areas. Although this isgenerally a good idea, there is still a need to take care of the administrativeaspects of the organization.ADMINISTRATORContribute most when organizations have entered a secure stageBelieve in efficiency and I maximizing the financial side of the organizationPerfecting management-control systemsTend to take organizations products and services for granted.Not effective in dealing with peopleMake decisions based on data and spend lots of time seeking correct answerUnder Administrators, line managers lose power while staff gains it.CONTROLEFFICIENT ORIENTEDSOLO PLAYERcollaborationIf you work for an Administrator: Realize that he or she is more likely to reward you for conforming than forcreating. Understand his or her essential need for administrative control and discipline.When that control becomes stifling, you must help the Administrator to recognizeyour situation. Recognize who you are and what your ambitions are. If you always work for anAdministrator, you can develop the same characteristics, which may or may notbe the best for you.If Administrators work for you: Remember that Administrators are good at taking care of details; reward them forthat. Also help them to see the larger picture, direction, trends, and reasons. Keepthem in touch with what is important to the organization. Help Administrators to see their jobs as serving those whose performance shouldbe enhanced by their systems: the Builders and Explorers.BUREAUCRATMost visible in diversified organizations (primary products and services are viewed as being mature cash cows)Growth occurs through acquiring younger organizations and cost cuttingConfront no problems that cannot be overcome through sound financial management and controls.Place little emphasis on creativity and are more concerned with numbers than peopleLike written reports, cultivate the flow of paperSeek to increase autocratic command, often resulting in overorganization, overspecialization, and a lack of trust between levels.ORDERACT AS BUFFERCOMPLAINdisintegrateIf you work for a Bureaucrat: Remember that the Bureaucrat tends to focus on performance that fits the system,without asking whether it is the right performance. Help him or hereby askingquestions that will lead to a consideration of more creative responses. As a Bureaucrat needs order and conformity, do not make him or her nervous bybeing weird. It is difficult to work for a nervous boss, particularly if you are theone who makes the boss nervous. Serve as a buffer for your subordinates. Manage them to produce creativeresponses without interference from your Bureaucratic supervisor. Do not makeyour own problem your subordinates problemIf Bureaucrats work for you: Remember that Bureaucrats are better in staff jobs, not line jobs. Make sure that they do not spin a web of stifling systems and structure aroundothers. As Bureaucrats constantly complain about others who are violating the sanctity oftheir systems, learn to ask, So what? Reward them for developing and managing the most efficient administrativeprocesses. Define efficient as meaning the fewest possible staff requiring theleast amount of time from line managers.ARISTOCRATMost evident when the organizations primary products and services are declining because of a lack of attention, investment, and creativity; when organizational components are being eliminated and divested; and when cash is desperately needed.Cynicism permeates all parts and levels of the organizationIncreasingly surround themselves with expensive tokens of their positions (perks) and view their primary mission as preventing further organizational erosion.Have aloof management styleDoesnt like making decisionsIf forced to make decisions, generally use a highly autocratic style.Organization are burdened with excessive layers of management, poor communication, little clarity of mission, low motivation, lots of internal warfare, and ineffective formal structures.ALOOFINDECISIVEAUTO-CRATICdisintegrateIf you work for an Aristocrat: Quit. If you cannot quit, consider the Aristocrats objectives but create your own independently. Hope that the Aristocrats successor appreciates your efforts.If Aristocrats work for you: Encourage them to leave. If they will not quit, ask them specific questions about their efforts to improve the organization, the quality of their products and services, and their plans for creative developments. Let them know that their jobs depend on a change in behavior.EXPERTTEAM ROLESTEAM PLAYERANALYSTDRIVEREXPLORERINNOVATORCOMPLETERCHAIRMANEXECUTIVEEXPERTTEAM ROLESThe expert has the skills and expertise required for the specific task at hand. He or she has a strong focus on the task and may get defensive when others interfere with his or her work. The expert prefers to work alone and team members often have a great deal of trust and confidence in him or her.TEAM PLAYERTEAM ROLESThe team player is caring, avoids conflicts, and fosters harmony. Being someone who likes to help other people, the team player is generally considered agreeable and friendly. He or she is diplomatic and emphasizes solidarity and team cohesionANALYSTTEAM ROLESThe analyst has a tendency to be reserved and critical. The analyst will also react to plans and ideas in a rational and sensible way. He or she will favor a prudent approach to matters and will evaluate them according to their accuracy before acting.DRIVERTEAM ROLESThe driver is generally very ambitious and energetic. He or she may appear as impatient and impulsive. The driver is a strong motivator and will challenge others at crucial times. Although the actions of the driver may sometimes seem somewhat emotional, they do play a crucial role in pushing the team forward to succeed.EXPLORERTEAM ROLESThe explorer is generally an extrovert by nature. He or she is cheerful, gregarious. The explorer is also investigative, interested and curious about things. Because explorers like to improvise and communicate with others, they will have little problem presenting ideas to the team and developing new contacts.INNOVATORTEAM ROLESThe innovator is often the creative generator of a team. He or she has a strong imagination and a desire to be original. The innovator prefers to be independent and tends to approach tasks in a scientific way. As an creative individual the innovator may play a crucial role in the way a team approaches tasks and solves problems.COMPLETERTEAM ROLESThe completer is very conscientious and feels responsible for the team's achievements. Completers are concerned when errors are made and they tend to worry because of their controlling nature. The completer is also known as the finisher because they are most effectively used at the end of a task, to polish and scrutinize the work for errors, subjecting it to the highest standards of quality control.CHAIRMANTEAM ROLESThe chairman has a strong coordinating role. With an emphasis on procedures, the chairman will try to bring and keep the team together. He or she is communicative and deals with the members of the team in a respectful and open-minded way.EXECUTIVETEAM ROLESThe executive is sometimes also referred to as the organizer. The executive is generally disciplined and eager to get the job done. He or she is efficient, practical, and systematic. Executives are well organized and diligent, and quickly turn the ideas of a team into concrete actions and practical plans.TEAM ROLESType 1 PerfectionismType 2HelpfulnessType 3Image FocusType 4IndividualismType 5IntellectualismType 6Security FocusType 7AdventurousnessType 8AggressivenessType 9CalmnessWRAP UP!