Slide Set Sample

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Slide Set Sample

• Sample set this contains the first 5 slides of
  each of the sets.
• Every set is fully editable and is supplied with
  a word outline document

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Leadership Slides
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Three broad leadership competencies

• Setting the agenda
• Taking others with you
• Doing it the right way
• Source Cacioppe

4
Three leadership qualities National Australia
Bank

• Flexible and adaptable
• Committed to making a difference
• Communicates with impact
• Clear service orientation
• Clarity
• Intellectually robust
• Constantly extends business knowledge
• Recognises the need for change, creates new
  directions
• Contact
• Strong self regard
• Acts with integrity
• Brings out the best in people
• Source
  National Bank of Australia

5
Three sets of needs a leader must balance

• Task needs - goal, purpose and objectives
• Group needs- cohesion, harmony and structure
• Individual needs- power, status,recognition and
  achievement
• Source John Adair

6
Four approaches to the study of leaders

• Trait approaches
• Situational approaches
• Power/influence approaches
• Behavioral approaches
• Source Rowden

7
Four types of relationship

• Service-offering based
• Needs-based
• Relationship-based
• Trust-based

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Change Management Slides
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Three types of organization

• Those that make things happen
• Those that watch things happen
• Those that wonder what happened

10
Three reasons people oppose change long-term

• They dont have fundamental personal competencies
• They dont want to learn
• They arent actively committed to the cause
• Source Elash

11
Three key issues on improving corporate
performance...

• Being different (and better) gets you noticed.
• It takes very little to be better than the rest.
• Most organizations wont do what little it takes
  to be different to, and better than the rest.

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Three types of change

• Developmental change- improvement of an existing
  situation
• Transitional change - implementation of a new
  state management of the interim transition state
  over a controlled period of time
• Transformational change- emergence of a new
  state, unknown until it takes shape out of the
  remains of the chaotic death of the old state
  time period not easily controlled
• Source Ackerman

13
Three personal needs in times of change

• Control
• Inclusion
• Openness
• Source Teamtechnology.com

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Customer Service Slides

• Set 1

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Three really important questions...

• What factors do customers consider when deciding
  to do business with you?
• Why do customers buy more than once from you?
• Why do customers leave you, and take their
  business elsewhere?

16
The three types of customer every organization
needs most

• Current customers worth retaining
• Others customers that should be won
• Lost customers that should be regained

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Three levels of customer service

• The expected level
• The desired level
• The unanticipated level
• Once an organization establishes a desired
  level of customer value, failure to maintain that
  level can be dangerous.
• Source Butz and Goodstein

18
Three secondary positive effects of customer
loyalty

• Revenue grows as a result of repeat purchases and
  referrals
• Costs decline as a result of lower acquisition
  costs and from the efficiencies of serving
  experienced customers
• Employee retention increases because job pride
  and satisfaction increase, in turn creating a
  loop that reinforces customer loyalty and further
  reducing costs as hiring and training costs
  shrink and productivity rises
• Source Frederick Reichheld

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Three brave questions for customers

• What are we doing that you like?
• What should we do that we are not yet?
• What are we doing that needs to be done better?
• Source Denton

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Empowerment Slides
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Managers and empowered people...

• Attraction of employees vs Expectation of
  being
• as empowered learners in control
• .Managers security..
• Wish to avoid hostility vs Attraction of
• and blame becoming
  empowered
• .Employees security.
• Source

22
Three management roles for empowerment

• Fully utilize current capabilities
• Coach to develop potential
• Become a visionary enabler of future talent
• Source John Nicholls

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Benefits of empowerment

• Less risk aversion
• More flexibility, creativity, innovation
• Better rapport with colleagues and customers
• Managers freed up to do other things

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Four factors that ensure empowered peoples
behavior is self-determined

• Choice
• The opportunity to feel you select task
  activities that make
• sense to you and to perform them in that seem
  appropriate.
• Competence
• The accomplishment you feel in skilfully
  performing task
• activities you have chosen.
• Meaningfulness
• The opportunity you feel to pursue a task that is
  worth your
• time and energy.
• Progress
• The accomplishment you feel in achieving the task
  purpose.
• Source Applebaum and Honeggar

25
Four components of empowerment

• Choice
• Competence
• Meaningfulness
• Impact
• Source Thomas and Velthouse

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Interpersonal Skills Slides
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Two principles of assertion

• You dont get what you dont get ask for
• You get a lot of what you do ask for
• Source Andrew Gibbons

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Two principles of behavior

• All behavior is
• motivated
• There is a
• reason
• for all we
• say
• and all we
• do

29
Three fundamental rules for handling people

• Dont criticize, condemn or
  complain
• Give honest, sincere appreciation
• Arouse in the other person an eager
  want
• Source Dale Carnegie

30
Three levels of listening

• The head level - thoughts
• The heart level - emotions and feelings
• The hands level - the will to take action
• 
  Source Bowerman and Collins

31
Three behavior types

• Aggressive
• Assertive
• Passive
• How do they differ to each other?

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Learning Development Slides
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• Two simple learning models
• E xplanation
• D emonstration
• P ractice
• M emorise
• U nderstand
• D o
• Source Lynda Ford

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Three types of learning

• Learning from the present intelligence
• Learning from the past experience
• Learning from the future experimentation
• Source Abidi

35
Three dimensions of reality within a learning
event

• Content reality
• Process reality
• Environmental reality
• Source Don
  Binstead

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Three issues underpinning learning

• Much of what we do as humans is habitual and
  unexamined.
• Even though we may have years of experience, few
  of us have developed an effective practice of
  learning from that experience.
• When we discover a successful way of doing
  something, we tend to hang on to it, even, or
  perhaps especially, when things have changed
  around us.
• Source
  Bowerman and Collins

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Three As for learning

• Acquisition - what have I learned?
• Application - how will this be used?
• Attribution - do I recognise its source?
• Source
  Andrew Gibbons

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Mentoring Slides
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Three stages to Egans mentoring model

• Explore
• Understand
• Action
• Source Egan 1994

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Three ethical issues around mentoring

• What are the boundaries of what can be discussed?
• To what extent should the mentor attempt to
  direct the learner towards a particular action or
  decision?
• In a conflict of interests between mentor and
  learner where should the mentors priorities lie?
  
• From Clutterbuck and Megginson 1997

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Three keys to mentoring

• Desire...drive, energy, enthusiasm, motivation.
• Opportunitytime, space, support.
• Competenceability, skills, know how.
• Source Gibbons

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Four considerations when starting on mentoring

• Identify and specify the business case
• Show real senior management commitment
• Make all mechanisms and structures simple
• Create and provide support throughout
• From Christopher Conway 1995

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Four criteria for evaluating mentoring

• Level of commitment
• Intensity of relationship
• Issues worked upon
• Needs satisfied
• From Kram1985

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Performance Management
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• Efficiency is doing things right
• Effectiveness is doing the right things.

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Two principles of assertion

• You dont get what you dont get ask for
• You get a lot of what you do ask for

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Three aspects of objectives

• Performance
• specifies what should be done
• Conditions
• specifies how and under what conditions
• Standards
• specifies minimum acceptable measures

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Four key counselling skills

• Attending
• Receiving listening and looking
• Responding statements and
  questions
• Assisting
• Intervening suggesting and
  confronting
• Concluding resourcing and
  supporting
• 
  Source John Hughes

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Four things a job should have

• Variety
• Autonomy
• Wholeness
• Feedback

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