LEADERSHIP TRAINING FOR MIDWIVES

18th– 22th June, 2024

Addis Ababa,
Ethiopia
 Introduction
1. Name
2. Organization and Job position
3. Educational background
4. Work experience
5. Which food you like most?
6. What food you hate most?
7. Your future plan
8. What do you expect from this
training?
EMI
Class Manager

3
EMI
Training
Schedule
Start 8:30

Tea break 10:30– 10:45

Lunch 12:30-1:30

Start 1:30

Tea break 3:00-3:15

Finish 5:00
EMI Energizer

5
EMI Daily Reporters
1. Day one:

2. Day two:

3. Day Three

4. Day Four

5. Day Five

6
 Training Delivery Methods

 Presentation / Gap - Lecture

 Group discussions
 Brainstorming
Practical Exercise
 Case story
Questioning and Answering
Experience sharing
 Ground Rules

Punctu
ality

Ord t i c i pat
P ar n
er io

Re
sp o n
ct e H ty
es
 Expectations Check

Individually;
 Tell us at least three expectation from this
training?
 Stick them on the flipchart
 Objectives of the Training
• To improve and enhance the leadership skills and
abilities of individuals.
• To develop effective communication and
interpersonal skills.
• To increase emotional intelligence and self-
awareness.
• To foster problem-solving and decision-making
skills.
• To promote a culture of teamwork and
collaboration.
• To create a clear understanding of organizational
goals and how to align individual efforts towards
achieving them.
• To equip individuals with the necessary tools and
techniques to effectively manage and lead teams.
• To create a continuous learning and development
mindset among leaders.
  Questions to Ponder

1. List at least three persons you refer as your role

model leaders. Give rationales why you consider
them great leaders.
2. What is your definition of leadership?
3. What are the major differences between leader
and manager?

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 Concepts of Leadership

 It is the ability to influence people to willingly

follow one's guidance or adhere to one's decisions.
 It is the capacity to translate vision into reality.
 It is speaking, listening and acting in a way that
mobilizes self and others to take effective action to
realize vision, possibilities and dreams.
 It is the ability to influence a group toward the
achievement of goals.
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 Leadership is a process, not a position.
 Leadership deals with people and their
dynamics, which are constantly changing.
 It is the human factor which binds a group
together and motivates it towards goals.”
 How to influence?

Be few steps ahead.



Value your followers.



Being exemplary.


Live your message.



Beliefs and actions line



up.

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 CONT’D ……
 leadership is about influencing, motivating, and enabling others
to contribute toward the effectiveness and success of the
organizations of which they are members.
 Leadership is a bout influence: the ability to influence your
subordinates, your peers, and your bosses in a work or
organizational context.
• Without influence, it is impossible to be a leader. Of course,
having influence means that there is a greater need on the part of
leaders to exercise their influence ethically.
 Leaders are those who go first.
Set an example and build commitment
through simple, daily acts that create progress
and momentum.

Model the way through personal example

and dedicated execution.
A leader is one who knows the way, goes
the way, and shows the way.
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 Characteristics of Leadership
• It is an inter-personal process in which a manager is
influencing and guiding workers towards attainment of goals.
• It denotes a few qualities to be present in a person which
includes intelligence, maturity and personality.
• It is a group process. It involves two or more people
interacting with each other.
• A leader is involved in shaping and molding the behavior of the
group towards accomplishment of organizational goals.
• Leadership is situation bound. There is no best style of
leadership. It all depends upon tackling with the situations.

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 Elements of Leadership
The four major elements in leadership are:
1) Leader
2) Followers
3) Communication
4) Situation
 Elements of Leadership: Leader
 To be a leader you must have an honest
understanding of who you are, what you know, and
what you can do;
 If you lack such quality, the followers do not trust
you, then they will be uninspired.
 To be successful, your personality have to convince
your followers and build their confidence that you are
worthy of being followed.
 Elements of Leadership: Followers
 You must know your people! The fundamental
starting point is having a good understanding of
human nature, such as needs, emotions, and
motivation.
 You must come to know your employees' be, know,
and do attributes.
 It is the followers, not the leader or someone else,
who determines if the leader is successful.
 Elements of Leadership: Communication

 Leadership process requires two-way communication.

 Much of nonverbal communication
 Do not ask people to perform anything that you
would not be willing to do.
 What and how you communicate either builds or
harms the relationship between you and your
followers.
 Elements of Leadership: Situation
 All situations are different. What you do in one
situation will not always work in another.
 Leadership is situation bound. There is no best style
of leadership. It all depends upon tackling with the
situations.
 Different course of action and the leadership styles
are needed for each situation.
 Important situations include: your relationship with
your seniors, the skills of your followers, the informal
leaders within your organization, how your
organization is organized
 Leadership Vs Management
 The terms “leadership” and “management” are
seen very differently by diverse people.
 Some individuals see these terms as synonyms
and frequently use them interchangeably
throughout phrases and sentences.
 Others approach them as extreme opposites.

 What do you think on this argumentative

issues please?
 Attributes of leaders which distinguish
them from managers
Leaders have followers: While employees may
comply with manager’s directives, such
compliance may be done out of duty rather than
commitment.
Motivating and influencing people: to move
towards a common goal are all essential elements
of management, but the willingness and the
enthusiasm of the followers to be led highlights a
special quality that puts a leader high above
others.
 CONT’D ……
Leaders have emotional appeal: Managers are
expected to be rational decision makers while
leaders are expected to be charismatic, exciting,
and visionary. Leaders can inspire people and
bring about a behavioral change.
Leaders meet the needs of followers: While
managers are expected to be more concerned
with attaining organizational goals, leaders are
expected to be more sensitive to the needs of the
followers.
 CONT’D ……
Management focuses on work: We manage work
activities such as time, paperwork, materials,
equipment, logistics and supply chain, finance
and money, budgeting and similar other day-to-
day activities.
Whereas, leadership has an essential focus on
people and how they can be influenced rather
than mainly preoccupied by taking care of things
and routines. Furthermore, vision, inspiration,
persuasion, motivation and relationship mainly
characterize leadership more than management.
 CONT’D ….
• Managers • Leaders
• Managers are more • Leaders are more concerned with
concerned with means, how ends, what gets done;
to get things done; • Leaders focus on visions, missions,
• Managers focus solely on goals, and objectives
accomplishment,
productivity and efficiency;
• Leaders see themselves as
• Managers see themselves promoters of change, as
as preservers of the status challengers of the status quo in
quo; that they encourage creativity and
• Managers are concerned risk taking;
with control and limiting • Leaders are more concerned with
the choices of others; expanding peoples' choices and
options;
• Managers are critical to
• Leaders are critical to inspiring
getting out the day-to-day employees and setting the
work. organization's long-term direction.
 Importance of Leadership
 Maximize effectiveness and efficiency
 Initiates action
 Motivation
 Provide guidance
 Create confidence
 Build morale
 Builds work environment
 Coordination
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 Leadership Development Roadmap

1. Leading oneself
2. Leading others
3. Leading the organization

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32
 Leading Oneself

 To lead others, firstly, we have to lead ourselves.

 'An important aspect of leadership is knowing
yourself’(Adair,1986:20).

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34
 Leading Teams

There is a leader and a follower:

 Leaders need to understand the realities of people.
 Leaders need to change challenges into success.
 Leaders need to recognize group processes or
group dynamics for effectiveness.

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 Leading Teams... Cont’d
 Team building
 Interpersonal skills
 Coaching and counselling
 Conflict management
 Group based decision making and problem solving
 Motivating others
 Delegation
 Managing power and influence, etc.

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 Leading Organization

 Leading strategic direction/strategic foundations

 Strategic analysis (environmental scan)
 Managing change in organizations
 Cultural awareness
 Systems thinking
 Organizational communication

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 Principle of Leadership
 Know yourself and seek self improvement
 Be technically proficient
 Seek responsibility and take responsibility for your actions
 Make sound and timely decisions
 Set the example
 Know your people and look out for their wellbeing
 Keep everyone informed
 Develop a sense of responsibility in those you lead
 Use the full capacity of your organization

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 Key Qualities of a Leader

 Passion and heart

 Ability to communicate and inspire shared vision
 Self-reflection and awareness
 Willingness to share (power, successes, failures)
 Ability to operate under uncertainty
 Focus on the big picture

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40
Continuous Improvement! 41
Are Leaders Born or Made
Old Theories of Leadership:
 Great Man Theories:
• Great Man Theories suggest that leaders are
born, not made. According to this perspective,
individuals possess certain innate qualities and
traits that make them exceptional leaders.
These theories often focus on heroic figures
and historical leaders as examples of innate
leadership capabilities.
 Trait Theory:
• Trait theory suggests that certain personality
traits or characteristics are inherent in
effective leaders.
• According to this theory, leaders are born with
specific traits that distinguish them from non-
leaders.
• Traits such as intelligence, ambition, integrity,
and social skills are considered key indicators
of leadership potential.
 Behavioral Theory:
• Behavioral theory focuses on the actions and
behaviors of leaders rather than their innate
traits.
• It suggests that effective leadership can be
learned and developed through specific
behaviors, such as task-oriented behaviors
(focus on tasks and goals) and relationship-
oriented behaviors (focus on interpersonal
relationships).
Modern Theories of Leadership:
 Contingency Theory:
• Contingency theory posits that the
effectiveness of a leader depends on the
specific situation or context in which they
operate.
• Different leadership styles may be more
effective in certain situations, and leaders
should adapt their approach based on the
demands of the situation and the
characteristics of their followers.
 Transformational Leadership:
• Transformational leadership theory emphasizes the
ability of leaders to inspire, motivate, and
transform followers through an appealing vision
and charismatic personality.
• Transformational leaders empower their followers,
encourage innovation, and foster a sense of
purpose and commitment to a shared vision.
 Transactional Leadership:
• Transactional leadership focuses on the
exchange or transaction between leaders and
followers.
• Leaders use rewards and punishments to
motivate followers and provide clear
expectations for performance.
• Transactional leaders emphasize the
importance of monitoring and managing
performance to achieve organizational goals.
 Servant Leadership:
• Servant leadership theory revolves around the
idea that effective leaders prioritize the needs
of their followers and serve them selflessly.
Servant leaders focus on building strong
relationships, fostering collaboration, and
empowering others to reach their full
potential.
 Situational Leadership:
• Situational leadership theory proposes that
effective leaders adapt their leadership style
based on the developmental level and
readiness of their followers.
• Leaders may need to be more directive or
supportive depending on the competence and
commitment of their followers in a given
situation.
 Key qualities (4Is) of transformational leaders

1. Idealized influence
 Describes leaders who act as a strong role models
for followers.
 Describes leaders who have respect, confidence
& loyalty of group members, are exemplary role
models for associates.
 Such leaders can be trusted and respected by
associates to make good decisions for the
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organization.
 Key qualities … cont’d
2. Inspirational motivation
 Describes leaders who give emotional support
(motivate) associates to commit to the vision of
the organization.
 Describes leaders who communicate a high
expectations to followers, inspiring them
through motivation to become committed to and
a part of the shared vision.
 Such leaders encourage team spirit to reach
goals.

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 Key qualities … cont’d
3. Intellectual stimulation
 Describes leaders who encourage innovation and
creativity through challenging the normal beliefs or
views of a group.
 Such leaders promote critical thinking and problem
solving to make the organization better.
 They support followers as they try new approaches
and develop innovative ways of dealing with issues
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 Key qualities … cont’d

4. Individual consideration
 Employees are treated as individuals.
 Describes leaders who act as coaches and
advisors to the associates.
 Such leaders encourage associates to reach
goals that help both the associates and the
organization.
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 Group Discussion

1. Evaluate the leadership practices in your

organization (conduct SWOT analysis).
2. What way forwards do you put to bring
leadership excellence in your organization ?

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 Part 2
Leadership Skills and Competencies

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 Major Leadership Skills and Competencies:
1. Visioning and Strategic Thinking

2. Emotional Intelligence

3. Motivating and Inspiring

4. Problem solving and Decision Making

5. Critical Thinking

6. Meeting Management

7. Time Management
8. Coaching and Mentoring
9. Change Management
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1. Visioning and Strategic thinking

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1. Visioning and Strategic thinking
 Describes a clear sense of the future.
 A picture of future state for an organization.
 A mental image of a possible and desired future
that is realistic, credible and attractive.
 Has to be clear, possible and easy to memorize.
 Imaginable, desirable, flexible, communicable.

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 Strategic Thinking
What is it? Where can I get some?
 What is Strategic Thinking?
 A systematic way of looking at forces in the
environment (trends, events, circumstances and
information) to determine implications for the
institution, parts of the institution, and one’s work
within the institution.
 It differs from activities such as strategic planning
and visioning in that it involves an orderly or
“systematic” process of asking questions about
information, observations and experience.
 It enables us to identify key themes and put them to
use in our work.

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 Components of Strategic Thinking
Sees systems.
Analytical (Makes
Vision/goal (causes,
sense of diverse
driven. relationships,
input and data.)
leverage points)

Focused on long Thinks across

Weighs decisions
term forces, past, present and
against criteria.
trends, impacts. future.

Questions
Anticipates Allows for
assumptions,
unwanted events “intelligent
habits and
and risk. opportunism”
conclusions.
 93
2. Emotional Intelligence
 intelligent quotient (IQ)
Emotional intelligence (EQ) and
 Intelligent Quotient (IQ):
• Focuses on cognitive skills: IQ is a score
obtained from standardized tests designed to
assess reasoning, problem-solving, logic, and
knowledge retention.
• Key aspects: Working memory, analytical
thinking, and ability to grasp complex ideas.
• Development: IQ is considered to be largely
influenced by genetics and tends to be
relatively stable throughout life.
 Emotional Intelligence (EI)
 It is defined as awareness of emotions and using
emotions to make good decisions in life.
 EI involves a combination of competencies which
allow a person to be aware of, to understand, and to
be in control of their own emotions.
 The ability to use your emotions in a positive and
constructive way in relationships with others.
 EQ can be developed and improved throughout life

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through practice and self-reflection. 96
 The four dimensions of EI

1. Self Awareness
2. Self management
3. Social awareness
4. Social management

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 1. Self-awareness

• This is the foundation of emotional intelligence. It's

all about understanding yourself – your emotions,
strengths, weaknesses, values, and motivations.
• Someone with high self-awareness can recognize
their feelings as they arise and understand how
those feelings might be influencing their thoughts
and behaviors.

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 Current State Assessment Tool: SWOT Analysis
 Sw …. Inside your team or organization
 OT…. Outside your team or organization
 The completed SWOT contains data about the
shape of your ship.
 To convert data into useful information we must
ask:
1. What? …. What are the current issues?
2. So what? … relevance of data
3. Now what? …. Actions to be taken

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100
 Actions to be taken based on SWOT

a. Buildup …… strengths
b. Decrease ….. Weaknesses
c. Leverage …… Opportunities
d. Mitigate …… ..Threats

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 2. Self-management
• Once you're aware of your
emotions, you need to be able to
manage them effectively.
• This involves regulating your
emotions, especially in stressful
situations.
• It also includes staying motivated,
taking initiative, and adapting to
change.
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102
 3. Social Awareness
• This part is about how well you can
understand the feelings, needs, and
viewpoints of other people.
• It involves noticing social cues and
knowing what is happening in different
situations.
• A person with good social awareness can
sense the mood of a group and change
how they act based on that.

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103
  Empathy-ability to recognize emotions in others.
 Do more than sense others’ emotions-care.
 Reading the currents of office politics.
 Sensitive to change them when the impact is
negative.
 Appreciating and accepting differences between
people.

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104
 4. Social management

 This is all about building and maintaining healthy

relationships.
 It involves effective communication, conflict
resolution skills, empathy, and the ability to inspire
and influence others.
 Someone with good relationship management can
build trust, navigate interpersonal challenges, and
foster strong connections with others. 105
105
  The ability to induce desirable responses in others.
 Developing others
 Inspirational leadership
 Teamwork and collaboration

106
106
People with High level of EI People with low level of EI
1. Motivation 1. Loneliness
2. Friendship 2. Fear
3. Focus 3. Frustration
4. Fulfillment 4. Guilt
5. Peace of mind 5. Emptiness
6. Awareness 6. Bitterness
7. Balance 7. Instability
8. Self control 8. Depression
9. Autonomy 9. Lethargy
10. Contentment 10. Obligation
11. Appreciation 11. Disappointment
12. Connection 12. Resentment
13. Desire 13. Anger
14. Dependence
15. Victimization
16. Failure

"Hope is a passion for the possible."

3. Motivating and Inspiring

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 Motivation

 Motivation is anything that energizes behavior, gives

direction to behavior, and underlies the tendency to
persist.
 Work motivation: A person’s desire to work hard and
work well to the arousal, direction, and persistence
of effort in work settings.

109
 Motivation … cont’d

Types of motivation
1. Intrinsic Motivation:
 Motivation comes from performing the work
 Stemming directly from job performance itself
2. Extrinsic Motivation:
 Motivation source is the consequence of an action/given
by others
 Part of job situation
110
 Theories of motivation
• The Content/Need Theories of Motivation

1. Abraham Maslow’s Hierarchy of Needs

2. Alderfer’s ERG Theory

3. Frederic Herzberg’s Two-Factor Theory

4. Acquired – Needs Theory (David McClelland)

5. Douglas McGregor- Theory X and Theory Y

111
 Leadership Implications of Motivation
Theories

1. Appreciate diversity

2. Establish and use goals

3. Link reward to performance

4. Manage equity issues

5. The use of both monetary incentives and non-

monetary incentives

112
4. Problem Solving and Decision Making

113
4.1 . Problem Solving

114
  Questions to Ponder (10 minutes)
1. What is a problem? What is problem solving?
2. Explicate the steps of problem solving.

115
 Concept of Problem
 Gap between what you expect to happen and what
actually happens.
 Must be resolved for organizations to function
properly.
 Problem solvers should determine who should be
involved in the problem solving process.
 Problems solvers must decide how to decide.

116
 Problem Solving
 If you have a problem at work, it is a good idea to
sort things out. This is called problem solving.
 Problem solving involves defining a problem and
creating solutions for it.
 Basic intellectual process that has been refined
and systematized for the various challenges people
face.
 Involves a decision making steps focused on
trying to unravel an immediate problems which
can be viewed as a gap between “what is?” and
“what should be?”

117
 Approaches of problem solving

 Trial and error

 Intuition
 Scientific method/research process
 Modified scientific method

118
 Problem Solving Steps

1. Define the problem

2. Analyze the problem
3. Generate possible solutions
4. Select the best solution
5. Plan for implementation
6. Implement and evaluate the solution

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4.2. Decision Making

120
  Questions to Ponder (15 minutes)
1. What is decision? What is decision making?
2. Explicate the characteristics of effective decision
making process.
3. Discuss the processes of decision making. Give two
real examples (one successful and one unsuccessful)
of decisions from your experience in your
organization.

121
 What is Decision Making?
 The process of examining your possibilities,
options, comparing them, and choosing a course
of action.
 It is a purposeful and goal directed effort that uses
a systematic process to choose among two or
more options to solve specific problem.
 It is the heart of organizational effectiveness,
climate, and health.
 Not all decision making begins with a problem
situation, instead the hallmark of decision making
the identification and selection of alternatives.

122
 How to Make Better Decisions?

 Increase your knowledge

 Use your intuition
 Weigh the pros and cons
 Stick to your decisions
 Make sure the timing is right

123
5. Critical Thinking

124
 What is Critical Thinking?

 Critical: means requiring careful judgment.

 Thinking is basically any mental activity; can be
aimless and uncontrolled; it may serve a purpose.
 Critical thinking is controlled, purposeful and
more likely to lead to obvious beneficial results.
 Put your thinking cap on: think seriously about
something.

125
 Critical Thinking… cont’d
 “Critical thinking is thinking that assesses itself"
 Critical thinking is reflective reasoning about
beliefs and actions. It is a way of deciding whether a
claim is always true, sometimes true, partly true, or
false.
 Critical thinking asks us to consider whether a piece
of knowledge could be rationally justified with
clarity and logical consistency. One sense of the
term critical means crucial; a second sense derives
from Greek meaning discerning judgment

126
Importance of Critical Thinking

127
7. Time Management

IN OUT

128
 What is Time?
 "Time is something we measure by a calendar or
clock,“
 "Time is a measurement of activity."
 “Time is a period during which something exists or
continues.”
 Time is nothing but an emotion or feeling: It's a
way of looking at a moment, or at life, that
produces an emotional state within us.

129
 Characteristics of Time

 Time is democratic.
 Everyone gets 24 hours in a day.
 Time is perishable; it cannot be stored.
 Time cannot be bought.
 Time is a valuable and limited resource.

130
 What is Time Management?
 Time management (TM) is the ability to effectively set
priorities and to carry out those priorities within a
given time framework.
 TM is utilizing the available time in optimum manner
to achieve one’s personal and professional goals.
• It is the act or process of exercising conscious control
over the amount of time spent on specific activities,
especially to increase efficiency or productivity.
• Good time management equals good self management.

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 Time Management: Budget

work God Intimacy

family vacation

school ……

friends exercise
devotion self
 How we spend our day

1.3 hours
Household Duties 8.8 hours working
1hour
Caring for Others

1hour
Eating &
Drinking

4.3 hours
Leisure

7.6 hours Sleeping

According to the US Bureau of Labor Statistics

 Benefits of Time Management
 To control time and task and not be controlled by
them.
 To create more balance in life
 Personal, Professional, Social, Spiritual
 To be more organised, and able to accept other
responsibility and meet deadlines.
 To become more aware of what to do within some
specific time.
 *** TO BECOME MORE EFFICIENT, ***
SUCCESSFUL AND HEALTHY

134
 Obstacles of Effective Time Management
1. Unclear objectives
2. Disorganization
3. Inability to say “NO”
4. Interruptions
5. Periods of inactivity
6. Too many things at once
7. Stress and fatigue
8. All work and no play
135
 The Time Management Matrix
• Urgency/Importance Grid can help:
– to prioritize tasks to ensure that energy is spent on the 20%
of tasks that produce 80% of results. (Pareto’s Rule,
Vilfredo Pareto: Italian economist)
20% of your tasks take 80% of your time and
80% of your tasks take 20% of your time.
– to discover how much time you might be wasting.
• The Matrix has four quadrants.
Quadrant 1: Important and Urgent
Quadrant 2: Important and Not Urgent
Quadrant 3: Not Important and Urgent
Quadrant 4: Not Important and Not Urgent

136
 Urgent Not Urgent

I II
(MANAGE/ DO) (FOCUS/ DELAY with deadline)
• Crisis  Preparation/planning
• Medical emergencies  Prevention
Important • Pressing problems  Values clarification
• Deadline-driven projects  Physical exercise
• Last-minute preparations for  Relationship-building
scheduled activities  True recreation/relaxation

Quadrant of Necessity Quadrant of Quality & Personal Leadership

III IV
(AVOID/ DELEGATE) (AVOID/DELETE)
 Interruptions, some calls  Time wasters
 Some mail & reports  Viewing mindless TV shows
 Some meetings  Trivia, busywork
Not Important
 Many “pressing” matters  Some phone messages/ Junk mail
 Many popular activities  Escape activities

137
Quadrant of Deception Quadrant of Waste
 Yesterday is a cancelled check,

tomorrow is a promissory note, and

138
today is a ready cash.  USE IT
8. Coaching and Mentoring

139
 Definition of Coaching… cont’d
• It is a process whereby awareness of the potential
for change, development and improvement is
awakened in an individual
• It is unlocking a person’s potential to maximize
their own performance
• It is a way of working with people that leaves them
more competent and more fulfilled so that they are
more able to contribute to their organizations and
find meaning in what they are doing.

140
Definition of Coaching… cont’d
• It is a partnership designed to tap into the knowledge,
information synergy and talents people bring to the
organization.
• Putting all together, coaching is the process of
helping people discover creative solutions to complex
situations and provides a safe environment for
identifying opportunities and making them a reality.

141
 Objectives of Coaching
1. Improve the performance of individuals, teams,
2. Improve the performance of the organization,
3. Creates the major factors that lead to commitment,
4. Clarifies goals and commitment,
5. Helps people to understand what is/is not important,
6. Helps people to resolve performance problems,
7. Improves that knowledge and skills that people need
to do their best,
8. Conveys to others just how important and
appreciated they are.

142
 3.1 Definition of Mentoring
• It relates primarily to the identification and nurturing
of potential for the whole person.
• Mentoring is a brain to pick, an ear to listen and an
occasional push in the right direction.
• It is a collaborative partnership in which the mentor
and the mentee take shared responsibility for the
success of the relationship.
• It is helping individuals do things they never knew
they could do; it is about teaching individuals how to
understand and use their potential to fullest.
• It helps to develop tacit, or sticky, knowledge.
143
 3.1 Definition of Mentoring
• Mentoring is the processes where a person (the
mentor) provides support, training and guidance to a
less experience, usually younger person (the mentee,
mentoree, or protege).
• Mentoring is about general development and
psychological well being of a person.
• It is about sharing concern, getting moral support and
guidance for development.
• A mentor helps associate see meaning and vision in
what they are doing and serves as a role model.

144
 3.5 Differences and Commonalities of
Mentoring and Coaching
Coaching Mentoring
Task-oriented, skills- focused, direct and Open-ended personal development
time bound
Skill focus Strategic focus
Primarily line manager role Works best offline
Agenda set by or with coach Agenda set by learner
Typically addresses a short-term need Typically a longer-relationship often ‘for
life’
Feedback and discussion primarily about Feedback and discussion primarily about
explicit implicit, intuitive issues and behaviors
Identify potential and deals with problems Lets employees soak up character,
judgment and approach
Inspires and motivates Instruct and guide
Change Oriented Growth Oriented
145
"Hope is a passion for the possible."
 Mindset… cont’d
 It is a way of thinking
 Mental inclination or a frame of mind.
 It is a collection of thoughts, beliefs and attitudes
that shape your thought habits.
 It affect how you think, what you feel, how you
behave and what you do.
 A set of ideas and attitudes that shape the way
someone thinks about themselves and the world.
 One can have a growth mindset or a fixed mindset

"Hope is a passion for the possible."

 Growth mindset Vs Fixed Mindset
Fixed mindset
Growth Mindset
1. Willing and keeps on trying 1. Gives up after 1 st
try
2. Tries again when they fail 2. Looks on negative side
3. “I can do this!” 3. “I can’t do this!”
4. Tries to go above and 4. Doesn’t want to try
beyond.
5. Doesn’t put in effort.
5. Not afraid to make mistakes
6. Doesn’t practice
6. Confident and optimistic
7. Hopeful 7. Pessimistic

"Hope is a passion for the possible."

With growth mindset

"Hope is a passion for the possible."

 Components of Attitude

Cognitive = Evaluation

Attitude
Affective = Feeling

Behavioral = Action
Attitude…

152
It is all about attitude

154
Manage the change or it will manage you. 155
 የጥናት ግኝቶች
1. በሕይወታችን 10% የሚይዘው በእኛ ላይ የሚደረግብን ድርጊት ሲሆን 90%
የሚያዘው ደግሞ እንዴት እኛ ምላሽ እንደምንሰጥ ነው፡፡ ይኸ የሚያሳየው ሁሉ
ነገር በእጃችን መሆኑን ነው፡፡
2. ሰዎች ሥራና እድገት የሚያገኙት 85% በቀና አመለካከት ሲሆን 15% በእውቀት
መሆኑን ያሳያል፡፡
3. በ500 ኩባንያዎች ኃላፊዎች ላይ በተደረገ ጥናት 94% ኃላፊዎች ስኬታቸው
የተመሰረተው በአመለካከታቸው መሆኑን ያመላክታል፡፡
4. ሠራተኞች ከሥራ የሚባሩት 30% በብቃት ማነስ ሲሆን 70% ደግም
በአመለካከታቸው ነው፡፡

"Hope is a passion for the possible." 156

 Types of Attitude
1. Positive Attitude
 The predisposition that results in desirable outcomes
for individuals and organizations.
 Positive attitude helps you cope more easily with the
daily affairs of life.
 It brings optimism into your life, and makes it easier
to avoid worry and negative thinking.
158
 2. Negative Attitude

 The tendency of a person that result in an undesirable

outcome for individuals and organizations.

 It is characterized by a great disdain for everything.

 Negative attitude is contagious and therefore

avoiding people with one is the best way of

prevention.
With a Bad Attitude YOU can Never have a
Positive Day and with a Positive Attitude
YOU can Never have a Bad Day.

The CHOICE is
YOURS!

A positive attitude is a person’s passport to a

better tomorrow.
 Positive Negative
1. Rarely smiles
1. Smile easily
2. Unwilling to change
2. Willing to change ideas and
behavior 3. Can’t see another person’s point
of view
3. Can see another person’s point of
view 4. Blames others for own mistakes
4. Rarely complains 5. Don’t accept responsibility for
mistakes
5. Accepts responsibility for mistakes
6. Very critical of others
6. Seldom criticizes others
7. Thinks only of self
7. Is considerate of others
8. Does not look other people in the
8. Look others people in eyes when
eyes
talking with them
9. Forces own opinions on others
9. Respects other opinion of others
10. Often makes excuses
10. Never make excuse
11. Has few interests
11. Has a variety of interests
12. It says that you cannot achieve
12. It says that you can achieve success.
success
 Creating a Positive Attitude in the Workplace
 Lead/teach/support by example-be a new positive cure,
 Try to find the positive for everyone,
 Associate yourself with happy people,
 Read inspiring stories,
 Read inspiring quotes,
 Learn to master your thoughts,
 Learn concentration and meditation,
 Recognize and support.
 Creating a Positive Attitude … cont’d
Tips for Improving Your Own Attitude
 Don’t associate with people who have hostile attitudes,
you might get infected,
 Practice optimism and positive self-talk (inner voice),
 Dwell on positives,
 Become a problem-solver,
 Be alert.
10 life changing steps to turning Attitude in to
Action
Step 1: Understand the power of attitude
Step 2: Choose to take charge of your life
Step 3: Practice self-awareness
Step 4: Reframe your bad attitude
Step 5: Find your purpose and passion
Step 6: Be proactive
Step 7: Discover how to motivate yourself
Step 8: Build supportive relationships
Step 9: See change as an opportunity
Step 10: Leave a lasting legacy: planting positive seeds
To change your life-change your attitude.
 Part
The 21 irrefutable laws of
leadership
Follow those 21 laws and people
will follow you.

167
The 21 irrefutable laws of leadership

 Follow those 21 laws and people

will follow you.
 1. The law of lid
Leadership Ability Determines a Person’s Level of Effectiveness

 Leadership ability is always the lid on personal and

organizational effectiveness. If a person’s leadership is
strong, the organization’s lid is high. But if it’s not, then
the organization is limited.
 The lower an individual’s ability to lead, the lower the lid

on his potential. The higher the individual’s ability to

lead, the higher the lid on his potential.

 The higher you want to climb, the more you need
leadership. The greater the impact you want to make,
the greater your influence needs to be.
 Personal and organizational effectiveness is
proportionate to the strength of leadership.
 2. The law of Influence
The True Measure of Leadership Is Influence Nothing More, Nothing Less

Mother Teresa
True leadership can’t be

• Awarded
• Appointed/assigned
• It comes from influence.
FIVE MYTHS ABOUT LEADERSHIP

 THE MANAGEMENT MYTH,

 THE ENTREPRENEUR MYTH

 THE KNOWLEDGE MYTH

 THE PIONEER MYTH

 THE POSITION MYTH,

WHO’S THE REAL LEADER?

 CHARACTER—WHO THEY ARE

 RELATIONSHIPS—WHO THEY KNOW, the deeper

the relationships, the stronger the potential for leadership.
 KNOWLEDGE—WHAT THEY KNOW

 INTUITION—WHAT THEY FEEL, an ability to deal

with numerous intangibles such as energy, morale, timing,
and momentum.
 EXPERIENCE—WHERE THEY’VE BEEN. The greater
the challenges you’ve faced as a leader in the past, the
more likely followers are to give you a chance in the
present.
 PAST SUCCESS—WHAT THEY’VE DONE

 ABILITY—WHAT THEY CAN DO

 The proof of leadership is found in the followers

 If you don’t have influence, you will never be able to lead

others.
 3. The law of process
Leadership Develops Daily, Not in a Day
 Leaders are learners and their capacity to develop and
improve their skills distinguishes leaders from their
followers.
 The learning process is ongoing and a result of self-
discipline and perseverance.
 Focus on process than events.

EVENT PROCESS

ENCOURAGES DECISIONS Encourages development

Motivates people Matures people

Is a calendar issue Is a culture issue

Challenges people Changes people

It Is easy It is difficult
THE PHASES OF LEADERSHIP
GROWTH

 I DON’T KNOW WHAT I DON’T KNOW,

 I KNOW THAT I NEED TO KNOW

 I KNOW WHAT I DON’T KNOW

 I KNOW AND GROW,

 I SIMPLY GO BECAUSE OF WHAT I KNOW,

4. The law of navigation
Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course

 NAVIGATORS SEE THE TRIP AHEAD,

 NAVIGATORS DRAW ON PAST EXPERIENCE,

 NAVIGATORS EXAMINE THE CONDITIONS

BEFORE MAKING COMMITMENTS,
 NAVIGATORS LISTEN TO WHAT OTHERS HAVE
TO SAY,
5. The law of Addition
Leaders Add Value by Serving Others

Jim Sinegal cofounder and CEO of Costco

 The relationships either add to or subtract from a person’s
life.
 the people who have won the Nobel Peace Prize, they
desired to engage in noble service to their fellow human
beings.
 Four guideline to apply the law of Addition

 WE ADD VALUE TO OTHERS WHEN WE TRULY VALUE

OTHERS
 WE ADD VALUE TO OTHERS WHEN WE MAKE OURSELVES
MORE VALUABLE TO OTHERS
 WE ADD VALUE TO OTHERS WHEN WE KNOW AND RELATE
TO WHAT OTHERS VALUE
 WE ADD VALUE TO OTHERS WHEN WE DO THINGS THAT
GOD VALUES
6. The law of solid Ground
Trust Is the Foundation of Leadership
 Trust is the glue that holds an
organization together.
 To build trust, a leader must
exhibit competence, connection,
and character.
Lyndon B. Johnson’s administration lost their
trust during the Vietnam war.
How trustworthy would your followers say you are?
How can you measure their trust? By how open they
are with you ?
7. The law of Respect
People Naturally Follow Leaders Stronger Than Themselves

Harriet Tubman
How leaders get respect

 NATURAL LEADERSHIP ABILITY

 RESPECT FOR OTHERS

 COURAGE

 LOYALTY

 VALUE ADDED TO OTHERS

How was your commitment to changing
something ?
8. The law of intuition
Leaders Evaluate Everything with a Leadership Bias

 Intuition is, the ability to understand something

instinctively, without the need for conscious reasoning.
 Leaders look at things differently than others do. They
evaluate everything according to their leadership bias.
 Good leaders see everything with a leadership bias, and as
a result, they instinctively, almost automatically, know
what to do when it comes to leading.
 Intuition comes from two things: the combination of
natural ability, which comes in a person’s areas of
strength, and learned skills.
 A leader has to read the situation and know instinctively
what play to call.
 Whenever leaders face a problem, they automatically
measure it—and begin solving it— using the Law of
Intuition.
9. The law of magnetism
Who You Are Is Who You Attract
 Write down the qualities you’d like in the people on your
team.
 Who you attract is not determined by what you want. It’s
determined by who you are.
 By nature, people are attracted to people with whom they
share a lot of fundamental characteristics. Like age,
attitude, background, values, energy, giftedness, and
leadership ability.
 If you think your people are negative, then you’d better
check your attitude.
 Leaders help to shape the culture of their organizations
based on who they are and what they do.
 The better leader you are, the better leaders you will
attract
 If you want to attract better people, become the kind of
person you desire to attract.
10. The law of connection
Leaders Touch a Heart Before They Ask for a Hand
George bush in 9/11 attack
 You can’t move people to action unless you first move
them with emotion, The heart comes before the head.
 People don’t care how much you know until they know
how much you care.
 The stronger the relationship and connection between
individuals, the more likely the follower will want to help
the leader
 To connect with people in a group, relate to them as
individuals.
Guidelines during communications

 CONNECT WITH YOURSELF

 COMMUNICATE WITH OPENNESS AND

SINCERITY
 LIVE YOUR MESSAGE

 GO TO WHERE THEY ARE

 FOCUS ON THEM, NOT YOURSELF.

 BELIEVE IN THEM

 OFFER DIRECTION AND HOPE

Ask your self

 How would I describe my personality?

 What is my greatest character strength?

 What is my greatest character weakness?

 What is my single greatest asset?

 What is my single greatest deficit?

 How well do I relate to others?

 How well do I communicate with others?

 How likable am I ?
11. The law of Inner circle
A Leader’s Potential Is Determined by Those Closest to Him
 “You can do what I cannot do. I can do what you cannot
do. Together we can do great things.”- MOTHER
TERESA
 “The leader finds greatness in the group.

 Any of effective leader have a strong inner circle.

 Great inner circles do not come together by accident.

 So you have to have inner circle members that you seek

out for advice, turn to for support, and rely on to help you
get things done.
List the member of your inner circle ?
12. The law of empowerment
Only Secure Leaders Give Power to Others
Hennery ford failed application the law of
empowerment.
Successful application z law of empowerment
 Leading well is not about enriching yourself it’s about
empowering others.
 “Empowerment leadership model shifts away from
‘position power’ to ‘people power.
Why leaders to fail empower others?

 DESIRE FOR JOB SECURITY,

 RESISTANCE TO CHANGE,
 LACK OF SELF-WORTH,
13. The law of picture
People Do What People See
 As a leader remember that,

 FOLLOWERS ARE ALWAYS WATCHING WHAT YOU

DO.
 IT’S EASIER TO TEACH WHAT’S RIGHT THAN
TO DO WHAT’S RIGHT,
 Leaders tell but never teach until they practice what they
preach.” —FEATHERSTONE
 WE SHOULD WORK ON CHANGING OURSELVES
BEFORE TRYING TO IMPROVE OTHERS
 THE MOST VALUABLE GIFT A LEADER CAN GIVE
IS BEING A GOOD EXAMPLE
14. The law of buy in.
People Buy into the Leader, Then the Vision
Mahatma Gandhi
 The leader finds the dream and then the people, while
people find the leader and then the dream.
 WHEN FOLLOWERS DON’T LIKE THE LEADER OR
THE VISION . . . THEY LOOK FOR ANOTHER
LEADER
 The people may forcefully followed him when he is
dictator.
 WHEN FOLLOWERS DON’T LIKE THE LEADER
BUT THEY DO LIKE THE VISION . . . THEY LOOK
FOR ANOTHER LEADER
 WHEN FOLLOWERS LIKE THE LEADER BUT NOT
THE VISION . . . THEY CHANGE THE VISION
 WHEN FOLLOWERS LIKE THE LEADER AND THE
VISION THEY GET BEHIND BOTH
 Every message that people receive is filtered through the
messenger who delivers it.
 That’s one reason that actors and athletes are hired as
promoters of products.
 As a leader, your success is measured by your ability to
actually take the people where they need to go. But you
can do that only if the people first buy into you.
15. The law of victory
Leaders find a way for the Team to Win
 Leaders have one thing in common: they share an
unwillingness to accept defeat.
 Crisis seems to bring out the best and the worst in
leaders
"Blood, Toil, Tears and Sweat“
Winston Churchill.
Three components of victory.

 UNITY OF VISION,
 DIVERSITY OF SKILLS

 A LEADER DEDICATED TO VICTORY AND

RAISING PLAYERS TO THEIR POTENTIAL
16. The law of Big mo.
Momentum Is a Leader’s Best Friend
 If you’ve got all the passion, tools and people you need to
fulfill a great vision, yet you can’t seem to get your
organization moving and going in the right direction,
you’re in trouble.
Momentum is important for

 Momentum is the great exaggerator,

 Momentum makes leaders look better than they

are,
 MOMENTUM HELPS FOLLOWERS PERFORM
BETTER THAN THEY ARE,.
 MOMENTUM IS EASIER TO STEER THAN TO
START,
 MOMENTUM IS THE MOST POWERFUL
CHANGE AGENT,
 MOMENTUM IS THE LEADER’S
RESPONSIBILITY,.
 MOMENTUM BEGINS INSIDE THE LEADER,
17. The law of priorities
Leaders Understand That Activity Is Not Necessarily
Accomplishment
The 3R’s that play great role in the law of priorities

 WHAT IS REQUIRED? What must I do that nobody can or

should do for me?
 WHAT GIVES THE GREATEST RETURN?
 WHAT BRINGS THE GREATEST REWARD?
18. The law of sacrifice
A Leader Must Give Up to Go Up
Why does an individual step forward to lead other people?

 Some for make money

 Some to build business or organization

 Some to change the world.

 The heart of good leadership is sacrifice

The law of sacrifice

 THERE IS NO SUCCESS WITHOUT SACRIFICE,

 LEADERS ARE OFTEN ASKED TO GIVE UP MORE

THAN OTHERS
 YOU MUST KEEP GIVING UP TO STAY UP

 THE HIGHER THE LEVEL OF LEADERSHIP, THE

GREATER THE SACRIFICE
Are you willing to make sacrifices? Are you willing to give up your
rights for the sake of the people you lead?
19. The law of timing
When to Lead Is As Important
To effectively implement the Law of Timing,

 Understanding: Do you have a firm grasp on the

situation?
 Maturity: Are your motives right?

 Confidence: Do you believe in what you are doing?

 Decisiveness: Can you initiate action with confidence and

win people’s trust?
 Experience: Have you drawn upon wisdom from others to
inform your strategy?
 Intuition: Have you taken into account intangibles such as
momentum and morale?
 Preparation: Have you done everything you must to set up
your team for success?
Every time a leader makes a move, there are
really only four outcomes:

 THE WRONG ACTION AT THE WRONG TIME

LEADS TO DISASTER
 THE RIGHT ACTION AT THE WRONG TIME BRINGS
RESISTANCE
 THE WRONG ACTION AT THE RIGHT TIME IS A
MISTAKE
 THE RIGHT ACTION AT THE RIGHT TIME RESULTS
IN SUCCESS
20. The law of explosive growth
To Add Growth, Lead Followers, To Multiply, Lead Leaders
The law of explosive growth

 If you develop yourself, you can experience personal

success.
 If you develop a team, your organization can experience
growth.
 If you develop leaders, your organization can achieve
explosive growth.
Three things leaders should do.

 Personal development,

 Team Development,

 Leaders development,
21. The law of legacy
A Leader’s Lasting Value Is Measured by Succession
HOW TO DEVELOP YOUR LEADERSHIP
LEGACY

 KNOW THE LEGACY YOU WANT TO LEAVE

 LIVE THE LEGACY YOU WANT TO LEAVE

 CHOOSE WHO WILL CARRY ON YOUR LEGACY

 MAKE SURE YOU PASS THE BATON

 Most people simply accept their lives—they don’t lead them.

 “A life isn’t significant except for its impact on other lives.”

—JACKIE ROBINSON
 The good example of the law of legacy is mother Theresa,
after she died a long time ago, a number of people are
joining her organization.
What do you want your legacy to be?
253