Leadership Skills Training : Essential Leadership Skills & Qualities | Jim Bruce | Skillshare

Leadership Skills Training : Essential Leadership Skills & Qualities

Jim Bruce, SEO Expert, Book Writing Coach, Marketer

Leadership Skills Training : Essential Leadership Skills & Qualities

Jim Bruce, SEO Expert, Book Writing Coach, Marketer

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11 Lessons (1h 12m)
    • 1. Leadership Skills - Introduction

    • 2. Leadership Skills - What Is A Leader?

    • 3. Leadership Skills - Inspiring Your Team

    • 4. Leadership Skills - Do Incentives Work?

    • 5. Leadership Skills - Charisma & Authority

    • 6. Leadership Skills - Dealing with Crises

    • 7. Leadership Skills - Is It Best To Be Feared or Liked?

    • 8. Leadership Skills - Handling Dissenters

    • 9. Leadership Skills - Team Creation

    • 10. Leadership Skills - Personality Types

    • 11. Leadership Skills - Conclusion

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About This Class


Leadership Skills Training : Essential Qualities That All Great Leaders Have

Achieving and maintaining effective leadership depends upon an almost intuitive integration of core characteristics. These characteristics, once explained, have the quality of 'deja vu' – they immediately make sense.

Complex behavioural changes are simply not required in order to excel as a leader. Interpretation of your passion and commitment to your team readily translates into the basic leadership skills essential to achieving your, and the team's, goals.

The course focuses on the essential qualities of a great leader. Master just a few of these techniques and you will be the leader your team deserves.


  • Introduction – What Is A leader?
  • How To Inspire Your Team
  • Incentives – Do They Work? 
  • Maintaining Your Authority
  • How To deal With Crises
  • Is It Better To Be Feared Or Liked?
  • How To Handle Dissent
  • Team Creation
  • Personality Types
  • Conclusion & Recap

Qualified in Engineering, IT, and Education, James Bruce has created and led teams in the automotive(US), engineering/construction (UK) and service industries (EU).

Meet Your Teacher

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Jim Bruce

SEO Expert, Book Writing Coach, Marketer


I could write a book about the different jobs and roles I've had in my life - maybe I should! We'll see.

Online course creation seemed to be a natural step for me, after years of being involved with SEO and internet marketing.

After making a living out of playing acoustic blues guitar in Europe for many years, I became interested in teaching online about 15 years ago, and began creating online courses. In 2103 I was voted Number 2 top blues guitar teacher by users of Truefire.com.

While blues guitar remains dear to my heart, the last year I've been concentrating on novel writing, movie script writing and SEO for internet marketing. It's all about creating and being the best we can possibly be!

After years of promoting my own products online, I realised I had ... See full profile

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1. Leadership Skills - Introduction: most of us will never have thought of ourselves as a leader. No, so long ago, the idea of has taken charge of an office would have seemed absurd to us. That's a job for the high flyers, for people, people. That's a job for someone born to the role. But despite any initial apprehension, leadership roles of something that many of us will have thrust upon us against any protestations in the vast majority of industries, progress on the hike in salary means that you must take on more responsibility, and that responsibility will very often take the form off some kind of leadership. You can only progress so far before you start having staff under you on the further you climb the ladder, the more people will start looking to you for direction and the more people you will be responsible for. So when the opportunity presents itself, you have two choices. You can either shy away and carry on your normal life in a safe way, or you can accept the challenge on become a leader. If you do accept the mantle of leadership, you will find that much more than your work situation will change. You become more authoritative, more self assured. You'll find that your own self image will improve fastly. So now the big question is, Can you learn leadership? Is it a role just for those born to it? A natural leader that stands out amongst men? The good news is that you certainly can learn leadership skills, and that's what this course is all about. In this course, you will learn the ins and outs of leadership what it takes to inspire a team and to get the very best out of them. Should you be feared or liked, how to become instantly more charismatic. How to use ancient techniques like Transform is mo to control your team. How to understand the difference of your team and get them toe work view. How to handle a crisis, how to cultivate inspiration, how to give you a staff motivation and how to create new teams and much more. Once you've honed these skills to perfection, you'll find that you'll become much more than a leader in the office. You likely become a better parent, a better friend and the better partner and roll now, and I'll see you inside 2. Leadership Skills - What Is A Leader? : perhaps the best place to start when asking the question of what makes a good leader is to ask ourselves what is the end goal here? What do we aspire to, what with a leader aspire to? When we think of great leaders, we will often think of inspiring superhero types. People with heroic, puffed out chests, powerful voices on that cool air of confidence. They always know the right thing to do, and they have this uncanny ability to reel off motivational speeches at the drop of a hat. No one ever defies these great leaders because they just don't want to. The leaders are so just unwise that there's no need. But if anyone did cross thumb, they would be immediately put to rights with a stern but a fair judgment. These are the leaders that make us feel safe that steer our ships through unchartered waters and make us feel like we can do anything as a team. But these heroes of stereotypes straight out of Saturday morning cartoons that you watched as a child, the chances are that you do know a few people like this from your past or from your childhood. Maybe a parent fulfilled this role or a teacher that put you on the straight path through life, that motivated to your very best. Maybe, you know, celebrities or famous people, historical leaders that you aspire to that motivate you to do your best. But for the most part, this is not the reality of what makes a good leader. Of course, these traits can help you to keep followers, helped people, to trust you and to build a teen. But they're not necessary for you to become a really great leader. And it's just a swell. If we try to fulfill all the traits that we perceive in great leaders, it would be an enormous pressure on us. So what does make a good leader? What are the minimum requirements? Ultimately, the best leader is the leader who gets results. They do this by organizing, stabilizing and motivating a team. They do this to get more out of them than they would be able to accomplish on their own is called synergy. So to put it simply, does having this leader in place make a big difference to the team's ability to accomplish goals. If the answer is yes, then it's very worthwhile. Having this leader in place, the leader in the shores and encourages on, indeed creates a synergy within the team. Synergy means that the output of the team as a whole is much more than each of the individual members added together. If the answer is no, then it's best not to have that particular leader in place. They're not fulfilling the goals of reaching the team's goals. However, This is also a dangerous approach, an approach based on the leaders Performance leads to all manner of testing that is not really in the interests of the team or the organization. For example, a leader might be punished or penalized if they fail to meet monthly targets or if they seem to be spending too much money. This seems to make sense when you think about leaders in terms of their ability to help teams mean their goals. But this is forgetting one small factor, the factor of time because the leaders ability should not be measured in terms of their ability to accomplish X in t amount of time. If that is the only concern on the only aspect of performance that the leader is graded on , then In all likelihood they will end up making the wrong decisions for the good of the organization and the good off the team. This is very common. This kind of leader will stick with what works. They will stick with what they know. They'll avoid taking risks or evolving the business model or the organizational model for the team. And to make and meet new challenges. A good leader should see the road ahead and preempt challenges, working out strategies, how to overcome them before they actually happen. In this way, the organization and the team will flourish instead of failing. The same theory applies into the situations as well. In that the social situations, for example, in the family, the team leader or the parents strive to keep the family together to keep them happy, but also to try and improve their well being. The supermom on the Super Dad are able to look ahead and provide contingencies in case of crises in this way, maintaining the stability of the family so we can conclude that a good leader helps the team achieve the goals more effectively than they would if he or she we're not there. That was a rather abstract view of leadership, and it doesn't really give us anything practical, anything concrete toe work with strive towards. So let's look at some of these practical traits that a good leader needs Right now, good leaders believe in what they're doing. Perhaps one of the most important things for a good leader is that they believe in what they're doing. That's to say that good leaders should have a real passion for what they're doing and really believe in it. This is important because it will help them to make the best decisions for the long term of the organization and also because it helps to inspire others. Good leaders see the big picture. A leader needs to be able to step back and see the bigger picture. They need to understand where the team is headed on what challenges will face them along the way way. This is important because it will allow all the individual members of the team to focus on their smaller aspect. Good leaders have broad knowledge. A leader should be something of a jack of all trades. The reason for this is that it will give them the understanding to see how all the pieces fit together. And it will mean they're able to deal with issues as they arise across departments, even when that means taking more of a top level approach. Rather than understanding all the detail, you'll also find that having some basic experience in each aspect of your business can help you to get more respect from the professionals in each aspect of your organization. Good leaders understand people a goodly that should be able to work with anyone. This means they need to be able to empathize with people and to understand, will make some take so they can inspire them to take action. Good leaders are great communicators. This also means you need to be able to communicate as a leader. Not only is it your job to communicate the plan in a way that your team can fully understand, but it is also your job to communicate your superiors and to your clientele. Good leaders. Think ahead a leader shouldn't just be dealing with the day to day challenges the organisation, but should be thinking always one step ahead. You need to be constantly questioning what the next challenge will be on how to face it, and you need to be thinking about how to grow, improve and scale your organization. Good leaders have contingency plans. Leaders need to have multiple contingencies and backup plans. Think of the worst case scenarios and prepare for them. Good leaders lead by example. It is important that you lead by example. In every case, this means that you need to take a do as I do approach, rather than making one rule for one person and another for yourself. It also means generally setting the tone. Teams look to their leaders as barometers toe, identify how serious any given situation is and to know how they should react. If you panic, then your team will panic. If you stay calm, then your team will stay calm to a good leader needs to be courageous. If this sounds like a Saturday morning TV show again, then bear in mind that we're not talking about the kind of courage that gives you the strength to stand up to terrorists. Rather, we're talking about the courage to take risks and to break the mold. This is very important. Good leaders take responsibility, and once you have made that decision, whatever it is, it's critical that you stand by it and face the music. Whatever happens, this means you need to accept responsibility when things this can seem unfair at times. But once again, it is actually a feature that is important for the welfare of the team. By accepting responsibility, you remove culpability from your team and give them the freedom toe work without fear of repercussions. 3. Leadership Skills - Inspiring Your Team: Now that you have some idea of what it takes to be a real leader, we can break it down and examine each of the points in turn, perhaps the most important thing from the outset. His inspiration. If you inspire your team, they will give you their utmost on the team on the organization will be successful. If your team believes in your vision, they will work harder. It will become their vision. They will work longer hours on be very committed to the goals that you set. If you have a vision for your team, you helped to inspire others. This means your customers and your potential business partners as well. More people will want to work with you. More people will want to buy from you or usual services, and to think of themselves as a part of what you do. It goes deeper to vision, helps you also not only to survive but to thrive and grow in the future. The correct vision allows you to foresee what's going to happen ahead. The problems that may arise and how to meet them. Your vision is your major goal. If you get it right, everything tends to follow on. People accept your vision on run with it. Many of the points we talk about joining this course relates back to this idea of vision. Perhaps the best way to look at what I mean by this is to examine a concept called the Golden Circle, introduced by Simon Cynic. It explains why some organizations or teams fail on some succeed. The Golden Circle is made of three rings, which can be seen as less on the outermost ring. You have the word what inside that The word how and on the animals bring is the word. Why so as a leader, you need to think about these three things. What, how and why, for the sake of simplicity will start by focusing on this question from a business perspective. But the principle applies to any organization. It means we can change these questions into What do you do? How do you do it? Why do you do it? The key aspect is why Why you do something is the most important thing you can ask yourself in Any organization on what might surprise you is that many people can't answer this question. They seem a little bit surprised or confused. Well, we're here to make money, to provide a service to make money and why doesn't come into it. This is where the organization mission statement comes in. Often your own vision is derived from this mission Statement on applies to your team and your goals. If you notice it's the most successful companies that have a very good and comprehensive mission statement, they have a belief, a belief in what they do on the belief in their goals. Here are some examples Facebook's mission is to give people the power to share make the world a more open and connected place. Google's mission is to organize the world's information and make it universally accessible and useful. Microsoft's mission is to enable people and businesses throughout the world to realize their full potential. The mission statement is important. It's something that your clients on your leaders and your team can believe in. It's a long term journey, a set of goals. Employees that believe in your mission statement or your own vision will work late hours because they want to see it through because they believe in it, too. When you believe in and they're excited by your own vision and goals. Your team will become interested, motivated and excited at the same time. You can have vision in your personal and family life, too. A vision is a little like a goal, except that it's got more imagination. More feeling to it. You might work towards making your family a little wealthier. For your vision would be to see your family in a bigger house with all the comforts and everything they ever need in complete safety. This is your vision. This is important because if you have a vision instead of a simple hard goal, then you can be more flexible in how you go about getting the results that you want that you desire. It actually keeps you much more motivated, which comes down to the very structure of your brain and how it works. 4. Leadership Skills - Do Incentives Work?: you're passionate about. What you do on this comes over in the way you walk. Act on talk, but you need to get this over to your team so that they feel the same way. You come to expect all the members of your team to be as passionate as you are. After all, you're the leader. Some of them are there just to make money to as little as possible and to go home to the wife and kids. So how do you do this? How do you pass alone your enthusiasm? One method of motivation is to use incentives. This could be money or other things to the advantage of the team member. However, incentives tend not to get the team working to their best advantage. In fact, some studies show that incentives can make a team less productive. This is best illustrated by something called the Candle Experiment, which is an experiment designed to test creativity. Specifically, it is designed to test the ability to overcome a cognitive bias called functional fix. Iveness, essentially functional fix iveness causes us to get stuck in one way of thinking, usually about a tool or a practical task. Here we tend to fixate on one way of doing something to the point where we can no longer think of any other solutions or any other context. For example, if someone gave you a hammer and ask you to open a window, perhaps you would smash the glass because you're used to using the hammer to hit things. It's a second report to try and use a hammer as a lever to pry the window open. It requires an extra level of creativity to see the hammer as a tool that could be used in a variety of ways. To test this ability, the candle experiment presents participants with a box of tacks and the candle on, then asked them to attach the candle to the wall so that it confirm most people will try to take the candle to the wall, and it continually falls off. But the solution is, in fact, to fix the box to the wall with one of the tanks and then to stand the candle inside it. This requires participants to think outside that box and to think off the box is a part of the experiment and the resource. One way you can do This is by using the psychological experiment of breaking down all the items you have into their constituent parts and materials. You don't have a candle, you have a candle, wax and string. For example, a box of tacks is not just tanks, it's also a box of cardboard, and the tanks are made of metal. The interesting thing about this study is that if we offer an incentive so that the first person to find the solution gets a reward, performance goes down. This kind of makes sense because if we focus on the two motivated, we failed to step back and seal the possibilities. The other problem with incentives is that it tends to stop is working as a team. Let's take a look at the example of the military in the military. One soldier would give up his life for his team members. He is rewarded for having this mentality on the group or the team was the whole benefits. But in business, we're often encouraged to sacrifice others for our own betterment. If we're in sales, we would happily take sales from a partner. Rewarding individuals often gives them a good reason to step on someone else. So if you can't pay your staff to work harder, what can you do? You can give them ownership, autonomy on understanding. In other words, let them take credit for what they do and put their name on it. Give them the freedom to do things their own way. Give them the understanding so they know why they're doing it. The first part is important. It gives the team a sense of pride in the work that they're doing. If they feel that they own the project, that they own the work, then completing the work to their satisfaction will be their own reward. Give someone a project and let them put their mark on it and they can use. This is the way to prove their skills. It's also something to add to their CV, and there's a challenge. For example, let's someone create their own sections on your website with their name on it, and it becomes something they will be proud off, and they can show their friends and family and they will work harder on it because it is this and finally, you need to make sure your team understands the why of what you do. Once the team understands why on believes in what they do, then you can stop micromanaging and leave them to do the tasks that you gave them. The important thing is that the team member knows that you trust them to overcome the little problem and to reach the goal that you gave them. But remember, the leader must always be responsible for his team members decisions and stick with them and protect them. This is the mark of a good leader and spoke to them. Team members can do their best work when they own the goal and they can work out exactly how to reach that goal. It gives them confidence and also stops you from micro managing. But remember, you always are responsible for their decisions. This gives them the confidence to make the decisions without a fear that they may be punished from above. 5. Leadership Skills - Charisma & Authority: you will benefit greatly from good communication, whether it's in the form of a motivational speech or just to give really clear instructions . So your team knows exactly what to do. Communication is very important when dealing with your team. If tasks are not clearly defined. If people start to work on the wrong task or in a task in the wrong way, not really understanding why it needs to be done, then mistakes will be made. Charisma and charm is also very important for getting your vision over till people. It's important that your team realizes why you were doing what you were doing and why it matters. So how do you do this? Vision and passion are important here because it's the way you deliver your message that shows people that you really believe in what you're saying on what you're doing assumes you really believe in what you're saying. It will come across in the way that you do everything it will show in your expression. It will show in the content of what you were saying. It will show in your gestures on the way that you move about in front of people. These gestures are important, too. This is the way that you move your hands in your body as you speak, and when you do it correctly, it could make a massive difference toe. How charming and convincing you seem the most charismatic people in the world all get this right. When you can move your hands around a news big body language, you take up more space, which makes people more interested and more engaged with what you're saying. You also demonstrate more conviction and congruence. This is the opposite of coming across like a shrinking wallflower was perhaps embarrassed or shy about what they're saying. A good thing you can do to show confidence is to slow down, simply slow down. This gives a feeling of confidence to the audience. Remember, your team, which is your audience will panic if you panic. If you're slow, methodical and come, then your team will react in the same way. Slowing down immediately makes you come across as more confident. There are other benefits as well. If you slow down there, any instructions or directions that you give will beam or easily understood and followed, particularly if your audience or your team are taking notes slowing down helps you to think about the next statement before you make it. It tends to make your voice a little bit lower, and actually, you sound a little more intelligent. There's something else quite subtle that's going on here, too. And this is that speaking too quickly can make you appear like you're trying to get everything out as quickly as possible because you're not really sure if people want to listen to you. If you speak very fast, it may seem a so you're trying to get it all out before you get cut off. This is especially evident when it comes to telling stories, someone very confident who is a natural storyteller. We'll start by gradually setting the scene and creating a context for the story. They will pause for dramatic effect, and they were build up to the big reveals on the punchlines. Think back to the people who have held court at parties. You've bean, too. They all will have used this to good effect, or instead try watching the videos of YouTube. Elliott holes. You often start with some kind of question or statement and then leave a deliberate pause at the same time gazing at the camera before following the statement. Hope this is powerful stuff. Once you try this technique, you'll find that leaving a silence at the end of a statement and taking your time is quite nerve racking. It takes a bit of skill, but when you do get it right, it really works. Effective communication is a thing that people get wrong both in a work situation and in their personal life. So how could we defied it? What is effective communication? Effective communication happens when we deliver a message to someone precisely with the correct meaning efficiently. Your objective in communicating is to convey the exact meaning in the minimum time. This has the dual effect off keeping meeting time to a minimum and also ensuring that people don't have to keep coming back and asking what the message waas or what the instructions were. This is why it's a big mistake to use too many big words or too much jargon. Often people try to do this and sound clever when in reality it just makes them sound insecure, as though they have something to prove once more. It makes it much harder for some people to understand, and it wastes people's time in reading. So why not just use the fewest words possible on avoid those dramatic forces entirely? If the only fame is efficiency, then we could just talk like robots. And this is where precision comes into the equation. Of course, we could minimise and simplify many, many words, but with these words, give the precise meaning. For example, we could say that it's cold outside. It's a very general term. But if we said that it was freezing, which is a slightly more complex word, it gives a better idea of how cold it is. It is below the freezing point of water. You need to wrap up warm on this, possibly a wind that goes along with it. So it's a much more complex term, and it's much more descriptive. It's precise. Another important tip to make sure that you are seen as effective and efficient on someone worth following is to dress the part of a leader. Now this may seem shallow, but it's a fact that people do tend to follow people that look the part. This simply means taking care of your appearance the way you dress your hair. Even your physical fitness. These things are important. It shows that you care. A team wants to know that their leader cares. This all boils down to what is known as the law of attraction. If you look a certain way and act a certain way, then you will become the person that you are acting like. This is because you will change the way that you feel about yourself. You will change the way the other people see and perceive you and how they respond to you. Now some people watching will say that these attributes that I'm describing on really not them it'll they're not center stage people. They don't have a broad image. They don't gesture. When they speak, they don't modulate their voice. This is not them. A tal. So what if I'm shy on a retiring person? You simply don't want to be in the limelight. You feel uncomfortable when introduced to new people. What can you do? One solution is to start practicing social confidence. You put yourself in scenarios that are quite stressful. Socially, you do this again and again. Don't shy away from social contact, but welcome it and look for it. Eventually you'll find that you'll become desensitized. Each time will become less of an ordeal. You start to feel comfortable with all eyes upon you. You can also combine this with CBT. Tell yourself it doesn't really matter what people think, as long as you're helping to achieve the goal you believe in. This is just one more reason why matters toe have passion and vision. A great way to face this social fear and to desensitize is to start taking stand up comedy classes and even try to stand up in front of a real audience and tell jokes. Once you use these strategies and start to desensitize to the social pressures that are really fictitious anyway, you start to enjoy yourself. You'll slow down, you'll be calmer and you'll see more confident to your audience and your team. There were more willing to listen to you and to follow you 6. Leadership Skills - Dealing with Crises: being able to motivate and inspire your team to a great communication. Using good authority and charisma is all well and good. But what about when the going gets tough when there's a crisis? Perhaps things aren't going too well in the organization, and you need to make cutbacks. You will not be popular with some members of the team, and your greatest detractors will look to you for answers and explanations. How do you deal with any kind of crisis as a leader? One come out unscathed? The best way to handle the crisis is to avoid it altogether. This can be done to a large extent by foreseeing a crisis in the future. Try and anticipate something bad that may happen and take account for it. This is your job as leader to look into the future and trying to see what could stop your team achieving their goals. This is also why you need to be able to delegate and to set the work that's necessary. Field team. This way they can work in the business while you work on the business. They keep the machine running while you pilot it. You can do this by looking at potential futures, feel business or your organization and thereby seeing what lies ahead. You can do this by foreseeing different futures for your team and organization. I'm taking account of your reactions. Here are a few techniques to help you to do this. The planning fallacy refers to the fact that we almost always underestimate the amount of resources required to complete a task. Very often, we'll ask a team. How long will it take you to do this task? If the response is two weeks, it may take three. In this case, part of your job as leader is to add a buffer so that if the team do overrun, it's not too much of a crisis scenario. Planning is a kind of mental simulation. Basically, you imagine different situations and how the team would react in each one. Think about Aled the ways you would deal with ALS. The things that could go wrong and even imagine your doomsday scenario, where everything that can go wrong does go wrong all at the same time. Keep track of all the risks that are on the horizon and be ready for them. Resilience refers to a business or organization ability to withstand difficult times. The business can b'more resilient by ensuring it has low outstanding debt, low overheads and fixed costs, multiple independent products, even multiple different brands, flexible workers and employees. No weak points fail Safe's backups and reserves. When things are good, you can prepare for the bad times. If you have time by explaining to your team the importance of imagining the difficult crisis on dealing with it ahead of time, then when something does go wrong, your team will survive much better than if they were not prepared at all. But with the best will in the world, things do go wrong on for sure. Some things will go wrong, and they may not be an obvious solution for what do you do now? First and foremost, make sure that you never point the finger and dole out blame to a team member. Doing this is a fast way to make your team resent you, and they can also create infighting. Remember, you need to be responsible as a leader, and that means that this, whatever it is, is your fault. If in actuality it's Jeffs fold that it's still your fault because you allowed it to be Jeff's fault. He should never have Bean in that position. Jeff is clearly not capable of performing that task, so you need to take responsibility and take responsibility in front of your leaders without making any of your team members escape goat or blaming them for something that's happened. It means that your team knows that you stand up for them, that you will take responsibility and protect them while they do their work. Keep calm and make sure that everybody is working together to the same goal, which is to remove the crisis. 7. Leadership Skills - Is It Best To Be Feared or Liked?: If you were to stop this course right now, you would have a formidable set of tools to set you on the path to leadership. You can inspire and motivate a team and show them how to whether a crisis calmly so that the whole team on the organization wins. But there's a little bit more toe leadership on this. For example, up to the moment we've considered, the everybody is more or less on board with your vision, with your overall goal. Now, this may not be the case. You may have a dissident. You may have more than one dissident. So what do you do in these circumstances? It's quite common that some people really do not want to be there. So what happens when two or more people think it's just a bit of a joke? What happens when someone has a bad attitude and is just trying to create problems not just for you, but for the whole team? This is when leaders are split into two groups. You have the one group that will plead with their staff and try to be liked. They may make it into a joke, trying to be on the same page against the system or to generally be chummy. Then you have the other kind of leader who will try and instill fear and tell the member of staff that they will be fired or sent under the department or otherwise punished if they don't mend their ways. Suffice to say that it's not good to be best meets with your staff. There needs to be some distance on some respect, some mutual respect. Likewise, taking a fully fear based approached is also a mistake. This ultimately makes you an enemy, and that creates a stressful work environment for your team. It also provincial team from attempting to be fully creative or expressing themselves because they'll be fearful of repercussions if they get things wrong. So we need to reframe the original question. Is it better to be feared or light? Neither. It's better to be respected. You need to be calm and in charge in such a way that people want you toe like them. This will be a because they respect you and be because they understand that you can help them, and that what you want is best for the whole team. If the team sees that you're trying to help the team and that you're trying to help them to do the best they possibly can, then they will tend to respect you. If they see you as a leader that they look up to that, they will want you to respect them. One of the best ways to gain respect is to give respect a mutual respect, and the same goes for being likable. If you help people and you really like people, then they will reciprocate and you will be liked. It's a two way street. A good leader needs to be able to work with colleagues from all walks of life and should value what each of them brings to the team equally. In fact, more diverse voices will mean a more diverse set of opinions and views. And so a more diverse skill set. You can occasionally make jokes at your own expense, Leffert yourself a little bit, join in the fun and even allow others to point format you. This shows strength and confidence. The key is to make sure you don't allow this to cross the lion, and that you don't tolerate stuff trying to push their look by taking a joke too far just to see how far you will go. You shouldn't allow them to test their own limits too far just to see how far they will go for their own amusement and the amusement off the team, the overall effect will set. The president will not be good for team efficiency. And of course, you can't physically punish someone or stop them behaving in a certain way. If you can't reason with them. And if you can't gain their respect by giving them respect, then what can you do? What do you do when you have a dissident that will not follow? The rules will not listen to you. This brings onto the next module. 8. Leadership Skills - Handling Dissenters: Of course, there is more than one kind of disruption in any team meeting or within any organization, and there are different kinds of subordinate behavior in this module. We'll look at some of the options available to you. First of all, we look at the more desirable options. They may work. And then finally, we look at the less desirable options, the more regrettable ways of dealing with a dissident. The first option is to welcome the challenge. It may well be that the person involved may have a legitimate complaint on the suggestion about the way that you lied or a test that you've said Instead of sticking to your guns on your way of doing things, listen to the person involved. Listen to the suggestion on, be completely open. Just ask them if they were in charge, what would they do? How would they tackle the situation? The task or how would they move forward? Many times, people are very surprised at your openness on it wins you instant success. Better yet, take someone who is trying to encourage more people to go against you and put them in a position of power and responsibility. This is a technique called Transform is Mo, and it was championed by the Italian ruler, Mussolini. It's quite a good solution because A it demonstrates to that person the difficulty of being in your position and shows on that leadership is no diseases they might think on B. It busies them to the point where they can't become too problematic. Another thing you could do is to explain to the person the damage they're doing to themselves and to the team and to the organization by being obstructive and generally unhelpful. This, again, is the power of asking why, for example, if someone is simply not pulling their weight, they're taking long breaks or generally not working as hard as the rest of the team. You could point out that the rest of the team has to pull up the slack and take their workload. It doesn't foster good relations between the team members on it's not a good situation. If they value the friendship of their team members their colleagues, then this could be enough for them to change their ways. It may also be worth mentioning that it will be noted for the annual review, of course, the temptation here is to make an example of this person and to tell the rest of the team that they're not pulling their weight. This is a mistake because it will a make that person feel victimize and be create disharmony in your ranks. This will ultimately be bad for the team. What you can do is to praise those who are putting in more hours and make sure that they know that you're aware in the difference between their efforts and those of their colleague . One thing you must never do is to shout, rant or rave at one of your team members. This instantly makes him feel like a victim, particularly if other people are present. It will make the situation much worse because if they don't bow down, then they will feel as though they need to stand up to and shout back. The situation can quickly spiral out of control. Moreover, by doing this, you're completely misunderstanding the unwritten agreement between you and the team member . Ultimately, when you are in charge of someone in a work setting, it means that they agreed toe work for your organization. It does not mean that you have supreme authority over them, and you certainly don't have the right to reprimand them as you would a child. You might be their superior in terms of work hierarchy, but your equal in reality. So what is really going on here is an agreement. The agreement is that they will do what you ask within reason in exchange for payment on workplace satisfaction. If the agreement is not working out that either of you have the right to terminate the agreement, but you do not have the right to make them feel small, it's highly important. Do you make sure this is not a permanent state of affairs? Don't be seen as having lost your cool. Simply do what has to be done and move on. The easiest way to do this is to have a clear set of rules, complete with repercussions for not following these rules. For instance, people not working there full set of ours will be required to make up those hours in the evenings and the weekends. With a clearly defined set of actions and outcomes, you can carry out what needs to be done in a cool and collected fashion without making it personal. Without ever seeming unfair. It's the same law for everyone. They've had prior warning and you're simply following a pre defined and agreed set of instructions. This is one more reason why you shouldn't be too chummy with your team. He could make it extremely difficult toe handout disciplinary measures. 9. Leadership Skills - Team Creation: one of the best ways to avoid difficult scenarios altogether is by making sure that your team's work creatively and effectively on that they're truly together. It sounds great. So how do you achieve this? Simply put, the best way to achieve it in the first place is to hire the right people to create the right team. Picking the right person for the right job is not simply a matter of experience and qualifications. There are other factors to consider. Is a man or woman a real team player order. They like to go it alone. Individuals who like to go it alone or valuable sometimes. But when you have a team, even a very simple team, you can get much more out of a combination of everyone's skills. Working together is very helpful. If anyone joining your team has very similar goals on work ethics to you and your organization in this way they will fit into the team. Naturally, they'll be friendly and outgoing and want to help each other. One of the most important ways to encourage teamwork is to foster trust. Trust between people on the team is very, very important. Remember the example I gave about the military sacrificing even their lives for the for each other. This is because each member of the team, the military team, know that their colleague would do exactly the same for them. You don't necessarily have to be best friends with someone on your team, but he does happen. As long as you know that you can trust them. You know that they have your back in a very difficult situation. It's not really necessary or advisable toe have false trust exercises to try to build this kind of feeling between team members. They really don't work. But simply by putting the team into riel, live situations where they need to work together will help build this trust. Encourage open communication on generally a feeling of openness between all team members, trying to get them to know each other personally to some extent so that they're invested in the well being of the other person. Earlier, we said that it's really not a good idea to give incentives or rewards to individuals on the same team. It's not a good idea because it fosters competition and it helps people to move into a mindset where they can easily step on their colleagues. It is possible to give incentives, but not for the individual. Give goals for the whole team. Put the numbers of sales upon aboard, or better yet, have a customer satisfaction school. This can help to remind your team why they are there and to work together towards this common objective. Giving individual team members the opportunity to work on their own parts of the project within the greater project gives him a chance to show their skills and also to gain credit for good work done. This will help to motivate them and to help their fellow teammates on the way. One thing to avoid is allowing smaller cliques within the main group, such as a smoker's Click for a Lady's click. While your team will naturally be formed from smaller subsets, clicks can be destructive due to the principles off convergence and divergence which will make these subsets view themselves more like outsiders rather than members of your team. So all of this by breaking up destructive leaks or subgroups by changing around the seating or arranging different groups toe work with a different set of people teamwork between different departments, his perhaps even more important than the teamwork within your own small group, it's important that you move groups around toe work with different people from within your own department on elsewhere within the organization. For example, if someone from sales spends a few days with the marketing team, they will gain understanding on developed more respect for the role of that function within the organization. 10. Leadership Skills - Personality Types: Perhaps the most important component of creating a team that will work together efficiently is to understand that recognize the different characters and how each character can contribute to the overall goal. First of all, this means understanding on recognising the different skills that all the team members bring. It's important to know which team member is best suited to a particular task in this way, with correct delegation to people suited to the job in hand, your workload can be done more efficiently. This also means respecting and acknowledging that your team will be better experienced and better equipped than you are in some areas. This is important because it's another way that you show respect and give them autonomy. But you should have enough understanding of each of their rose to understand what they're doing. And to help offer direction. A good leader in an I T firm should know a little about S E O search engine optimization, a little about coding and a little about marketing. In this way, they can help each member work together. It's also important to understand the weaknesses and strengths. Associate ID with each personality type. In this way, you'll relate better to any problems they may be having with the tasks in hand. Some psychometric tests will define people in the business as falling into one of four main types. Dominant, expressive, introverted relational. The dominant type, of course, is the type A personality who is loud driven, Ah, high achiever. They may make a good leader someday, but they will also undoubtedly rubber people of the wrong way until they get some experience under their belt. The expressive type is the great communicator, who is the natural sales person and should thus be given these types of tasks. Introverts are self motivated and work well on their own, but they may be shy. This is not always the case. They would probably not be the right people to give presentations or sales tasks. Conversely, they may be quite creative and useful in other scenarios. Finally, you have the relational type who is driven by their outward relations. He is a great peacemaker on communicator. These people can provide the glue that holds the team together and help to prevent arguments. So what is the best personality for your team? All of them. You need the diverse skills that these different personalities bring to give you a broad, successful outcome to the overall goal. If ever you had to produce a splinter group to go and work with another department or to operate a stem that its trade show, for example, would be well advised to include all the personalities that we just mentioned. Of course you can go much deeper than that, too, with tests like the Myers Briggs personality type test. But this is very lengthy. On the in depth measure. It's very time consuming. Ultimately, no psychometric test will offer a perfect or complete picture off a person's personality. The key is simply to know the personality. Types of the individuals within your team know how they work, what tasks are best suited to their personalities and how they work with other members of the team. In this way, you'll know what tests to give them and where to place him to get the best possible outcome for the team 11. Leadership Skills - Conclusion: There's quite a lot to take on board, and hopefully now you're much more aware of the different characteristics than a leader needs to stay his team to success. Putting all of these things into action can be quite challenging. And so I've gathered together all of the main points that we've covered in this course and made a check list. When you can download in resources, have a vision you can believe in. This is by far the single most important point. If you want to make sure your teen respects you and that you are making the right decisions for your organization, focus on your mission statement. As a leader, you need to see the bigger picture. And that means focusing on how to deliver results on how to grow the business, build resilience and plan for contingencies. Make sure that your business is ableto handle crises on that, you know what you would do in any worst case scenario? Hire the right team. Your team should be diverse in their skills on their abilities, but they should be united by a common goal that you all share on the common vision. Give your team autonomy on credit This is the best way to make work, intrinsically motivating for your team and to ensure they work hard and passionately. Stay calm and be respected. This will keep your team calm, and it will make you seem more confident. This is most important when you were challenged by dissidents on when you're going through tough times by showing your passion doing what's best for the team on being friendly, but distance you can endeavour to be respected, which is much better than being liked or feared. Be one step ahead. Use financial modelling on other techniques to stay one step ahead, take responsibility. If things go wrong, you must always take responsibility. This gives your team confidence and assurance on also wins their respect. Be knowledgeable. You won't be the best of anything or everything, but you need to know how to delegate. You should make it your business to understand the role of each team member so you can oversee the course of the ship taking risks. It is important to take risks on be courageous. As a leader, this will allow you to grow as a person. I will also help your team achieve above the rest and there you have everything you need to know to start becoming a better leader. How to share your passion and vision with your team and delegate so they can succeed. Hopefully, as you pass through the course, it became kind of intuitive. Perhaps you can relate back to someone in the past that's had a big impact on your life or your career, a teacher. Or perhaps apparent, we've all seen unknown bad leaders. These are the people that are trying to act like a leader. They're not sharing their passion. They do not really want to be there and they don't have a vision. Don't let this be you. The bad leader shouts of people, blames his team and rants and raves When things go wrong, leadership is none of that leadership emerges when you have a passion on the skills to plan and make things happen. Or rather, you have the skills to allow your team to make things happen. Just do what you love, be willing to act on your vision and passion, and people will follow you. You will become Elita