Leadership Skills Every Leader Must Possess | Clement Lephema | Skillshare

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Leadership Skills Every Leader Must Possess

teacher avatar Clement Lephema, Civil Engineer & Entrepreneur

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

14 Lessons (1h 17m)
    • 1. Introduction

    • 2. What Is A Leader?

    • 3. The Leader's Ambition

    • 4. Management Skills

    • 5. Management Aspects

    • 6. Personal Traits That Can Identify A Good Leader

    • 7. Behavioral Style Of Leadership

    • 8. Dealing With Subordinates

    • 9. Dealing With Subordinates Part 2

    • 10. Dealing With Subordinates Part 3

    • 11. Dealing With Subordinates Part 4

    • 12. Communication Skills

    • 13. Listening Skills

    • 14. Conclusion & Class Project

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About This Class


Learn how to build an environment that attracts high performers and enables them to thrive! 

In this Course with Clement, you will explore:

  • What A Leader Is
  • How to Develop Leadership Skills
  • The Value Of Ambition For Leaders
  • Management Skills
  • Personal Traits To Identify A Great Leader
  • Dealing With Staff

Hope To See You In The Next Lesson!

Meet Your Teacher

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Clement Lephema

Civil Engineer & Entrepreneur


Hello, I'm Clement.

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1. Introduction : My name is Clement lipoma and I'm currently based in lasso tool. And this course I'm going to share with you on leadership skills. I've been in a position of leader for about ideas and practical steps that I want to share with you. If you are interested in developing leadership skills, this course is for everyone. 2. What Is A Leader?: In this first lesson, let's try to define what a leader is and even in need for leadership skills before we even talk about other developments and other skills and steps that you can take to develop that leadership skills. Now, a leader is anyone who is in a position of influence. And I mean, anyone, whether the influence is negative or positive, if you are able to influence anyone at all, that makes you a leader of some sort. So leadership skills are needed. We know, obviously in families As a parent, you're a leader as the older sibling or a leader as a businessman and entrepreneur, as a religious leader, as a politician, leadership skills are every way. But the other pen that I want to emphasize is that even any person out there is a leader. And I can describe that in this way. If there is one person at least who looks up to you in life, you a leader. Take for instance, celebrities. Celebrities are leaders. Why? Because they have that capacity to influence people's life. Slaves all over the world. That makes them a leader. And this time I'm just defining, I'm just defining what a leader is without same whether it's a good leader or a bad leader. Now, the purpose of this lessons that I'm going to give is to make you a good leader, not just an influential leader. Examples of leaders can be managers, Stewart's event. But my cost will be focused more in a corporate world. However, what I'm going to share with you will even benefit you individually in anything you're doing in any space you're working. In. The next lesson, I'm going to talk to you about ambition. That's why we start as leaders. Ambition, because ambition answers the questions, where are you going and how are you getting? V, If you don't know where you're going, then you can lead anyone. No way. 3. The Leader's Ambition: In this lesson, we're going to talk about ambition. Now, like I said, even the name is self-explanatory. The leadership skills, meaning days leading taking place. There's a leader and there is a subordinate or a follower to these leadership. As a person who is developing leadership skills are, as a person wants to improve their leadership skills. As a prerequisite is for you to have ambition. Like I said, an ambition answers the question, where are you going in life? In a department, in an organization, in a companion, where are you going and how are you getting there? This is a question of goals and objectives. Goals being measured, achievement objectives. B, minor, achievement objectives, the goals to be fulfilled. And so without the knowledge of this, than a person doesn't know where they're going, and that disqualifies them to be a good leader. Now, it also starts with your personal life. Your personal life is a mess. Somehow. You will impact the same thing to other people. Or if you don't impact the same thing to other people, it will be a pretense and there is no patients in pretense. And so you might want to look at your personal life, how you lead it, and how you lead the closest people around you. And the major factor is how you value your time. How you value your time We live in determine how you're going to drive yourself towards ambition or towards the goals in life that you want to achieve as a leader in any space, family, organization, business, even a department. So let's talk about timing bit because time is very important. That's there. There isn't no way of being productive, effective, and efficient without mastering how we spend time in any activity in our lives. So we might want to consider how we treat the different activities in our daily living. The activities that you can say a must-do. Activities that are may do. Meaning the activities that you can choose to do or not, or maybe postpone for now. And the activities that you must not do. And as a leader, you have got to have this ability to tell and to decide this. I will do this. I will not, and that I may, I may do this. We'll even give you a wisdom to combine activities that can take place at the same time so that you optimize your time a daily because it's about time. They said time is money and there's more on that. Let me make an example. As a parent, you can do three things. In one. You can socialize with your children and then take them to school while going to wake. Meaning you have combined like three activities at once. And that's what we're talking about. That's like a simple example of what I'm talking about. But there are many, many activities that you might want to combine together can take place and be compatible with each other without disrupting any, any flow. And so it also gives you the ability to reduce duration on activities. Like you can watch, like five movies a day. You won't be productive at all. I love series and I know what they can do. And imagine a leader who is easily distracted every time when they see a new movie, like a new show, they just change everything. They just stay in front of a television or whatever to watch. What they want to watch, canceling everything, or maybe procrastination. That is what we're talking about. So as a leader, you have got to develop that persona, even that strengthen that decisiveness to center this activity. I only give it this much of duration. And if you are able to do that, you realize that you actually have time to do many, many things. And so as a leader, you also need to develop the ability to forfeit, to say no. And your nose should be real, no, and you're yes Should be really, uh, so that whatever you do, you are not you're not scaring away from what you want to do and you are blameless in your ambition. So this are the personal traits that you want to consider, that our prerequisite, how you treat the time, how you allocate your activities, and ensuring that you are truly ambitious. And in every company, every organization. If there is a leader that is ambitious, they can take an organisation, a department, or a company very, very far based on the set goals and objectives. In our next lesson, we're going to talk about management skills. 4. Management Skills: In this lesson, we're going to talk about management skills. Now for you to understand this quite easily, imagine yourself as a leader of a certain team or department, or a leader in an organization, it will help you crossbow quickly what I'm talking about. Now let's start by defining the word manage. And I'm going to do that simply so that everything becomes practical to manage is to ensure that goals and objectives are being successfully fulfilled. If not, remedial measures are incorporated to keep the flow or to restore what has been lost. That is a definition of management, meaning the whole management thing is centered around goals and objectives. Now, as I said, goals are major achievement objectives, minor achievements, and minor achievements being objectives. They are always there like a lot of steps that leads you to the bigger achievement, which is a goal. Now, since now that we have proved that management is centered around objectives and goals, it means that there has to be characteristics that make goals and objectives more efficient and effective are easy to follow. And there's an acronym they call smart as an, as, a ROT. These are five words that describe the characteristics of goals and objectives and are very helpful and practicum. Now I'm going to list them. And after listing them, we're going to describe them bit by bit briefly. S, it means specific. Goals should be specific. Measurable, meaning goals should be measurable. And then a means achievable, Meaning goals should be achievable. And then our realistic t time bound. Now let's go back to S. They should be specific. It means they should be easy to understand and they should have one meaning. If you have stipulated goals and objectives, when someone reads them, they should get one meaning. Because if they get more meanings, now, the whole goals thing is tiny, complex, and everyone will interpreted differently. It means that if you task, people will do different things. And so it should be specific, clear, as brief as possible, and have one meaning. Measurable. Measurable means like a scale. You should be able to tell if there has been a progress. Meaning when you set goals as a leader or as a manager, you will have to set goals in such a way that you can tell if productivity is taking place, Procrustes is taking place. You can even tell if you're halfway or 70% complete. And if the goal has been achieved, you should be able to say it has been achieved, or either task is complete, you should be able to say it is complete. Then we set an objective or a goal is measurable. Now, achievable actually will means it is more of qualification for this goal and this objective is a company qualified to fulfill it? Or the departments qualified, meaning it will rely more on managers and subordinates. For instance, a plumber. Plumber can achieve a goal of Plan B. You can set a lawyer over plenty. If you said over plenty, it means now your goals are not achievable because they are these qualified. Look at it that way. It's more of qualification. So let's talk about realistic. Even though goals can be achievable, meaning they are qualification, they should be also realistic and plumbed by can install a bathroom suit for instance, but they cannot install 100. But from suits a day. If that is a goal that is unrealistic, goals should be realistic. It should be based on people's strength and time and so on. And this brings me to the next and the last characteristic of goals and objectives. They should be time-bound. And now consider this one the most important. Because if I say for instance, one day, I want to build a hotel. Well, why does one day, when they can be any day can be 50 years from now, can be 70 years from now, or any day that may not come. That is not a good way of setting goals. You set goals by being specific with your timing. Set goals and objectives. What do you want to achieve as a company, as a business, as a leader, as a manager in two years, for instance, in five-years, 71015 and so on. And that will give you a pace. Pace. You will incorporate it on to achieving the goals. In the next lesson, I'm going to share with you the aspect of management. And they are very, very important. 5. Management Aspects: Management aspects. Now, there are a number of aspects that I'm going to share with you that you should consider as a managing leader or as a leader in management. And these are aspects that I could see. These sort of cover everything, especially in the space of organization and department. And so the first aspect that a leader should ensure is forecasting. Forecasting has to do with the foresight. Forecasting means I'm predicting there are some things in the future that you want to know now, all that you should know now that can be of benefit to the organization or department. What are potential outbreaks? For instance, COVID-19. I am sure that the organizations that go away quite ready for things like that because of this aspect of management, being able to tell the trends that are changing in the economy, the laws that are changing, technological developments that are changing. And as a leader using all this observation to predict in the future. This is not limited to this. It can be weather conditions, it can be laws regarding socialism and everything. If you are a leader who is not ignorant of all these trends, then you gain the ability to be ready. Set up a program that will say cure and organization for any change or any uncalled for situation that may come in the future. The second aspect is called planning. Now, planning focuses more on resources. Planning focuses more on resources. Why do we need to blend? Because it is believed that resources are always scarce by the needs are limitless. And so we want to use these resources in a very effective way, in the most effective way to sort of fulfill these needs. And so planning is there to help us allocate resources, help us to optimize on the resources. And they said, blending or failing to plan is plentiful. The importance of plenty. If you don't plan at all, you're actually planning and you're planning to fail. Meaning plenty is very, very important. It sets you up on, on practical steps of how to fulfill goals and objectives. You're also say lack of planning on your side doesn't mean emergency on my side. Meaning if you lose clients because of a lack of plenty, should be accountable, you should pay that cost. And so planning is quite important in any space of organization, company, department, and so on. The next aspect of management is organization. Organization. Look at it this way. Organization is putting a plan in action. Organization has to do with setting up department, allocating tasks and responsibilities in people. We're still going to talk about responsibility, but it's part of organization. It's more like organize the whole team to fulfill the needs, to fulfill the objectives and goals based on the plane that has been set. Other aspect is coordination. Coordination. In fact, any organization, it is wise to have a coordinating team. This is like a department or a team that ensures that every activity from every department in an organization, they are coordinated and they are monitored to fulfilling the goals. And so coordination of x together with another aspect called controlling, where decision-making is done, even where monitoring and supervision of overall department is done. And this is where corrections may be made this way, in-depth assessments can be made to ensure that every person, every department, every missionary, and every resource in an organization is being used to fulfill the goals and the objectives of an organization. And then there is an aspect called communication. Now communication is like the vein of the entire organization. It's like the heart of the entire organization or a backbone of the entire organization because without communication, they won't be clarity of tasks, their own be effective presentations, even goals and objectives could not be communicated well. So communication, IT governance, and it determines the efficiency and the effectiveness of the productivity of the firm or organization. So communication connected departments connect and manage managers with subordinates. Connect employees together, connects everything to gather. And then the last aspect is responsibility. As self-explanatory as it is, responsibility has to do more with right task and right position that this machinery, equipment, this person is managing this department. They stay on this task and they are evaluated based on this task, and they are accountable. And these are the aspects of management that any leader should consider. In the next lesson, I'm going to talk about the personal traits that a leader might want to develop or even consider to be a good leader. 6. Personal Traits That Can Identify A Good Leader: In this lesson, I'm going to talk about personal traits that can identify a good leader and they will help you to develop them. If you introspect, you can tell that this one, I have, this one I've drawn, this one I need to improve. And I'm going to share, there may be many, but I'm going to show just fit in and I'm going to share them in three categories. The first four, intelligent intelligence. Initiative, integrity and impartiality. Yes, intelligent initiative, integrity and impartiality. Now, intelligence is the ability to make complex situations easy. More like tanning, what can be considered like a big problem into a simple, simple problem by coming up with solution, interpretation of that, that, that problem. So as a leader, you will have to be intelligent enough. How do you do that? By in-depth filename and learning from experiences of other people and so on. The other trade is integrity. Integrity has to do with your trustworthiness as a leader. You have to be trusted. You have to be open and honest. The leader. Be a good person without even talking about leadership skills, be organised. That is integrity. And then the other trait is Initiative. Be a leader who is able to take a first step. Be a leader who is able to demonstrate. I'm laughing because of these leaders that hide behind subordinates that are free to take the first step. They just send someone to take the first step so that they get banned first and then a leader can learn from them. So as a leader, you might want to consider demonstrating to your subordinates so that they trust you. And even if you could fill in what you're trying to demonstrate. Also that take advantage and demonstrate resilience because people don't just learn positively, but also the land from negative things. The other trait is impartiality. As a leader, do not show sides of taking sides. Do not show signs of taking sides. Do not treat people based on what they have, based on the status, based on that same name. And so you want to even give other people compartments without without giving others the understanding that they don't amount to any way. And so as a leader, you should be fair in your treatment. Even if you give people incentive, you should do it under very clear circumstances where other subunits can tell that this person deserves that pat on the shoulder. The next four are trade that I'm going to share with you. They're still on personal traits. And then a leader should have. First one is tribe, tribe. Every leader has to have a tribe. Now a simple definition of tribe is high level of effort, high level of dedication. That leader has a trive. A leader who's always looking up to achieving something as far as goals and objectives, consent. The other trait is dependability. As a leader, it should be reliable. People should just trust you with a task and not doubt your decision-making and your abilities. As a leader, you might want to consider developing that treat of the pending trade of dependence. People should trust you. Trust not by just words, but by your actions and your efficiency in your task. Setting up certain examples, proving yourself a leader in an organization. The other tree that we want to look at is decisiveness. A leader should be decisive. Leader should know how to make decisions and be bold in decision-making. Should not see yes and no at the same time. So a good leader should make bold decisions. Even if a decision can be poor, which it can sometime a good leader is able to even stand up and say, yes, I made a wrong decision day. That is a trade of decisiveness. And the last one on this category is dedication. Dedication is self-explanatory. This means Commitment, committing to the tasks, committing to the organization, committing to the department, even committing to your subordinate and their supervision. And the last five that I'm going to talk about the traits that makes a good leader. First one is foresight. Second one is objectivity and then emotional stability, knowledge, and self assurance. Now foresight, it is more aligned with the aspect of management that I shared in my previous lesson. Forecasting, being able to predict, being able to discover trends, be able to effectively imagine what the future can hold for you, for the organization, for the department. So every leader should have a foresight so that they don't just focus on this task, but also the set up like a practical program that will be on standby for uncalled for situations in the future. Now, objectivity, objectivity, a leader should be acquainted with the objectives, with the system of an organization. What's happening now, a leader should know where we're going as an organization, where we are as a department and that is objectivity, trade and other trade is emotional stability. Leader should be able to separate fact from emotions, be able to decide for the company even if his emotions are opposing. This is where now it will help even a leader not to be biased and not to take sides. Because whatever decision they do is fruitful. And it is meant to bring productivity in the company, the business in a department, in an organization. The other trait is knowledge. A leader should be knowledgable, elicit, a leader should know more about the industry, about the business, about other departments, what they do, and they should have even general knowledge. They should keep themselves in a mood of lending. They should keep leaning because everything they lend, it will be part of this trait called knowledge, and it will be of great benefit to an organization, department, the subordinates, even other, other leaders or anyone in a space of influence. And the last one that I will share is self assurance. Self-assurance, a leader should be confident. No one will follow. A leader is not confident, so a leader should show confidence. Confidence doesn't mean perfection. It means that I trust my weight, I trust my decision, I trust what I'm doing and I know that I'm doing it for the benefit of others, benefit of the company, benefit of the department. This where the tree that I was impressed to share with you that define a good leader. And in the next lesson, I'm going to share with you now the behavioral style of leadership. It's a style, it's not predictable, but it will help you as a leader to descend the times and seasons. 7. Behavioral Style Of Leadership: In this lesson, I'm going to talk about the behavioral style of leadership. As a good leader, you should know when to be tough, when to go easy, and when to choose a certain style. And I'm going to share just two styles that I believe can summarize the whole leadership thing. I'm going to define two terms that you want to consider as a good leader. Because now you're dealing with subordinates and there are unpredictable things that can happen. People can take advantage of view and people can lead you as a leader. Now you can be a subordinate and at the end, not reach a certain productivity that is expected. Now, this word called Democracy. Now a wet democracy means incorporating all involved in members in a decision making is when are a leader sits together with subordinates and they brainstorm on how to develop a system or how to solve a certain problem or anything at all. That is democracy where everyone's view matters, where people can influence the decisions of company, Department and even come up with some innovative, creative ways of achieving goals and objectives. That is democracy. The other term is in composing is autocracy. Autocracy is the complete opposite of democracy. This one is where it makes independent decision regardless of what the subordinate thing, regardless of what other members think. This way, a leader has to make a decision that does not cater for any other opinion. And this two aspects, autocracy and democracy. They are both important if a leader knows exactly when to use them. There are places where a leader has to make a very toughened street decisions, especially in a place of insubordination or rebellion. Leader has to decide as a leader. But there are other aspects. And other times where now a leader has to opt for democracy, especially because it is believed that somebody needs that many amongst subordinates that I had been smarter than that leaders. So a leader has to be wise enough to learn from the subordinates and get some wonderful nuggets from them. And especially because this subordinates are potential replacement of their leaders. And so a leader should be humble enough to trust in their opinions. And out of that, a company or a business or a department can benefit a lot. In all this, a leader just has to master the timing because if I took Chrissy is practice in the wrong time, it can destroy the system. If democracy is practiced in a wrong time, it can destroy or disrupt the flow of productivity. So in our next lesson, we're going to talk about how to deal with subordinates. As a good leader. 8. Dealing With Subordinates: So as a leader, since your title is to lead other people, as a good leader, you should be able to deal well with subordinates. But how can you do well if somebody didn't, it's when you don't understand it, our motifs and propensities. And as a leader, you should know the psychological aspect, the social aspect, the aspect of how people think, how people behave. And then it will help you a lot how you approach them under any circumstance. This is, this lesson's peppers to equip a leader with the knowledge of what he is up against. A white sheet is up against. You're up against people, different behaviors, different backgrounds, different experiences, and they will challenge you to some salt. But this overall summary of how to deal with subordinate will give you some very useful wisdom. And so what exactly are you up against? Now, according to McGregor's theory of X and Y, it is believed that people have this inherent dislike of, of, of, of wake. That's why people hate Mondays. That's why people love Fridays is because of inherent dislike of wake. Also, people are preferred to be directed. Yeah. Also it is believed that pupil must be directed, controlled and sometimes frightened. Yeah. Sometimes threatened. That's not my favorite though, but it works for some people. They are leaders who know how to threaten and they threaten me with something authentic. For instance, I don't meant replacing u. That's a thread. But there is a place for that statement. Is also believed that pupil also can volunteer and can take part decisively in the development of an organization. Or people can volunteer in any way. And people can take part in decision, in decision-making. So understanding this behavior, it will help you not to be confused as a leader when you meet diversity of behaviors. From your side, subordinate. People have different motifs or rather motivations in life. And according to Maslow's hierarchy, pupil have this propensity to desire. One neat after fulfilling one need, the desert, another neat after fulfilling when needed desire or another, another neat. So he made this hierarchy to define an overall posture of people's motivation and people are motivated by my needs. Take for instance, in this, in this, in this Maslow's hierarchy of needs, as I explain it, imagine if a person's life starts where the person is homeless, imagine it that way, then it will give you clarity of what, what I'm talking about. Now. The first thing that a person would look for if they are homeless is basic needs. Physiological needs like, like a, like a water, food, shelter, clothing. Everyone wants that. Everyone wants to be secure in that. And they say, unless people are secure in their basic needs, they will not look too trust any other complex needs. Until basic needs are fulfilled. Then people start looking for social life and the hierarchy goes on. Now I'm going to label these categories. I'm going to label this hierarchy a title so that we talk about them in a more understandable way. Now remember, a liter is now learning how people think so that he will have the strength to deal with different people as a good, as a good leader. Now the first one at the bottom of the hierarchy is physiological need, basic needs, as I have mentioned, and then follows safety. Security needs, safety and security needs they have to do with now finding a payment, not just having a shelter, but finding a permanent home. You can call home and say this is my home. Security, unemployment, not just saying at least them. At least my food needs and my needs and my needs are fulfilled. But having a secure job is where people have in one's family like I belong here. Yeah. So this our safety and security needs that people look for and then afterwards for social needs. This is where people are now considered affiliation, where you even people look for love, people look for marriage, people look for gangs, friends, and people find a relative. This is where people want to belong to a certain group of people. To belong to someone in the case of relationship. And this hierarchy keeps going on and then follows self-esteem. Self-esteem is where now a person gains ones to gain confidence in self. Confidence in self, Who am I? You want to answer the question, who am I and what am I capable of doing? What am I potentials? This is where people look for that. Then the top one, the peak one, is self-actualization. Now, everyone has been motivated by self actualization, where everyone wants to be at their full potential, fulfilling every team in life, and being impactful and fulfilling all the teams they want. And this is the pig that everyone, when we wake up in the morning, we look for self actualization. The journey of life is towards where a person would say, I'm fully satisfied that I'm following my trim. I'm doing what I love. And that is where this whole tribe is going. And so as a good leader, you need to understand the motivation of people in general. And I'm going to superimpose this with McClelland's Theory of needs because he talks about it, needs to, but he talks about three needs that are very, very important and these are inherit, not inherent, but this developed from childhood by experiences, the things that we meet along the way they give us this knee doesn't need are these motives. The first one is need for achievement. The second one is need for affiliation. And the third one is need for power. And why? Why, why do we need to know this as good leaders? Because you want to even discover people's potentials and strength. And it will help, help you to task, you're subordinated to help you to know this one is strongly in this, this one likes this, this one disliked that. This one hates that. And then it will make your team or your department very effective or your organization very, very effective because this motives, they characterize people. Now let's talk about them. Need for achievement. People who are in this category are people who like proving points, people who are character. They just, they set high goals and they like taking calculated risks. They like receiving feedback. The light being given, pad on their shoulders complement the complement. They like breaking records and setting new records. They like criticizing everything and they want to improve it. And they also like waking alone. And these are people in this category of need for achievement. According to McClellan's. And the other one is need for affiliation. Now, people in these categories are people of a hot people who always like to belong. I want to belong to certain people who are driven by cooperation. People who believe in cooperation over individualism. People who like working together rather than being so these people, the, the like a sighting more with majority. And they don't like risks. They don't like graded. They are just they just want to be part of the program. They want to be part of the goals. They want to be part of something that people are gathered together to achieve. And there are people like that. And the other one is a need for power. Now, this one has characteristics with need for achievement, but this one is more of a status. People who like to be recognized. People who always see themselves as leaders in any cycle in the friend zone, in that weekend zone, in any zone, they are in the like considering themselves as leaders and they behave in that way. They want to give the last word, if their opinions, they want to give them better opinion. And they want to be recognized every, every time. And they can criticize this critical communication and understand that all these, all these, all these motives, they are not bad or good. It's just the metal of you as a good leader. Being able to channel that for the benefit of an organization. And people are strong in this motivation. And motivation, if it achieves good results, It's not, it's not bad. It just need wisdom. And so as a leader unit, understand this so that you can tell that among my subordinates, I know there are ones who like to do this, who don't like to do that, will like this. We don't like that. End. While you allocate tasks, you hit the nail on the head and you optimize resources, optimize time, and achieve bigger goals. 9. Dealing With Subordinates Part 2: Now that you're a good leader and you know what motivate people in different ways. Now you have the ability to take advantage of that. And there's an idea that all works for everyone, everywhere. Being a leader who gives incentives. Now, in our previous lesson, we lend different motivations of people. But if we summarize that, we would say people always want to process something that will be good for them or there'll be of benefit. And that motif alone gives you a leader, even a wisdom, how you can take advantage of that in motivating them now to, to commit to the task or to give the best in the department in an organization in fulfilling the goals and objectives. What am I talking about? I'm talking about incentives. What is an incentive? Incentive is a form of reward that is given for extra effort or for excellent performance. And it always works because it motivates people to want to do more and better. So there are non-financial incentives. There are financial incentives. Examples of financial incentives can be a race, can be bonuses, or anything that is monetary. Examples of non-financial incentives. It can be promotion. It can be including a subordinate in important meetings. Can be it can be given them. Picking spot or a best parking spot. Or a bigger office can be many things can be given them an off or taking them out on a sport game. These are examples of non financial incentives. And a litigious have to be creative in keeping their subordinates mindful of the goals in that task. Mindful of achieving that goal in that task by reminding them, Guys, there's an incentive for this. But there has to be a scheme or Mulligan system of incentives. They are characteristics that should define the scheme of incentives so that it is fair. Incentives should be set on a scheme that is fair to everyone, that every subordinate can tell that this scheme is good for all of us. It caters for all of us. It is not inclined to certain people. Meaning, when you set a scheme, your employees should not ask your question. That doesn't apply to me. I'm not going to get a reward anymore. Everyone should be bold enough to say, yeah, I want to get that I want to achieve, I want to achieve that. And also, the scheme of incentives should focus more on rewarding individuals rather than groups, rather than B. Or the adult writers, people who hide behind others trends, people who can appear as if they are doing much, but they are not just even close to any expected effort. So that you can really, our, fairly let the system or let the scheme of our pupil be based on individual performances. With this, you're trivial, your departmental way you want them to go, taking advantage of the natural motivation of, of people. 10. Dealing With Subordinates Part 3: So we're still under dealing with subordinates. Remember, there's a trait that a good leader should have. We said it's impartiality. And impartiality is important because in this lesson, we're going to talk about fence. And the term for that is equity, fairness. Every subordinate, every worker, every employee. They always come to the question of whether they are being treated well, whether that'd be getting what they deserve. And if not, they will do something about it. These issues will arise because of comparison. Pupil always compare themselves with other people. The workers are subordinate, may compare themselves with people in the same group of people in the same department, of people, or people in the same organization, or people in the same industry from other organization. And if they, if they see the difference in treatment in fairness, they'll print that as an issue in the organization. And so as a leader, you've got to ensure that there is equity. This fence. These are the responses that you can detect from people if they don't confront you. If the subordinates or the employees or workers don't confront you about the fairness that they are doubting in an organization. There are signs that you will see as a leader. You will see prolonged lunch hours. You'll see them arriving late at Wake. Even living Alia or prolonged above room times or breaks. And if you start seeing these things, it may be because of the question of equity. When people start doubting that they are being treated, what are they discovered? Some question mark in an organization as regard to equity or fairness? And so as a leader, you have got to ensure equity even before these issues are raised. And when they do arise. As a leader, you need to be able to sit back and then assume it may be fairness so that your approach to the subordinate will be gentle and y's. And then now we can talk about the issues in play. 11. Dealing With Subordinates Part 4: So in this lesson, I'm going to wrap up on the heading dealing with subordinates or less than dealing with subordinates. And I'm going to wrap up talking about the enemy of progress in a space of work and leadership. In my opinion, that stress or depression. Now one of the most beautiful trades that a good leader should have is the ability to tell if a subordinate or another leader is stressed out. Now, causes of stress. We want to deal with stress at the early stage because it's an enemy of progress. No one can be efficient or effective in their task if they are stressed out. So what are the signs that a leader should know that this person is stressed out and why should he know that? It's because as a leader, people can behave in different ways. Not because they want to challenge you or not because they just thought about destroying the system for no reason. People can behave in certain ways. And the reason may be stressed. And there is a high possibility that it is stress most of the time. And so the solution would be for a leader to assume what could be the potential causes of stress. Especially in an environment of work, in an organization, in a company. Even you can learn from your own experiences as a leader. What, what, what things can you say, the cause you stress? And it's possible that they can cause other people's trust to even make a study on stress. But I'm going to share with you a very brief summary, how to detect if a person is stressed out and even how we can tell that this person is stressed out. And what could be the potential potential things that can cause that stress are the causes of that where the solution is, the solution is not to deal with stress, but it is to deal with the causes of stress. Now how can you tell as a good leader, what can you tell that this person is stressful or this person may be stressful if they're moody, than just judge them. Why is this person would be why is this happening? There has to be a reason for everything. This is a tree that every leader should have to know that a person cannot just come up with a certain behavior Without a Cause. And so they can be moods or a change of behavior are suddenly a person is aggressive in anything. Suddenly a person's than isolating from the croup, isolating. And other, other science can be either peasant knows that change in skin color, that can be a cause of stress. Or even if a person gets true, dad's a huge sign of stress. They are either peasants that doing or making mistakes, more errors. You can tell that this person might be stressed out. Or if a person looks exhausted by just look, this person, just look tired. If all you see from a person is just fatigue, it's possible that the major thing there is stress. When people start complaining. You can tell that there is stressed out here. When people started arguing for no reasons, Kipling, then you can tell that there must be a stress or something. And other things are sleepless, loss of sanity. If a person doesn't look as you know them that then you can tell them. This doesn't might be stressed out. Other thing can be loss of weight. If a person just keep keeps on losing weight, losing weight, losing weight. It's possibly because of stress, loss of appetite. And then even if a person doesn't look happy, you notice there's a happy person and an active person. But now they just look just, just normal even if they're not angry, but they just look normal when you know that there are always excited at awakened and so on, then you can tell it they may be stress. Let me summarize this by just see if you know your subordinates and is like a rapid change of behavior. It's possibly because the person is stressed out. Now let's come to when we count the stress. How can a leader now develop ways to deal with employee stress? You deal with that, like I said, by assuming the causes. What could be the causes of stress can be. Lack of appreciation at work. It can be because of no rewards, no motivation. A person doesn't feel motivated. It can be a routine. Routine is stressful. If a person do one task every time, every time they keep doing one thing over and over and over that can cause stress. And the other costs may be ill treatment from management or lack of pay of financial disorder. If a person is a disorderly in their own personal finances, that that could be a cause of stress of family issues, domestic issues. Now, for married people, it can be marital issues. And this can be associated as the causes of stress. And as a leader, you assume them so that you know which approach to take to help this person out. Or too, I hope that the subordinate out. But the other courses can be sexual abuse, especially at work environment. This one is one of the common and leading causes of stress, especially in an environment where opposite sex are working together. And as a leader, you need to ensure that in an organization that is an atmosphere of acceptance and atmosphere of spontaneity, where everything is checked up every time. There's a continuous motivation. And with this, there is not one solution to how to deal with stress, but they can be some suggestions. Suggestions can be have regular meetings with employees or subordinates where you can discuss and review what could be the challenges. And also ask the subordinates to help each other out and be able to tell if one of them is being stressed out. And give them the lessons on stress so that they can check on each other. That will help ease the task as a leader on eradicating and cost of stress. And also the other, the other ways of dealing with stress, if a person is already stressed out, is to sit with them and discuss what could be the causes of stress. And even considering a forced to leave, just releasing them for some time to go and just we refresh. And many other suggestion that can be good depending on the case of stress. And this is how a good leader will deal effectively with his subordinates under positive and a negative circumstances for the betterment of the organization, department and a company, or a company. In the next and last lesson, I'm going to share with us the aspect of management in depth called communication skills. 12. Communication Skills: So in this last lessons, I'm going to share with you. What I considered a major aspect of management or leadership is communication skills or communication ability. Now, in simple terms, communication is a two-way process whereby an inflammation is sent from a sender to a recipient and then a recipient, gifts, feedback. Dad's communication. And advantages of effective communication. Communication, harmonize everything together. Communication simplifies work and communication connect department, it connect it, connect activities and tasks. Communication, hold all things to get it coordinate the entire system or the anti-establishment, or the entire organization. And it makes collaboration possible. It determines the efficiency and productivity of the firm or the company or the organization. So even what I'm doing now, I'm communicate to you. It means that communication improves relationships. It also improves interactions. Without communication, they can be a very, very short coming of working together, of doing things to get off creativity and innovation. And we need to define communications so that we take advantage of what we understand. And as a leader, this is a beautiful skill that you need to have in any space where you lead. Now, let me define in depth. The elements are the models of communication. As you know it. Communication involves ascender and descender. Sometimes it's called a speaker or encoder. Someone who sends the message or someone who gives information, who encodes a message. And then there is a message or information that travels through a medium to a recipient. And the recipient is a listener or a receiver of information, or a decoder. And then a recipient analyze the message and then gives feedback. And then when he or she gives feedback, he or she becomes now ascender, an encoder, and then the Festus and it becomes a recipient. And that's how communication works. There's what they call noise. Noise is any potential thing that can disrupt the flow of communication. Anything, any disturbance in disruption. It's called interphase. This is how communication works. That means there is a time for everything in a communication. And why is this important? Imagine two people having a conversation. Imagine if they talk at the same time and they listen at the same time, then communication is not effective. Why? Because both parties may not understand the dynamic of communication. And it's possible that now they will fail to save event time because everyone wants to talk. And then they can really, really hit the target or rich an inference or a conclusion. So communication as easy as it sounds it, to be a practical skill. It takes humility. It takes you being able to pause and listen. It also takes you being able to analyze what you hear. And takes you being able to give useful feedback. Not just giving a feedback because you want to say something better or because you want to in an argument. So communication as easy as it is, it's a very, very dynamic and very important to understand it and use it effectively. I'm going to talk about four categories of communication. Of what types of communication. First one is called intrapersonal communication, and then interpersonal communication, then extra personal communication, and then mass communication. Now intrapersonal communication, intra meaning within its communication with self or communication. Within South, we do this communication all the time, consciously or unconsciously, most of the time naturally. For examples, examples of intrapersonal communication can be thinking, meditation, imagination, keeping a diary record. That is South, communicate that, that's communication within solve and it has its own importance. Meditation, also, blending, brainstorming. These are examples of intra personal communication. It is important for every leader to be able to think, plan, meditate on things, decide, and then think about what went wrong. Think about what rain rate. This is important in some aspect of management and leadership skills. It's important that a leader understand that this, i can be deliberate about it. And even if it happens naturally, It's totally okay because it's good for me. And where this type of communication can be used effectively as far as leadership skills are concerned. And as far as corporate world is, consent is in self-motivation. Intrapersonal communication is used for self motivation. The other type of communication into personal communication. Now, this one is the common-law interpersonal communication. As the wet intermediate meaning across, into, across, is a communication between two people or two parties, between a person in it, a group or a group, any person that's interpersonal communication is the one that we use with our friends, with our families, spouses, partners in waking environment. This one is the common is the leading one. Conversation go to and forth between two or more people. That is inter personal communication, then there's an extra personal communication. Extra personal communication, extra meaning additional. This is a communication between human entities and non-human entities. It's like communication between people and things, or people and things that are not people. For instance, people normally practiced this in domestic animals when they keep pets. You talk to that cat, top to down dog. Some even teach that dogs how to take instructions. That's an extra personal communication where you can tell your dog, sit, jump, walk, go, eat. And so that's an extra personal communication and it has its own importance. If a person talks to a dog, doesn't mean they are weird. They are just enjoying communication. Communication with our devices. There is now Siri, there is no GPS, there are other apps. We keep talking to them. They are not humans. That extra plasma communication. So this part of communication is still useful depending on what it does and what it is intended to achieve. The last aspect is mass communication. Mass communication as self-explanatory as it is a communication to vast majority are communication between vast majority of pupil is. This one involves media as a whole. Now, like television, the communication that takes place between television presenters and viewers, that is a mass communication because now it reached to millions of people. Social media is a platform of mass communication and so on and so forth. And as a leader, you should understand that there is a space for any form of communication and any form of communication is important for what it does. So in my next and last lesson, under still under communication skills, I'm going to talk about listening skills. And this one is my favorite. 13. Listening Skills: In this last lesson of leadership skills, I'm going to share with you the last part of communication skills, and that is listening skills. It's my favorite. The reason why is my favorite is everything that I'm going to talk about in this lesson. Now, listening skills is the heart of the entire communication skills. I know that in a normal setting, everyone wants to give an opinion, but you'll find out that most people who are wise or those who listen first before they communicate anything. That's why I love listening skills. Now the advantages of listening skills to lead and to anyone that live in listening skills gives you the capacity to analyse information. You give yourself time to hear what is being communicated. It saves time. It eradicates potential arguments, unnecessary killings. It also stimulate your mind. It does stimulate it makes you more intelligent. It makes you likable. People can just like you, just because you are able to listen. Also with this skill, listening skills, it's easy for you to make friends everywhere you go because you don't just speak, you respond, your responsive. So I'm going to talk about three types of listening skills. The first one is, I'm going to talk about, is attentive listening. The second one is critical listening, and the third one is appreciative listening. And I love this three types because their names they just explained it gives you the idea of what this type of listening might entail. Now, let's talk about attentive listening. Now the key word is being attentive here is a way you're, you're listening is not to critique, but you're listening is to understand. You want to catch every plant that is being communicated to you. And you want to trace the main idea that is being communicated. Menu when you listen attentively, are this type of attentive listening. The purpose is for you to understand the whole idea, the whole theory that is being communicated to you. And you're listening in such a way that you don't want to miss even 1 from what has been communicated so that when you give report, you are not redundant and reasonable. You're straight to the point and you just say whatever is necessary and you have now are sort of civil way, everything that is not necessary. And people who don't have the attentive ability to listen, they can ask you a question of something that has been explained already. Or they can say padding and pattern and pattern time after time is because they don't have the attentive ability to catch the message in detail. And so every leader should train themselves to listen attentively to whatever is being communicated. There is a space, this is a time where now attentive listening has to be on display. The second type is critical listening. This one, you listen to critique. Your listened to criticize, you will listen to assess, you listen to improve. For example, indeed, in debates. When you listened, in debates, they listen to critique what you say. They listened to say something better. Or the lesson to improve what you say. Or they listen to show you something wrong with what you have said. And that's critical listening and leadership to tell when it's time to listen critically. Where now you have to improve the idea that is being communicated. During this type of during this type of communication that involves critical listening. Questions can be exchanged and answers exchange to two and interruptions be made here. Because now the idea, the ideas that I've been communicated are now being critiqued, scrutinized. And the last type of listening skill is appreciative listening. Appreciative listening. This is where now you put your whole interest in hearing what one person has to say. We have no intention of criticizing their idea at all with no intention of even improving it. We have no intention of even giving feedback to it, even though at the end of it you will get feedback. But you listen attentively. You appreciate the diversity of what people has to say. And you are not bringing your beliefs, your opinion, in this person's conversation or in this present communication to you. And that type of appreciative, that, that type of listening is called appreciative listening. Appreciating the ideas, the information at perspective and perception that is being communicated to you without even discriminating or invalidating a person on the basis of anything at all, anything at all. That is appreciative listening. Now, a leader has to tell us when is the time for appreciative listening. And these types of listening are important if they are used for the right time to achieve the right results. And this was my last lesson in the whole cost of leadership skills. Thank you for watching. 14. Conclusion & Class Project : Thank you for watching this course and for your class project, I'd like you to just write down your ambition, improve in proved me maybe three lines. And then under that ambition, just write the goals and objectives using the characteristics that I have shared with you. And also try to describe as brief as you can, maybe in two to three lines, that aspect of management, how you're going to achieve those goals.