BASIC LEADERSHIP EXCELLENCE

Planning, Organizing, Leading

and Controlling (POLC)
 Line Leader
Super Worker Supervisor
(Staff) Manager
During Promotion
Actual Work
For 75% of Americans, bosses are a major cause of stress at work. A
Linkedin article published by Quartz magazine reveals that a bad boss
can be as harmful to employees as passive smoking. The article also
says that the longer you stay in a job working for someone who stresses
you, the greater the damage is to your physical and mental health.
What does being a “supervisor” or a
“manager’ mean?

Working with and through other people and

resources to achieve organizational objectives.
Who is a Manager/Supervisor/Officer?

Management/Goals

The Manager
or Officer
“Linking Pin”

Staff/Workers
 Our ROLES in the Organization…

LINK PINS “Connects” management and the

employees

FACILITATOR Makes it easier for employees to

do their work

LEADER Steer employees towards

“meaningful” direction
 OUR ROLES AND
RESPONSIBILITIES
1. Know the job.

2. Create a Happy environment

3. Communicate

4. Coach

5. Praise**
 OUR ROLES AND
RESPONSIBILITIES
6. Coordinate with other department
7. Train and develop

8. Explain the GOAL

9. Offer Solutions to problems

10. Seek advice and Service

‘
“ We found that managers of companies,
if they just increased their praise and
recognition of one employee, once a day,
for 21 business days in a row, what we
find is that six months later, we found
that those teams, as opposed to a
control group, had a 31% higher level of
productivity, which is extremely
extraordinary.”
 QUALITIES OF
EFFECTIVE LEADER
 CHARACTER (HONESTY
AND INTEGRITY)

INSPIRE OTHERS CONFIDENCE

COMMITMENT & PASSION GOOD COMMUNICATOR
DECISION MAKING
ACCOUNTABILITY
CAPABILITIES
DELIGATION AND
CREATIVITY AND INNOVATION
EMPOWERMENT
EMPHATY
 ELEMENTS OF
SUPERVISORY WORK
Management
Work

Technical
Work
Technical Work

Profession, trade or service in which a

supervisor is engaged in

Examples;
- Performance evaluations
- Creation of report
- Customer relations services
- Administrative
Management Work

Work done by people in the leadership positions to

get things done through and with other people to
achieve organizational objectives.

Physical and mental work of

Planning** Organizing**Leading**Controlling
 What’s the
goal? How do
we get there?
 Who will do
what? What do
we prioritize?
 How do we
communicate?
Motivate? Coach?
Discipline?
 How do we ensure
results?check?monitor?
follow though?
IF WE FAIL TO PLAN, THEN
WE PLAN TO FAIL
Why plan??
63% of retired Pinoys are POOR!!!
22 of the
TOP 100
Malls are in
the
Philippines

4. SM North Edsa
5. SM Megamall
6. SM Seaside
11. SM MOA
16. Festival Mall
 ESSENCE OF PLANNING

DIRECTION SETTING
• “ WHERE DO WE WANT TO GO?”
• “WHAT DO WE WANT TO ACHIEVE?”

DECISION MAKING
• “WHAT’S THE BEST WAY TO GET THERE?”
•“WHO DO WE NEED TO BRING US THERE?”
• “WHEN SHOULD WE ACHIEVE IT?”
•“WHAT RESOURCES DO WE NEED?”
 TYPE OF PLANS

• Vision-Mission-Values
• Strategic Plans
• Operation Plans
• Budgets
• Policies
• Procedures
• Rules and Regulations
• Schedules
 CRUCIAL PREREQUISITES OR
REQUIREMENTS IN PLANNING
• Green Light Thinking
• Foresight
• Attention to Details
• Commitment
• Involvement
• Support
• Monitoring
A

B
 STRATEGIC PLANNING

1.“What business are we in?”

- For whom are we in business?
- What needs do we want to satisfy and
how?’

2. Are we in the right business?

3. What business should we be in?
- What is our value offering?
- What is our competitive advantage?
 Operational Planning

1.Key Result Areas

2. Key Performance Indicators
3. Objectives
4.Program of Activities
5. Resources/ Budgets
 Unit Planning

1.Objectives
2. Program of Activities
3. Timetables
4.Person/s Responsible
5. Resources
Plan________________________
Objectives Program Schedule Person Budget/Sup
Steps Start Finish Responsible port
Needed
 Activities of Planning

1.Forecasting
2. Developing Objectives
3. Programming
4. Scheduling
5. Budgeting
1. Forecasting
 1. Forecasting
Predicting future events and conditions, and the
opportunities associated with them

What to forecast??

 Markets Manpower, Manning

 Machines Materials
 Money, Costs Methods, SOPs, Processes
 Management  Facilities
 Tips on Forecasting

 Consider historical data, trends and

past experiences
 Identify the factors that might
influence what is being forecasted
 Make use third-party data, if available
 Obtain other people’s input
Widen your perspective
2. DEVELOPING OBJECTIVES
 2. DEVELOPING OBJECTIVES
Determining the end results to be accomplished,
based on forecasts and prediction

Objectives must be SMART:

3. PROGRAMMING
 3. PROGRAMMING

Establishing a program of policies and

projects and activities to reach an established
goals
 Guidelines in Planning

• Involve your staff in planning. This lessens

resistance and encourages them team effort
• Be realistic. Goals must be attainable to avoid
frustration.
• Write your plan. Focus on desired results.
• make your plan a working document. Write
on it and make notes if you have to.
• Be specific and detailed.
• Update your plan regularly.
 Organizing

• Putting people in the right task

• putting resources in the right place
• To ensure accomplishment of plans
Hiring the best Fit
 Identifying the “Best Fit”

Knowledge Attitude Skills

• Theories and • beliefs • technical
concepts • Likes and dislikes • People
• Terminologies and • Interests, Values, • thinking
principles Habits
• Rules and practices
 FIRST WHI, THEN WHAT

- People are not your most important

asset. The RIGHT PEOPLE are.

- Get the RIGHT People on the bus first,

and the wrong people off the bus then
figure out what direction to drive the
company

- The right people will do the right things

and deliver the best results regardless of
the incentive scheme.
GANING COOPERATION
 TYPES OF RELATIONSHIP WITHIN THE
WORKPLACE

UP DOWN

ACROSS

INSIDE OUTSIDE

These are the people in which task/activities

may be
assigned or delegated
 DIFFERENT LEVELS OF LEADERSHIP

Level Delegation Scenario

Level 1 Do exactly what I have asked you to do. Don’t deviate from my instruction. I have already
researched the options and determined what I want you to do.
Level 2 Research the topic and report back. We will discuss it and then I will make the decision and
tell you what I want to do.
Level 3 Research the topic, outline the options, and make a recommendation. Give me the pros and
cons of each option, but tell me what you think we should do. If I agree with your decision, I
will authorize you to move forward
Level 4 Make a decision and then tell me what you did. I trust you to do the research, make the best
decision you can, and then keep me in the loop. I don’t want to be surprised by someone
else
Level 5 Make whatever decision you think is best, No need to report back. I trust you completely. I
know you will follow through. You have my full support.
 Why don’t we delegate?

• Inability to plan
• Belief that only the leader can do it properly
• Insecurity of the leader
• Feeling that the employees are already too
busy
• Unwillingness to let employees make
mistakes
• Fear of losing control
DELEGATION
PLAN
 Basic Guidelines of Delegation

The 6 “W”s of DELEGATION

WHAT? What exactly is to be done? Which results are expected? Which difficulties should
be expected? How will the results be controlled?
WHO? Who is most suited for the work? Who has the necessary skills and abilities?

WHY? What is the purpose of the task (goal, motivation)

WHICH WAY? How should the task be approached? Which rules and regulations apply? Which
process should be used?
WITH WHAT? Which tools are required? How should the employee be equipped?

WHEN? When should the work start and when should it be completed? When should I
check whether I need to intervene?
 What is LEADERSHIP?

“ The ability it to enlist the willing

cooperation of others to achieve
desired results”
 What is LEADERSHIP?

ABILITY LEADERSHIP CAN BE LEARNED.

YOU DICTATE YOUR OWN PACE
WILLING AIM FOR COMMITMENT THAN COMPLIANCE
COOPERATION AIM FOR PURSUASION THAN INTIMIDATION
COMMUNICATION IS THE KEY!!
 BARRIERS OF EFFECTIVE COMMUNICATION

Source: Individual Source: Organization

Differing Perceptions and Meanings Lack of venues for Feedback
Information Overload
Organizational Structure
Distance and Physical Location
 COMMUNICATION

TRANSMITTED

SHARED

UNDERSTOOD
COMMUNICATION PROCESS
3 ELEMENTS OF INTERPERSONAL
COMMUNICATION

• WORDS
• VOICE
• BODY LANGUAGE
3 ELEMENTS OF INTERPERSONAL
COMMUNICATION

7% WORDS THAT YOU SAY

38% VOICE CHARACTERISTICS
55% NONVERBAL LANGUAGE
 RULE 1:
Maintain or Enhance
Self Esteem
 Becoming an Effective Communicator

RULE 1: Maintain or Enhance

Self Esteem

• Use the right words

• Know your target
• Be clear. No Jargons
• BE specific. Details and incidents
• NO hidden Agenda
CONTROLLING

It is a process of
comparing the actual
performance with the set
standards of the company
to ensure that activities
are performed according
to the plans and if not
then taking corrective
action.
 CONTROLLING
• Controlling is the process of ensuring that actual
activities conform to planned activities.

• Planning and controlling are closely related.

• Controlling helps managers monitor the effectiveness of

their planning, organizing, and leading activities

• controlling determines what is being accomplished —

that is, evaluating the performance and, if necessary,
taking corrective measures so that the performance
takes place according to plans
The importance of controlling becomes clear from the following facts

(1) Accomplishing Organizational

Goals

(2) Judging Accuracy of Standards:

(3) Making Efficient Use of

Resources

(4) Improving Employee Motivation

(5) Ensuring Order and Discipline

(6) Facilitating Coordination in

Action