ILM L3 - Understanding Leadership Part 2

• Business Administration
• Higher Education (non-degree)

ILM Level 3 Understanding Leadership

Learning Outcomes

AC 2.1 Assess own leadership behaviours and potential in the context of a particular leadership model and own organisation’s working practices and culture, using feedback from others

AC 2.2 Describe appropriate actions to enhance own leadership behaviour in the context of the particular leadership model

Kurt Lewin identified three main management styles. Which of the following is NOT one of them?

1. Autocratic
2. Democratic
3. Laissez-faire
4. Transactional

How does a democratic management style typically affect group behavior?

1. It discourages creativity and innovation.
2. It fosters collaboration and shared decision-making.
3. It leads to confusion and lack of direction.
4. It increases the likelihood of authoritarian control.

Which of the following factors is LEAST likely to influence a leader's management style?

1. The team’s level of experience and skill
2. The leader's personal traits and values
3. The physical environment in which the team operates
4. The brand of technology used by the team

Which of the following is a key difference between a leader and a manager?

1. Leaders focus on long-term vision, while managers focus on short-term tasks.
2. Leaders avoid taking risks, while managers embrace them.
3. Managers are responsible for inspiring people, while leaders enforce rules.
4. Managers focus on innovation, while leaders prioritize routine operations.

Which Five Guys Behaviours are hardest to role model on shift?

What makes a great leader?

What does Five Guys expect from leaders?

• Energy & Enthusiasm (Drive)
• Integrity (Personal Integrity)
• Teamwork (Team Working)
• Developing Others (Developing Self/Others)

✔ Demonstrates energy and enthusiasm, has fun at work

✔ Treats people in a fair and consistent way

✔ Shares information, knowledge and experience freely

✔ Makes time to coach, guide and give feedback to others

✘ Lacks energy and enthusiasm, doesn’t have fun at work

✘ Treats people differently based on personal preferences

✘ Does not share information, knowledge or experience

✘ Avoids personal involvement in developing others

What is Emotional Intelligence? EI (or EC)

EI & Influence

• Emotional Intelligence (EI) – underlying capability to recognise and use emotion

• Emotional Competence (EC) - personal and social skills that lead to superior performance

Emotional Intelligence (Daniel Goleman)

Daniel Goleman is a psychologist who said that what makes great leaders isn’t just IQ or technical skills – it’s Emotional Intelligence. In other words, how well you understand and manage your own emotions, and how well you connect with others. He argued that EI is often the biggest factor that separates good managers from truly effective leaders

Emotional Intelligence (Daniel Goleman)

1. Self-Awareness

Knowing your own emotions, strengths, weaknesses, and how they affect others.

Daniel Goleman is a psychologist who said that what makes great leaders isn’t just IQ or technical skills – it’s Emotional Intelligence. In other words, how well you understand and manage your own emotions, and how well you connect with others. He argued that EI is often the biggest factor that separates good managers from truly effective leaders

Emotional Intelligence (Daniel Goleman)

1. Self-Awareness

Knowing your own emotions, strengths, weaknesses, and how they affect others.

2. Self-Regulation

Staying in control of your emotions and behaviour, even under pressure.

Daniel Goleman is a psychologist who said that what makes great leaders isn’t just IQ or technical skills – it’s Emotional Intelligence. In other words, how well you understand and manage your own emotions, and how well you connect with others. He argued that EI is often the biggest factor that separates good managers from truly effective leaders

Emotional Intelligence (Daniel Goleman)

1. Self-Awareness

Knowing your own emotions, strengths, weaknesses, and how they affect others.

2. Self-Regulation

Staying in control of your emotions and behaviour, even under pressure.

3. Motivation

Having drive, resilience, and a positive attitude – not just working for pay but for purpose.

Daniel Goleman is a psychologist who said that what makes great leaders isn’t just IQ or technical skills – it’s Emotional Intelligence. In other words, how well you understand and manage your own emotions, and how well you connect with others. He argued that EI is often the biggest factor that separates good managers from truly effective leaders

Emotional Intelligence (Daniel Goleman)

1. Self-Awareness

Knowing your own emotions, strengths, weaknesses, and how they affect others.

2. Self-Regulation

Staying in control of your emotions and behaviour, even under pressure.

3. Motivation

Having drive, resilience, and a positive attitude – not just working for pay but for purpose.

4. Empathy

Understanding how others feel, putting yourself in their shoes, and showing consideration.

Daniel Goleman is a psychologist who said that what makes great leaders isn’t just IQ or technical skills – it’s Emotional Intelligence. In other words, how well you understand and manage your own emotions, and how well you connect with others. He argued that EI is often the biggest factor that separates good managers from truly effective leaders

Emotional Intelligence (Daniel Goleman)

1. Self-Awareness

Knowing your own emotions, strengths, weaknesses, and how they affect others.

2. Self-Regulation

Staying in control of your emotions and behaviour, even under pressure.

3. Motivation

Having drive, resilience, and a positive attitude – not just working for pay but for purpose.

4. Empathy

Understanding how others feel, putting yourself in their shoes, and showing consideration.

5. Social Skills

Building relationships, communicating clearly, and working well with teams.

Daniel Goleman is a psychologist who said that what makes great leaders isn’t just IQ or technical skills – it’s Emotional Intelligence. In other words, how well you understand and manage your own emotions, and how well you connect with others. He argued that EI is often the biggest factor that separates good managers from truly effective leaders

Emotional Intelligence (Daniel Goleman)

1. Self-Awareness

Knowing your own emotions, strengths, weaknesses, and how they affect others.

2. Self-Regulation

Staying in control of your emotions and behaviour, even under pressure.

3. Motivation

Having drive, resilience, and a positive attitude – not just working for pay but for purpose.

4. Empathy

Understanding how others feel, putting yourself in their shoes, and showing consideration.

5. Social Skills

Building relationships, communicating clearly, and working well with teams.

Think about a Five Guys shift – which of these EI areas would matter most when the store is under real pressure?

Daniel Goleman is a psychologist who said that what makes great leaders isn’t just IQ or technical skills – it’s Emotional Intelligence. In other words, how well you understand and manage your own emotions, and how well you connect with others. He argued that EI is often the biggest factor that separates good managers from truly effective leaders

MyLeaderhip Profile

• In pairs, discuss your 2 strongest & 2 weakest areas.

• How do you link to Five Guys Behaviours?

• Was this a surprise or something that has been highlighted in a 'How's it Going' Chat?

After discussion, note one strength + one risk behaviour related to the Five Guy Behaviours & Why.

HIG Case Study

• Each group will look at a HIG document.
• Highlight parts that align with Five Guys Behaviours (+ & -)

• Example: → “Leads by example” (✔ Developing Others); “not approachable at first” (✘ Team Working).

HIG Case Study

• Which leadership style or model would best help this person improve and why?

• Situational Leadership (e.g. Directing/Coaching/Supporting/Delegating)
• Tannenbaum & Schmidt (e.g. Tell/ Sell/Consult/Join).
• Emotional Intelligence (e.g.  Empathy/Motivation/Social Skills).

HIG Case Study

• Draft 2 development actions:

• One action tied to a Five Guys Behaviour.
• One action tied to a Leadership Model
• Example: Increase use of FG verbiage and be more vocal → linked to Team Working (✔). 

Action: practice using democratic style in pre-shift briefings.

HIG Case Study

• Groups present their case (HIG summary, behaviours spotted, actions suggested).

• How does this compare with the kind of feedback you receive in your own HIG chats?

Action Planning

Self-development… some questions

• What’s stopping you from doing it now?
• Why has it stopped you?
• What might happen if you start to improve this?
• How might the team benefit?
• What would be the next steps in changing?
• How would you start doing this?
• How would you measure your progress?
• What might hinder you?
• Who can give you feedback on your progress?

Assignment Tip:

This is what the assignment is asking you to do — describe appropriate actions to improve your leadership behaviour. Use these questions as prompts.

Actions must link to a leadership model (Situational, Tannenbaum, Transformational, etc.) and to Five Guys Behaviours.

Barriers

What barriers stop managers from empowering others? How do these barriers show up in Five Guys stores?

Empowerment

• Literally giving people power, making them able to….
  
• In practice, giving people the knowledge, skills, opportunity, freedom and resources to manage themselves and be accountable.

Enemies of Empowerment

• Lack of Trust
  
• Fear of the consequences of taking risks
  
• Abuse of ‘position power’
  
• Poor interpersonal relationships
  

How long does it take to build up trust? (long time)

How long to lose that trust? (split second)

Are you likely to get it back? (no)

Discuss:

• Selling versus Telling
• Acceptance of human error
• Hierarchy versus Empowerment

Action Planning

1. Complete a quick personal analysis on the hand out.
2. Write 2-3 SMART actions that :

• Strengthen a Five Guys Behaviour they identified as weaker (e.g. “Developing Others,” “Personal Integrity,” etc.).
• Link to a Leadership Model (e.g. “I will use Coaching style from Situational Leadership when training new crew.”).
• Be specific: what, when, how measured, and who supports you.

• SMART

• Specific
• Measureable
• Achievalbe
• Realistic
• Time-Bound  

Peer Coaching Feedback

• Pair Up
• Share one action from your plan
• Partner gives feedback using BOCA model:

Behaviour → what you observed Outcome → immediate result expected

Consequence → longer-term impact

Action → one thing they might improve in their plan

Please give an example of one of your actions

You now have a personal action plan that directly meets AC 2.2. 

In your assignment you will describe these actions and explain how they link to a model and Five Guys Behaviours

‘Trust me, leadership development never happens accidentally’

Bill Hybels

Any Questions?