According to the programme, leadership identity is best defined as:

Your values, personality wiring, default responses under stress, and beliefs about leadership

The version of yourself you present in a performance review

The number of people reporting to you

Your job title and years of experience in a leadership role

The programme uses Tony Elumelu's story primarily to illustrate:

What deliberate leadership identity looks like in practice

How to build a pan-African business from scratch

Why founders make better CEOs than professional managers

The financial value of banking mergers in Sub-Saharan Africa

The Blind Spot Paradox states that most leaders:

Can clearly evaluate others' leadership but struggle to see their own patterns

Are equally good at evaluating themselves and others

Are better at assessing their own leadership than their peers'

Receive too much honest feedback as they rise

In the DISC framework, a leader with a dominant D profile is primarily driven by:

Results, the bottom line, and confidence

Influencing others, openness, and relationships

Cooperation, sincerity, and dependability

Quality, accuracy, expertise, and competency

The DISC Conscientiousness style's characteristic leadership shadow is:

Over-analysing, becoming risk-averse, and creating bottlenecks

Overpromising and avoiding difficult conversations

Becoming combative and dismissive of detail

Resisting necessary change and avoiding confrontation

The programme describes DISC as:

A lens that shows how you are naturally inclined to operate

A performance management tool for appraisals

A ranking system for leadership effectiveness

A label that permanently defines how a leader operates

The Authoritative leadership style is best described as:

"I'll guide you, but you'll decide."

"I'll lead based on what's needed now"

In a strategy-led context, authority is:

Earned through trust and results

Based on proximity to the top of the organisation

Which of the following best characterises a founder-led organisational context?

Relationships drive outcomes and decisions concentrate at the top

Decisions are distributed by design

Vision is translated by leaders at every level

Systems and accountability drive outcomes

In the Situational Leadership model, an S2 (Coaching) approach is appropriate when:

The team member has some experience but variable commitment and is still developing

The team member is new to the task, highly enthusiastic but low on experience

The team member is competent but not yet fully confident

The team member is fully capable, motivated, and proven on the task

When using an S4 (Delegating) approach, the leader should:

Set the outcome, agree on milestones, step back, and trust the person

Provide high direction and high support simultaneously

Tell the team member what, how, and when at every step

Ask rather than tell, and focus on removing obstacles

The programme states that using the same leadership approach with every team member on every task is:

Laziness dressed up as consistency

An effective way to build team trust

Appropriate only for small teams

A sign of consistency and strong leadership character

At Level 1 (Position) of Maxwell's Five Levels, people follow the leader because:

They must — the leader holds the title

The leader has developed their skills and career

They trust the leader's judgment completely

The leader has an outstanding track record of results

Maxwell's Level 4 (People Development) is described in the programme as:

The level Sohcahtoa Holdings most needs right now — where leaders multiply capacity

The level where leaders focus exclusively on delivering personal results

A level focused on building relationships and earning trust

The final stage of leadership that only founders can achieve

At Maxwell's Level 3 (Production), the honest question leaders must ask is:

Are you modelling the execution standards you expect from others?

Have I invested enough in each relationship to be granted genuine permission?

Are you deliberately developing the people who report to you?

Do you confuse your title for influence?

The programme defines agile leadership as:

A way of thinking and moving that combines strategic clarity with startup speed and ownership culture

A formal framework for distributing decision-making across teams

The ability to change strategic direction whenever the environment shifts

A project management methodology for iterative delivery

"Agility is not the absence of structure. It is the ability to move within structure without losing speed." This means:

Leaders must operate fast and responsively within existing systems rather than against them

Bureaucracy and accountability are incompatible with agility

Agile leaders must dismantle existing organisational structures

Speed is only possible in organisations without formal processes

The Empowering Others quality of an agile leader means:

Giving direct reports genuine ownership and trusting them to decide within agreed parameters

Conducting regular performance reviews to motivate the team

Giving direct reports tasks within tightly prescribed steps

Delegating administrative tasks while retaining all major decisions centrally

Leadership and People Management

Act as a teacher and using the following create a quiz: " Management refers to the manner in which a situation is handled. In order to manage an event, the manager must plan what must be done, organise to get the resources needed for the work that needs to be done, lead his/her people and then check and control the outcome of the event. Planning -The manager looks at the future and then decides how to approach it. Different plans must always be considered and the best one chosen. The second / alternative plan is called a contingency plan, i.e. a plan B if plan A does not work. Critical question during planning ○ Why must the plan be executed? ○ What activities are required? ○ Where must the planned activities take place? ○ When will the activities commence? ○ Who will participate in these activities? ○ How is the plan to be executed? Planning is a management tool. This means the plan must help the business to achieve its goals. The plan is not the goal, but an indication of HOW the goal will be achieved. It is therefore important that management must not stop after planning, but make sure plans are implemented. Plans are aimed at achieving objectives. However, it should always be flexible because if there are changes in the business environment (e.g. changes regarding competitors, suppliers, demands of target market etc), the original plan may no longer be suitable. Plans should be accurate. It is important to consider all factors and alternatives before the plan is finalized. Planning must be realistic. This means it should be possible to achieve the outcome of the plan. KISS Principal - Keep it (the plan) short and simple. Organisation as a component of management is all about resources, which means the entrepreneur has to combine the other three factors of production (raw material, labour and capital) in such a way that the objectives of the business are met. Leading is the third step of business management. Plans will be carried out in order to achieve objectives (i.e. work will be done) through effective leadership and guidance. A good leader will never just be task orientated, but will always keep in mind that he is leading people and that people should be treated with dignity and respect. Controlling is ensuring that everything goes according to plan. The actual results are compared with the standards set during the planning stage. Control is important because it gives feedback to management on the performance in the business.

Module summary In this module we welcome our new team members to TELUS International. Discovering TI covers the following topics: Our culture, people and story TELUS values Leadership philosophy Service Excellence Promise at a glance Growth in TELUS International Company overview and story Performance & development at a glance

THE BATTLE OF THE PHILIPPINE SEA Occured in the Philippine Sea and Marinas The battle engaged the bulk of thepagan American forces, and prevented the Japanese from reinforcing, their fleet in the •Marianas. •A month after, the Japanese LOST THEIR 4 best aircraft carriers in the Battle of Midway, an island northwest of Pearl "Harbor. 1. The Batle of the Philipine Sea lasted just one day June 19- June 20 1944 3. is also called the "Marianas Turkey Shoot” The Battle of the Coral Sea The Coral Sea is Between New Guinea and Australia The Japanese Were Trying to Attack Australia! The U.S. Navy and the Japanese Navy Fought! Nobody Won! U.S. Was Able to STOP the Attack on Australia! (Victory!) The American fleet defeated the Japanese. American planes bombarded Japanese installation in Manila from the air. Air strikes were also carried out in the Visayas. Battle of Okinawa: Battle Details The attack on Okinawa took heavy toll on both sides of the fighting... The Americans lost 7,373 men killed and 32,056 wounded on land. At sea, the Americans lost 5,000 killed and 4,600 wounded. The Japanese lost 107,000 killed and 7,400 men taken prisoner. The Japanese may have lost another 20,000 dead as a result of American tactics whereby Japanese troops were incinerated where they fought. The Americans also lost 36 ships. 368 ships were also damaged. 763 aircraft were destroyed. The Japanese lost 16 ships sunk and over 4,000 aircraft were lost. battle facts -the japanese launched fierce kamikaze attacks l-arge amouunts of civillian deaths -japanese soldiers using civilians as human shields Americans ended with more triumphs in the battles like in: General MacArthur and the Allies next turned to the Island of Iwo Jima The island was critical to the Allies as a base for an attack on Japan It was called the most heavily defended spot on earth Allied and Japanese forces suffered heavy casualties IWO JIMA American soldiers plant the flag ol the Island of Iwo Jima after their victory Battle of Leyte Gulf "Second Battle of the Philippine Sea". Time: October 23 - 26, 1944 during WW. Location: Leyte Gulf in Philippines (East coast), Philippine islands of Leyte, Samar, and Luzon. Largest naval battle in WWII. Leyte was secured and was liberated from the hands of the Japanese Americans decided to launch their attack in Leyte since the weak side of the Japanese fleet was in Visayas. Heavy bombing at the Leyte beaches cleared the way for the landing in Palo, Leyte. Leading the American troops were General Douglas MacArthur and President Osmeña, who took over after the death of President Quezon in Saranak Lake in New York. the battle for the liberation of manila The commonwealth government capital was transferred from tacloban to Manila. Manila once again became the seat of the national leadership. ON july 4, 1945, general macarthur announced the total liberation of the Philippines • The Commonwealth government capital was transferred from Tacloban to Manila. Manila once again became the seat of the national leadership. On July 4, 1945, General MacArthur announced the total liberation of the Philippines. Americans surprised the Japanese with the landing of troops in Lingayen Gulf in Pangasinan. • The Filipino guerillas had already cleared the area and neutralized many of the Japanese forces. The first target was the UST, which was used by the Japanese as a camp for civilian prisoners of war, and they were able to free them. • More than 1000 POWs from Bataan and Corregidor were also freed from the Bilibid Prisons. • The battle of Manila was recorded as the fiercest urban fighting in the entire Pacific War. WATERLOO DAILY COURIER-NEWSPAPER “PEACE! WAR ENDS; JAPANESE ACCEPT ALLIED TERMS. ON EMPEROR" On August 6, due to persistent refusal of Japan to yield, another atomic bomb was dropped in the shipbuilding city of Nagasaki. On August 15, V-J Day (Victory in Japan), Emperor Hirohito finally admitted defeat and on September 3, 1945 the document of surrender was signed on board of the U.S. battleship Missouri in Tokyo Bay. With the liberation of the Philippines, the Americar troops moved on to finally end the war in Asia. The Japanese cities of Tokyo, Osaka, Nagoya and Kure were bombed. In July 26, the allies demanded surrender but the Japanese continued to hold on to their belief that surrender is a dishonor. Atomic bomb was dropped on the populous city of Hiroshima, 60% of the city was destroyed. It was estimated that there were more than 80 000 people died on the spot and more than 37 000 suffered severe injuries. Today, the HIROSHIMA SHRINE serves as a reminder of th horrors of war and the need to preserve PEACE in the world. THE POSTWAR PHILIPPINE COMMONWEALTH-• Philippine Commonwealth resumed. Osmeña was confronted with a war - ravaged country with no financial resources for PROBLEMS • Poverty • Destruction of Properties • Unemployment • Price Increase • Hoarding • Graft and Corruption HINDRANCES -Rehabilitation of INDUSTRIES COULD NOT BE DONE BECAUSE OF LACK OF FUND -RAILWAYS WERE DESTROYED THAT LED TO SLOW PRODUCTION AND TRANSPORTATION SOLUTION -PCAU (Philippine Civil Affairs Unit) was established by MacArthur to provide emergency relief in areas liberated by the Americans. - It organized food distribution centers. CHALLENGES TO INDEPENDENCE • On April 30, 1946, the Philippine the US President. BIASED AGREEMENTS: Rehabilitation or the Tydings Act of 1946, passed by the US Congress, was approved by Commission • This Act created the US Philippine War Damage The Act also provided for the transfer of $100,000,000 surplus property of the United States to the Philippines. The Philippine Armed Forces received large quantities of valuable military equipment and supplies. BIASED AGREEMENTS: • The United States Congress offered $800 million for post World War Il rebuilding funds if the Bell Trade Act was ratified by the Philippine Congress Parity rights granting U.S. citizens and corporations rights to Philippine natural resources equal to (in parity with) those of Philippine citizens The Philippines used to celebrate its Independence Day on July 4, and not June 12, by virtue of the Truman Proclamation in 1946. In the early 1960s, however, the Philippine Historical Association lobbied to bring back June 12 as our Independence Day. In 1962, President Diosdado Macapagal issued a proclamation to make the change official. DECLARATION OF PHILIPPINE INDEPENDENCE • On July 4, 1946, the Americans granted independence to the Philippines.

Leadership and empowerment

Leadership and Collaboration in SpEd

LEADERSHIP AND TEAMWORK

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