GerhardtSevenHabits

8/6/2019 GerhardtSevenHabits

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www .Leadership Success . ne

the success of leadership can be measured bywhat kind of talent and structure one leaves behind.

Vartan Gregorian, former president New York Public Library

the success of leadership can be measured bywhat kind of talent and structure one leaves behind.

Vartan Gregorian, former president New York Public Library


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IntroductionSome Basics:IntroductionSome Basics:

Some people are consistently successful because of Some people are consistently successful because of qualities and abilities they have developed in addition toqualities and abilities they have developed in addition totheir education and experience.their education and experience.

Value, as perceived by the customer, will determineValue, as perceived by the customer, will determineyour worth.your worth. Genuine career happiness comes from achievingGenuine career happiness comes from achieving

personal goals in harmony with organizational goals. personal goals in harmony with organizational goals. The objective of this presentation is to present someThe objective of this presentation is to present some

strategies that a professional can use to improve their strategies that a professional can use to improve their chances of a productive career.chances of a productive career.


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What are the qualities of a great leader?What are the qualities of a great leader?

Long-term success requires good leadership.Long-term success requires good leadership.

Understands the Big Picture.Understands the Big Picture. Has vision and is a systems thinker Has vision and is a systems thinker The ability to effectively empower, develop, andThe ability to effectively empower, develop, and

lead people/teams.lead people/teams.

A great leader is able to see the context of theA great leader is able to see the context of thesituation they are in -- whatever that is -- and reactsituation they are in -- whatever that is -- and reactaccordingly. They ADAPT to the situation andaccordingly. They ADAPT to the situation andthose they lead.those they lead.


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Personal LeadershipPersonal Leadership

Personal Strategic Planning combines strategicPersonal Strategic Planning combines strategic planning and time management together. planning and time management together.

Know where YOU fit in the organization and on your Know where YOU fit in the organization and on your team.team.

Continuous improvement in all areas of lifeContinuous improvement in all areas of life Become a student of leadership and managementBecome a student of leadership and management

stylesstyles Find a one or two mentorsFind a one or two mentors Read and take notesRead and take notes


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Team Orientation / Learning CommunitiesTeam Orientation / Learning Communities

Leadership -Leadership - Long-term success requires good leadership.Long-term success requires good leadership.

Teamwork -Teamwork - Effective and empowered teams responsible for Effective and empowered teams responsible for problem solving and product development. problem solving and product development.

Culture -Culture -

Core values and operating norms. Sense of Core values and operating norms. Sense of community.community. It is important for you to know the status of eachIt is important for you to know the status of each

so you can assess your future.so you can assess your future.


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Four Levels of LeadershipFour Levels of Leadership

PersonalTrustworthinessPersonalTrustworthiness InterpersonalTrustInterpersonalTrust ManagerialEmpowermentManagerialEmpowerment Organizational--AlignmentOrganizational--Alignment


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Seven Habits of Highly Effective PeopleSeven Habits of Highly Effective People

A. Inside Out1. Be proactive2. Begin with the end in mind

3. Put first things first4. Think win-win5. Seek first to understand, then to be understood6. Synergize

7. Sharpen the saw : physical, mental, emotional/social, spiritualB. Inside Out Again


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Examples of Defective Habits:Examples of Defective Habits:

ReactReact -Blame all your problems on your friends,-Blame all your problems on your friends,teachers, parents; take no responsibility for things thatteachers, parents; take no responsibility for things thathappen to you.happen to you.

Begin with No End in MindBegin with No End in Mind -Have no goal or plan and-Have no goal or plan andnever think about tomorrow.never think about tomorrow.

Put First Things LastPut First Things Last -Always put off doing whats-Always put off doing whatsimportant by talking on your mobile and surfing theimportant by talking on your mobile and surfing thenet. Always put off your homework until tomorrow.net. Always put off your homework until tomorrow.


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Examples of Defective Habits: (Continued)Examples of Defective Habits: (Continued)

Think Win-LoseThink Win-Lose -Dont let anyone else succeed at-Dont let anyone else succeed atanything because if they win, you lose.anything because if they win, you lose.

Seek First to Talk, Then Pretend to ListenSeek First to Talk, Then Pretend to Listen -If you want-If you wanttheir opinion, give it to them.their opinion, give it to them.

Dont CooperateDont Cooperate -Teamwork is for losers; be your own-Teamwork is for losers; be your ownisland.island.

Wear Yourself OutWear Yourself Out -Make being busy the only thing that-Make being busy the only thing thatmatters; never exercise or improve yourself.matters; never exercise or improve yourself.


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The 7 Successful Habits ... an overview.7

Sharpen saw

Independence

Interdependence

PUBLICVICTORY

Think win-win4

Understand5

Synergize6

habit = knowledge+ skill+ desire Dependence

1Be Proactive

PRIVATEVICTORY 2

End in mind

31 st things 1 st


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Developing Personal PotentialDeveloping Personal Potential

Coveys first three habits deal with self-reliance and self-Coveys first three habits deal with self-reliance and self-mastery. These are private victories; they only involve themastery. These are private victories; they only involve thefollower follower

Habit 1: Be ProactiveHabit 1: Be Proactive Be responsible, dont blame othersBe responsible, dont blame others

Habit 2: Begin With The End In MindHabit 2: Begin With The End In Mind Start with a clear mental image of your destinationStart with a clear mental image of your destination

Habit 3: Put First Things FirstHabit 3: Put First Things First Focus on preserving and enhancing relationships and onFocus on preserving and enhancing relationships and on

accomplishing resultsaccomplishing results


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Effective InterdependenceEffective Interdependence

The first three habits build a foundation onThe first three habits build a foundation onindependence, from which one can move toindependence, from which one can move to

interdependencecaring, productiveinterdependencecaring, productiverelationships with others which Covey callsrelationships with others which Covey calls

public victories public victories

When a person moves to interdependence, heWhen a person moves to interdependence, hesteps into a leadership rolesteps into a leadership role


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Habit 4: Think Win-WinHabit 4: Think Win-Win Implies understanding that without cooperation,Implies understanding that without cooperation,

the organization cannot succeedthe organization cannot succeed Habit 5: Seek First To Understand, Then To BeHabit 5: Seek First To Understand, Then To Be

UnderstoodUnderstood Requires a nonjudgmental attitude. EmphaticRequires a nonjudgmental attitude. Emphatic

listening gets inside another persons frame of listening gets inside another persons frame of referencereference


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Habit 6: SynergizeHabit 6: Synergize Synergy is the combined action that occurs whenSynergy is the combined action that occurs when

people work together to create new alternatives people work together to create new alternativesand solutions. The essence of synergy is to valueand solutions. The essence of synergy is to valueand respect differencesand respect differences

Habit 7: Sharpen The SawHabit 7: Sharpen The Saw

Process of using and continuously renewing theProcess of using and continuously renewing the physical, mental, spiritual, and social aspects of physical, mental, spiritual, and social aspects of lifelife


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Trust: Emotional Bank AccountTrust: Emotional Bank Account

Seeking first to understandSeeking first to understand Keeping promisesKeeping promises Honest, OpennessHonest, Openness

Kindnesses, courtesiesKindnesses, courtesies Win-Win or no deal thinkingWin-Win or no deal thinking Clarifying ExpectationsClarifying Expectations Loyalty to the AbsentLoyalty to the Absent ApologiesApologies Receiving feedback and givingReceiving feedback and giving

I messagesI messages

Seeking first to be understoodSeeking first to be understood Breaking promisesBreaking promises Smooth ManipulationSmooth Manipulation

Unkindnesses, DiscourtesiesUnkindnesses, Discourtesies Win-Lose or Lose-WinWin-Lose or Lose-Win

ThinkingThinking Violating ExpectationsViolating Expectations Disloyalty, DuplicityDisloyalty, Duplicity

Pride, conceit, ArrogancePride, conceit, Arrogance Not receiving feedback and Not receiving feedback and

giving you messagesgiving you messages


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7 Habits

Stimulus Response

Stimulus Response

ProactiveFreedom to

Choose

Reactive

Self-awarenessImaginationConscienceIndependent Will


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Habit One - Be ProactiveHabit One - Be Proactive

Proactivity vs. ReactivityProactivity vs. Reactivity I am responsible for my lifeI am responsible for my life My choices control my behavior My choices control my behavior I stand for somethingI stand for something

Factors beyond my control create my lifeFactors beyond my control create my life My conditions, conditioning, and feelingsMy conditions, conditioning, and feelingscontrol my behavior control my behavior


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Habit 1: Be proactive.

Not until you can sayI am what I am today because of the choices I made yesterday.

... can you sayI choose otherwise.

Examples of your reactive statements ... and your proactive counterparts.

What to do when frustrated? Discouraged? Imposter? What is your fix routine? Why not be proactive? What is the risk? Are you willing to risk failure?

stimulus response

the gap = our choice

Victor Frankl, Mans Search for Meaning

reactive(reverse acting, problem-bound, vague)

I am not as smart as others in this company.People think Im too heavy.I wish our Monday evenings were better.

circleof

influence

circle of

concern

no concern

proactive(forward acting, opportunity-focused, clear)I will read one book per month in my field.I will exercise and attend Weight Watchers week I will cook dinners for my wife every Monday.


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Risking failure ... a shining example!

Less than one year of formal education.Ran for state legislature ... lost.Bought a store to make a living ... ended up with a huge debt.Interested in a girl ... she died.Interested in another girl ... she dumped him.Served four successive terms in the state general assembly.Became a lawyer.Engaged to be married ... engagement broke ... eventually gotmarried.Had a son

... then another who died

... then another who died ...then another.

Ran for Congress ... and lost ...and again, and lost ...and again, and lost ...... then elected...but was too unpopular to be re-elected.

Became one of the leading lawyers in his state.Ran for Senate .. and lost.Ran for President ... and won.

Presided successfully over a war.Re-elected President.

Write your failure resume.

Did you risk time, energy, money, or reputation? Why did you fail (see reasons above)?

Innovate or Die , Jack Matson

1 outside of your circle of influen2 failure of planning3 failure of action

more failures

but moresuccesses!


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Disowning vs. OwningDisowning vs. Owning

Theres not enough time in the dayTheres not enough time in the day I was never very good at public speakingI was never very good at public speaking I lost my temperI lost my temper Find out what the prof wants and do itFind out what the prof wants and do it Ive overscheduled myselfIve overscheduled myself Ive avoided public speaking because Im uncomfortableIve avoided public speaking because Im uncomfortable

with itwith it I gave way to my feelingsI gave way to my feelings I decide whats needed & get the system working on itI decide whats needed & get the system working on it


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Identify one issue in your circle of concern,Identify one issue in your circle of concern, but not in your circle of influence but not in your circle of influence

Break this issue into areas of direct, indirect,Break this issue into areas of direct, indirect,and no controland no control Outline how you might recast your concern soOutline how you might recast your concern so

that you release the no control area, and dothat you release the no control area, and dosomething about the areas of direct andsomething about the areas of direct andindirect control.indirect control.


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Seven Habits - Number TwoSeven Habits - Number Two

Habit Two: Begin with the end in mindC Meaning of this habitC All things are created twiceC The two creationsC RescriptingC Personal mission statementsC Values at the center


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Value of Habit TwoValue of Habit Two

Stating why we exist & what we are about is difficultExpression - putting into words - changes us

What lies behind usand what lies beforeus are tiny matters

compared to

what lies within us .Henry David Thoreau


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Habit 2: Begin with the end in mind.

Specifically write what you want to reap. What do you HOPE for?A prestigious job? A girlfriend or boyfriend? Money?

Write what you are willing to sow. Time? Personal energy? Money? Your friends? Any books or movies or models that guide you?

The law of the farm: You reap what you sow.

translated sacrifice

vision = what you want to seemission = immediate next step(s)

Both tend to focus priorities.


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Begin With The End In MindBegin With The End In Mind

Identify theIdentify theTarget!Target!

To begin with the end in mind means to start with a clear understanding of your destination. It means to know where

youre going so that you better understand where you arenow, so that the steps you take are always in the right

direction. Stephen Covey,Seven Habits of Highly Effective People


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Stages in the Backward Design ProcessIdentifydesiredresults .

Determineacceptableevidence .

Plan learningexperiencesand instruction.

What should studentsknow and

be able to do?

How will we knowthat they know?

What activities,skills, informationand resources will

be best?


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Identify desiredresults

Stages in the Backward Design ProcessStage 1

What should studentsknow andbe able to do?

What should othersknow andbe able to do?


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Worth being familiar with

Important to knowand to do

EnduringUnderstanding

Grant Wiggins & Jay McTighe Understanding by Design ASCD, 1998.

Curricular Priorities

There is usuallymore content thancan be reasonablyaddressed.


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Stage 1 Identify desired resultsStage 1 Identify desired results

Key: Focus on Big ideasKey: Focus on Big ideas Enduring Understandings Enduring Understandings :: What specific insightsWhat specific insights

about big ideas do we want clients to leave with?about big ideas do we want clients to leave with?

WhatWhat essential questionsessential q uestions will frame the process of will frame the process of learning, pointing toward key issues and ideas, andlearning, pointing toward key issues and ideas, and

suggest meaningful and provocative inquiry intosuggest meaningful and provocative inquiry intocontent?content?


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Key: Focus on Big ideasKey: Focus on Big ideas

Enduring Understandings: What specificinsights about big ideas do we want others

to leave with?


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Stages in the Backward Design Process

Identifydesiredresults .

Determineacceptableevidence .

What should othersknow?

How will we knowthat they know?


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Someone who understands

________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________

________________________________________ ________________________________________ ________________________________________ ________________________________________

________________________________


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The Six Facets of UnderstandingThe Six Facets of Understanding

Facet #1 Explanation: Sophisticated and apt explanations and theories, which provide knowledgeable and justified

accounts of events, action, and ideas.

Facet #2 Interpretation: Narratives, translations, metaphors, images and artistry that providemeaning.

Facet #3 Application: Ability to use knowledge effectively in new situations and diversecontexts.

Facet #4 Perspective: Critical and insightful points of view.

Facet #5 Empathy: The ability to get inside another persons feelings and world view

Facet #6 Self-Knowledge: The wisdom to know ones ignorance and how ones pattern of thought and action inform as well as prejudice understanding.

Grant Wiggins and Jay McTighe, 1998


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Assessment of Understanding via the 6 facets

i.e. You really understand when you can: explain, connect, systematize, predict it show its meaning, importance apply or adapt it to novel situations see it as one plausible perspective among others,

question its assumptions

see it as its author/speaker saw it avoid and point out common misconceptions, biases,

or simplistic views


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What this habit meansWhat this habit means

Consider the end of your lifeC image, picture, or paradigmC criterion by which everything else is examined

Start with a clear destinationC know where you are goingC understand where you are nowC

take steps in the right direction


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Habit 3: Put First Things FirstHabit 3: Put First Things First


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Habit 3: Put first things first.urgent not urgent

important

not important

I: necessitycrisesdeadlinesmaintaining(25 - 25)

II: opportunityPC activitiesplanning & preventioncommitment(65-15)

IIIinterruptionssome meetingssome reports(5-55)

IVtriviabusy worktime wasters(5-5)

We want Quadrant II > Quadrant I. Quadrant II comes from Quadrants III and IV.

Estimate how much time you spend in Quadrant II (and what IS Quad IV?) ... How do you plan your day? Datebook? Palm Pilot? How much is your time worth to you, in dollars/hour?


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Habit 3 ... a demonstration.

What is the lesson?

1 Identify big rocks(q2).2 Schedule theseFIRST!3 Surround withother.


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Time Management SystemsTime Management Systems

Describe the system you use to keep upDescribe the system you use to keep upwith appointments, notes, tasks that need towith appointments, notes, tasks that need to

be done, phone numbers and addresses be done, phone numbers and addresses


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What is the best system for me?What is the best system for me?

Depends upon:Depends upon: Type of work you do (work with peopleType of work you do (work with people

vs. work with things)vs. work with things) Amount of discretionary time you useAmount of discretionary time you use

(how much time is under your control)(how much time is under your control)


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Nature of Work

100%

0%

0%

100%WorkwithPeople

WorkwithThings

Your work falls someplace on the diagonalline. The higher up the line you go, the moresophisticated your time management

system needs to be.


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Discretionary TimeDiscretionary Time

0%

100%Amount of control you

have over your time

The higher up the line you go, the moresophisticated your time managementsystem needs to be.


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Time Management SystemTime Management System

Below the mid-point on both graphs?Below the mid-point on both graphs? Use simple time management toolsUse simple time management tools

Above the mid-point on either graph?Above the mid-point on either graph? Use a more sophisticated systemUse a more sophisticated system


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Time Management SystemsTime Management Systems

PrimitivePrimitive SimpleSimple Paper-based OrganizersPaper-based Organizers Hand HeldsHand Helds PIM (Personal Information Managers) -PIM (Personal Information Managers) -

SoftwareSoftware


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PrimitivePrimitive

Crisis ManagementCrisis Management Running aroundRunning around

putting out fires putting out fires

CRTN_A-H


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PrimitivePrimitive

Priority MeanderingPriority Meandering Start on task aStart on task a get distractedget distracted resume on task bresume on task b get distractedget distracted jump to task c jump to task c


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PrimitivePrimitive

Jump to OthersJump to Others Wait for othersWait for others

to tell me whatto tell me whatto doto do


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PrimitivePrimitive

First Come - FirstFirst Come - FirstServedServed

Handle tasks in theHandle tasks in theorder in which theyorder in which theyarrivearrive


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PrimitivePrimitive

GroupingGrouping Do all the sameDo all the same

types of tasks at thetypes of tasks at thesame time (phonesame time (phonecalls, writingcalls, writingletters, etc.)letters, etc.)


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PrimitivePrimitive

WhimsicalWhimsical Do whatever youDo whatever you

feel like doingfeel like doing


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SimpleSimple

Floating Pieces of Paper Floating Pieces of Paper (including post-its,(including post-its,

business cards, napkins) business cards, napkins) Write notes onWrite notes on

assorted pieces of assorted pieces of paper paper

Sooner or later theSooner or later the paper floats paper floats


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SimpleSimple

Pocket Calendar Pocket Calendar A variety of smallA variety of small

calendars are usedcalendars are usedto recordto recordappointmentsappointments


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SimpleSimple

Desk Calendar Desk Calendar Calendar stays onCalendar stays on

desk, typically four desk, typically four days behinddays behind


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SimpleSimple

Address book Address book A variety of devicesA variety of devices

are used to recordare used to recordaddresses andaddresses and phone numbers phone numbers


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SimpleSimple

Combination -Combination -typically atypically acombination of simplecombination of simpledevices are useddevices are used


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Paper Based PlannersPaper Based Planners

Day Runner Day-Timer

Franklin Day Planner Day at a GlanceSeven Habits Planner Priority Manager Rolodex


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Habit Four Think Win/WinHabit Four Think Win/Win

WinWin DefinitionWinWin Definition The win-win approachThe win-win approach

is a set of principles,is a set of principles,

practices, and tools, practices, and tools,which enable a set of which enable a set of interdependentinterdependent

stakeholders stakeholders to work to work out aout a mutuallymutually

satisfactory satisfactory (win-win)(win-win)set of set of shared shared commitmentscommitments ..


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Habit 4: Think win-win.

Are there times when paradigms others than win-win are appropriate? How do you develop courage? Consideration? Emotional bank account? What causes conflict? Tools for conflict resolution? Your boundaries?

lose-win

(you get hardfeelings)

win-win or no deal

(abundance mentality;get P and PC)

lose-lose

(never pays)

win-lose

(other person gets hardfeeling)

courage

c o n s

i d e

r a t i o n

l lli l G ll


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Win-lose GenerallyBecomes Lose-loseWin-lose GenerallyBecomes Lose-lose

P r o p o s e d S o l u t i o n W in n e r L o s e

Q u i c k , C h e a p ,S l o p p y P r o d u c t

L o t s o f b e l l s a n d w h i s t l e s

D r i v i n g t o o h a r d ab a r g a i n

D e v e l o p e r &C u s t o m e r

D e v e l o p e r & U s e r

C u s t o m e r & U s e r

U s e r

C u s t o m e r

D e v e l o p e r

Actually, nobody wins in these situations


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Key ConceptsKey Concepts

Win Condition: objective which makes aWin Condition: objective which makes astakeholder feel like a winner stakeholder feel like a winner

Issue: conflict or constraint on a win conditionIssue: conflict or constraint on a win condition Option: A way of overcoming an issueOption: A way of overcoming an issue Agreement: mutual commitment to an optionAgreement: mutual commitment to an option

or win conditionor win condition


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Why Use Win/Win ?Why Use Win/Win ?

The alternatives dont work The alternatives dont work Win-lose often leads to lose-loseWin-lose often leads to lose-lose

Avoids costly rework Avoids costly rework 100X cost to fix requirements after delivery100X cost to fix requirements after delivery

Builds trust and manages expectationsBuilds trust and manages expectations Looking out for others needs builds trustLooking out for others needs builds trust Balancing needs leads to realistic expectationsBalancing needs leads to realistic expectations

Helps stakeholders adapt to changeHelps stakeholders adapt to change Shared vision and the flexibility of Shared vision and the flexibility of quick re-negotiationquick re-negotiation

Wi /Wi C iti l SWi /Wi C iti l S


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Win/Win Critical SuccessFactorsWin/Win Critical SuccessFactors

Appropriate staffing of stakeholder Appropriate staffing of stakeholder representatives, facilitator functionrepresentatives, facilitator function

Stakeholder representatives: empowered,Stakeholder representatives: empowered,committed, representative, collaborative,committed, representative, collaborative,knowledgeableknowledgeable

Facilitators: some understanding of stakeholder Facilitators: some understanding of stakeholder

domains, collaboration management abilitydomains, collaboration management ability Good facilitators can be participants alsoGood facilitators can be participants also Beginning of shared visionBeginning of shared vision

Habit 5:


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Habit 5:First understand ... then be understood.

4 tips for dealing with people Do not criticize, condemn, or complain. Express sincere appreciation. Give them emotional air and learn their story. Focus on their interests (know your best alternative coming in).

What are some stranglers for emotional air? What are some ways we can express sincere appreciation? How often do you ask someone to a professional lunch?

How do you meet a person? How do you greet a person?

win-win area = L x h

h = understand L = be understood

Dale Carnegie How to Win Friends and Influence PeopleFisher & Ury, Getting to Yes


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What are Competencies?What are Competencies?What are Competencies?What are Competencies?

KnowledgeKnowledge Skills/abilitiesSkills/abilities UnderstandingUnderstanding Behavior/motivationBehavior/motivation

Competencies have definitions and key actions.Your actions demonstrate competencies.

I i i iI i i iI i i i


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InitiativeInitiative(An example)

InitiativeInitiative(An example)

DefinitionTaking prompt action to accomplish objectives;taking

action to achieve goals beyond what is required;being proactive.Key ActionsResponds quickly --Takes immediate action when confronted with a

problem or when made aware of a situation.

Takes independent action --Implements new ideas or potential solutionswithout prompting; does not wait for others to take action or to requestaction.Goes above and beyond --Takes action that goes beyond job requirementsin order to achieve objectives.


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Principles of Creative Communication Principles of Creative Communication

SynergySynergy The exercise of all the other habits prepares us for theThe exercise of all the other habits prepares us for the

habit of synergy.habit of synergy. Synergy. The whole is greater than the sum of its parts.Synergy. The whole is greater than the sum of its parts. Few people experience synergy in their lives because mostFew people experience synergy in their lives because most

people have been scripted into defensive or protective people have been scripted into defensive or protectivecommunications.communications.

Synergy can be unnerving unless one has a high toleranceSynergy can be unnerving unless one has a high tolerancefor ambiguity and gets security from integrity to principlesfor ambiguity and gets security from integrity to principlesand inner values.and inner values.


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Synergy in the ClassroomSynergy in the Classroom

Many truly great classes teeter on the veryMany truly great classes teeter on the veryedge of chaos.edge of chaos.

Synergy is possible in the classroom whenSynergy is possible in the classroom whenthe group collectively agrees to subordinatethe group collectively agrees to subordinateold scripts and to write a new one.old scripts and to write a new one.


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Synergy in BusinessSynergy in Business

To achieve synergy in business requires thatTo achieve synergy in business requires that people become open and authentic. people become open and authentic.

When we open ourselves up to the influenceWhen we open ourselves up to the influenceof others, we gain new insights andof others, we gain new insights andfacilitate the generation of new options.facilitate the generation of new options.


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Synergy and CommunicationSynergy and Communication

The lowest level of communication coming out of The lowest level of communication coming out of low trust situations is characterized bylow trust situations is characterized bydefensiveness, protectiveness, and legalisticdefensiveness, protectiveness, and legalistic

language which covers all the bases and spells outlanguage which covers all the bases and spells outqualifiers and escape clauses in the event things goqualifiers and escape clauses in the event things gosour.sour.

The middle level of communication is respectfulThe middle level of communication is respectfulcommunication -- where fairly mature peoplecommunication -- where fairly mature peoplecommunicate.communicate.

The highest level of communication is synergisticThe highest level of communication is synergistic(win/win) communication.(win/win) communication.


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Valuing the DifferencesValuing the Differences

Valuing the differences is the essence of synergy.Valuing the differences is the essence of synergy. The truly effective person has the humility andThe truly effective person has the humility and

reverence to recognize his own perceptualreverence to recognize his own perceptuallimitations and to realize the rich resourceslimitations and to realize the rich resourcesavailable through interaction with the hearts andavailable through interaction with the hearts andminds of other people.minds of other people.

If two people have the same opinion, one person isIf two people have the same opinion, one person isunnecessary.unnecessary.


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What is your personality?What is your personality?


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What is your personality ?What is your personality ?

4 categoriesI-E introvert (reserved) - extrovert (expressive)S-N sensory (observant) - intuitive (conceptual)T-F thinking - feelingP-J perceiving (probing) - judging (critiquing)

ARTISANS (observant, probing)ESTP promoter (Roosevelt, Madonna)ISTP crafter (Bruce Lee, Earhart)ESFP performer (Elvis, Reagan)ISFP composer (Carson, Streisand)

GUARDIANS (observant, critiquing)ESTJ supervisor (Colin Powell)ISTJ inspector (Truman)ESFJ provider (G Washington)ISFJ protector (Mother Teresa)

IDEALISTS (intuitive, feeling)ENFJ teacher (Gorbachev, Billy Graham)INFJ counselor (Gandhi, E Roosevelt)ENFP championINFP healer (Albert Schweitzer)

RATIONALS (intuitive, thinking)ENTJ fieldmarshall (Gates, Greenspan)INTJ mastermind (D Eisenhower, Rand)ENTP inventor (Disney, Edison)INTP architect (Einstein, Darwin)

David Keirsey, Please Understand Me II (similar to Myers-Briggs)

no ranking dont feel boxed in! people are different


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Habit 7: Sharpen the saw.

When will YOU sharpen your saw? What measures will you use in each category?

Physicalendurance, strength, flexibility,

sleep, eating

Mentalreading, journaling, discussing,

seminars, meetings

Spiritualbattle of good versus evil

(atheism, Christianity, Hinduism,Islam, Judaism)

Socialfamily, friends, service

(notes, phone calls, emails, visits)


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Self-ManagementSelf-Management

Self-ManagementSelf-Management when an individualwhen an individualconsciously controlsconsciously controlsthe learning process of the learning process of acquiring newacquiring newbehavior through thebehavior through theinterplay of interplay of environmental cues,environmental cues,consequences andconsequences and

cognitive processescognitive processes

Social Learning Model of Self


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Social Learning Model of Self-Management

Person(Psychological Self)

Symboliccoding

Rehearsal

Self-talk

BehaviorBehavior

changes neededfor self-

improvement

Reminders andattention

focusers

Self-observation data

Avoidance of negative

cues

Seeking of positivecues

Personal goal setting

Self-contracts

Self-reinforcement/self-punishment

Building activities intothe task that are

naturally rewarding (e.g.activitiesthat increase onessenseof competence, self-control and purpose)

Reinforcement fromrelevant others

Situationalcues

Consequences

McGraw-Hill 2004 The McGraw-Hill Companies, Inc. All rights reserved


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Creation PrincipleCreation Principle

All things are created twiceC mental or first creationC a physical or second creation

Most non-productive endeavors failwith the first creation


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The Two Creating ForcesThe Two Creating Forces

Managements main focus:How can I best accomplishcertain things?

Leaderships focus:What are things that I wantto accomplish?


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Circle of InfluenceCircle of Influence

To create a mission statement begin with the center

Principles & values: security, guidance, wisdom, & power

The Circle of Influence


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Mission StatementMission Statement

What are you first things?What are you first things? List those things that are mostList those things that are most

important in your life.important in your life. How effective are you at keeping thoseHow effective are you at keeping those

things first in your life? Why?things first in your life? Why?


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Mission StatementMission Statement

If you were to do one thing in your If you were to do one thing in your professional life that would have the most professional life that would have the most

positive impact, what would that one thing positive impact, what would that one thing be? be? If you were to do one thing in your personalIf you were to do one thing in your personal

life that would have the most positivelife that would have the most positiveimpact, what would that one thing be?impact, what would that one thing be?


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Writing a Mission StatementWriting a Mission Statement

Your personal constitutionC valuesC purposeC service/role in communityC what you will achieveC how you will accomplish

Not something written overnightC goalsC hopesC dreams

Timeless. . . but review & revise


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Whole Brain ActivityWhole Brain Activity

Self-awareness empowers examination of thoughtsLeft side:

C Logical & verbalC

Parts & specificsC Sequential thinking

Right side:C Intuitive & creativeC Wholes & relationships between partsC Simultaneous & holistic thinking


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Identify Roles & GoalsIdentify Roles & Goals

Organize mission statement by specific role areas &goals that you want to accomplish in these areas

C Professional roleC

Family roleC Community roleC Political role


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Preparing for TurbulencePreparing for TurbulencePreparing for TurbulencePreparing for Turbulence

Focus on core valuesFocus on core values Revisit goalsRevisit goals Prioritize servicesPrioritize services Build for the futureBuild for the future Measure and evaluate progressMeasure and evaluate progress


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Strategic LeadershipStrategic LeadershipStrategic LeadershipStrategic Leadership

Build a teamBuild a teamIdentify talentIdentify talentTraining and deploy as necessaryTraining and deploy as necessary

Build communityBuild communityEstablish and nurture partnershipsEstablish and nurture partnershipsEstablish support groupsEstablish support groups

Build relationshipsBuild relationships

Focus on people, not policiesFocus on people, not policiesValue diversity and inclusionValue diversity and inclusion

d d h


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Envisioned LeadershipEnvisioned LeadershipEnvisioned LeadershipEnvisioned Leadership

Develop your personal portfolioDevelop your personal portfolioUnderstand your power and influenceUnderstand your power and influencePrepare relentlesslyPrepare relentlessly

Communicate your visionCommunicate your visionHave a planHave a planSee the big pictureSee the big picture

Focus on the organizationFocus on the organizationFoster a collaborative and cooperative environmentFoster a collaborative and cooperative environmentStreamline operationsStreamline operations

Enjoy the journey!Enjoy the journey!


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Homework

blish your big rocks the important changes, not just the urgent.1 Decide that you CAN in fact change your life.2 Get away one weekend with a pen and pad of paper.

Write down what you HOPE for in life, and what you feel called towards (e.g., family, work, opera).If you dont know talk with friends or family.

If you dont know try things! Athletics, service, camping, animal rights, politics, research.If you dont know read biographies and newspapers.If you dont know look at http:// www.dosomething.org/index.cfm .Plan toward your vision.

3 Record how you spend a typical week then decide how well it matches your vision.Use a daily planner (e.g., a date book, a Palm) to plan by weeks, focusing on today.If in a rut, find a small victory and win it.

rpen the saw.mental: Learn a hobby (e.g., chess, golf, piano), or about people (Mars & Venus, Dale Carnegie)physical: Exercise, eat right, sleep.social: Find friends with whom you can share your deepest struggles, biggest triumphs,

most guarded weaknesses and fears.spiritual: Good versus evil questions are the biggest youll face.

SS
http://www.dosomething.org/index.cfmhttp://www.dosomething.org/index.cfmhttp://www.dosomething.org/index.cfmhttp://www.dosomething.org/index.cfm


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SummarySummary

Follower role includes responsibility, service,Follower role includes responsibility, service,challenging authority, participating in change,challenging authority, participating in change,knowing when its time to leave organizationknowing when its time to leave organization

Developing Personal PotentialDeveloping Personal Potential Covey defines a habit as the intersection of Covey defines a habit as the intersection of

knowledge, skill and desireknowledge, skill and desire He arranges seven habits along a continuum fromHe arranges seven habits along a continuum from

dependence to interdependencedependence to interdependence When a person moves to interdependence, heWhen a person moves to interdependence, he

steps into a leadership rolesteps into a leadership role

Seven Habits of Highly Successful PeopleSeven Habits of Highly Successful People


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Seven Habits of Highly Successful People by Steven CoveySeve ab ts o g y Success u eop e by Steven Covey

Habit 1 - Be ProactiveHabit 1 - Be Proactive Habit 2 - Begin with the End in MindHabit 2 - Begin with the End in Mind

Habit 3 - Put First Things FirstHabit 3 - Put First Things First Habit 4 - Think Win/WinHabit 4 - Think Win/Win Habit 5 - Seek First to Understand, Then to BeHabit 5 - Seek First to Understand, Then to Be

UnderstoodUnderstood Habit 6 - SynergizeHabit 6 - Synergize Habit 7 - Sharpen the SawHabit 7 - Sharpen the Saw


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SituationalSituational LeadershipLeadership

O iO i


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OverviewOverview

Two leadership stylesTwo leadership styles Variables that influence styleVariables that influence style Situational Leadership ModelSituational Leadership Model

L d hi S l 2 EL d hi S l 2 E


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Leadership Styles:2 ExtremesLeadership Styles:2 Extremes

DemocraticDemocratic ParticipatoryParticipatory Accepting input from subordinatesAccepting input from subordinates Providing support, encouraging their effortsProviding support, encouraging their efforts

Facilitating their involvement in decision-making and problem-Facilitating their involvement in decision-making and problem-solvingsolving Loosely supervisingLoosely supervising

AutocraticAutocratic Non-participatoryNon-participatory Telling what to do, how to do it, where to do it, when to do itTelling what to do, how to do it, where to do it, when to do it Closely supervisingClosely supervising

Continuum


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Continuum

DemocraticDemocratic AutocraticAutocratic Followers/

Subordinates

Boss

Associates/Peers

Organization

Type of Job

TimeWhat variablesWhat variableswould determinewould determine

which stylewhich styleto use?to use?


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Continuum

DemocraticDemocratic AutocraticAutocratic Followers/

Subordinates

The Hersey and Blanchard SituationalThe Hersey and Blanchard SituationalLeadership Model is based on this loneLeadership Model is based on this lonevariable because if you tried to consider variable because if you tried to consider all variables before deciding, youd becomeall variables before deciding, youd becomeimmobilized.immobilized.

High Directive andHigh Supportive

High Supportive andLow Directive

THE FOUR LEADERSHIP STYLES(High)SU


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www .Leadership Success . ne8

S3

S1S4

S2

Low Supportive andLow DirectiveBehavior

High Directive andLow SupportiveBehavior

High SupportiveBehavior

Low DirectiveBehavior

DEVELOPMENT LEVEL OF FOLLOWER(S)

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

DIRECTIVE BEHAVIOR (High)(Low )

UPPOR TIVE BE

HAVIOR

Development Level of FollowersDevelopment Level of Followers


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Low skillLow skill New to jobNew to job MotivatedMotivated NeedsNeeds

specificspecificdirectiondirection

NeedsNeeds

closeclosesupervisionsupervision

EnthusiasticEnthusiasticBeginnerBeginner

Low toLow tomoderatemoderatedevelopmentdevelopment

Unsure theyUnsure theycan do itcan do it

Leader givesLeader givesdirection butdirection but

also seeksalso seeksinputinput

DisillusionedDisillusionedLearnerLearner

ModerateModerateto highto highskill levelskill level

JustJustabsentabsent

adequateadequatemotivationmotivation

LeadersLeaderskey role iskey role isfacilitatingfacilitating

ReluctantReluctantContributorContributor

High skillHigh skilland highand highmotivationmotivation

Needs lowNeeds lowdirectiondirectionor supportor support

Leader Leader

empowersempowersfollowersfollowers

PeakPeakPerformerPerformer


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(High)

SU

DisillusionedDisillusionedLL


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S3

S1S4

S2


High Directive and

Low SupportiveBehavior

High Supportive

BehaviorLow Directive

Behavior


HIGH LOWMODERATE

D4 D1D2D3


PPOR T

IVE BEHAVIO

R

Low toLow tomoderatemoderatedevelopmentdevelopment

Unsure theyUnsure theycan do itcan do it

Leader givesLeader givesdirection butdirection butalso seeksalso seeksinputinput

High directionHigh direction High supportHigh support Leader nowLeader now

solicits ideas,solicits ideas,

opinionsopinions Two-wayTwo-waycommunicationcommunication

Leader stillLeader stillcontrolscontrolsdecisionsdecisions

Learner Learner



(High)

SU

ReluctantReluctant


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S3

S1S4

S2


High Directive and


High Supportive


Behavior


HIGH LOWMODERATE

D4 D1D2D3


PPOR T

IVE BEHAVIO

R

ModerateModerateto highto highskill levelskill level

Just absentJust absentadequateadequatemotivationmotivation

LeadersLeaderskey role iskey role isfacilitatingfacilitating

High supportHigh support Low directionLow direction Control shiftsControl shifts

to followersto followers Leader listensLeader listens

actively andactively andprovidesprovidesrecognitionrecognition

Contributor Contributor



(High)

SU

P kPeak


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S3

S1S4

S2


High Directive and


High Supportive


Behavior


HIGH LOWMODERATE

D4 D1D2D3


PPOR TIVE BEHAVIO

R

High skillHigh skilland highand highmotivationmotivation

Needs lowNeeds lowdirectiondirectionor supportor support

Leader Leader empowersempowersfollowersfollowers

Low supportLow support Low directionLow direction Leader doesLeader does

discuss & definediscuss & defineproblem to beproblem to besolvedsolved

Followers makeFollowers makedecisions, rundecisions, runthe showthe show

PeakPeakPerformer Performer

Look at it this wayLook at it this way


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Look at it this wayLook at it this way

Its all about matching the style (of the leader) to theIts all about matching the style (of the leader) to thelevel (of the followers)level (of the followers)

Think of leaders needing to fill in whats missingThink of leaders needing to fill in whats missing

provide their people with what they cant do forprovide their people with what they cant do forthemselves at the momentthemselves at the moment

Mismatch results inMismatch results in Over-supervision (gets you frustrated followers)Over-supervision (gets you frustrated followers) Under-supervision (gets you insufficient results)Under-supervision (gets you insufficient results)

And finallyAnd finally


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And finallyAnd finally

What about changing styles? When would you changeWhat about changing styles? When would you changestyles? Would you ever?styles? Would you ever?

Yes! As the name implies, Situational Leadership isYes! As the name implies, Situational Leadership istask-specifictask-specific

Change it when warranted by change in task or change inChange it when warranted by change in task or change inpersonnel doing itpersonnel doing it

Your goalYour goal

Build your followers development level so you can useBuild your followers development level so you can useless time-consuming styles (S3 and S4) and still get highless time-consuming styles (S3 and S4) and still get highquality resultsquality results

SUMMARYSUMMARY


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SUMMARYSUMMARY

Two leadership stylesTwo leadership styles Variables that influence styleVariables that influence style Situational Leadership ModelSituational Leadership Model


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The End

GerhardtSevenHabits

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