Maintain the Compass Maintain the Compass 8 8 th th Habit- Leadership Habit- Leadership Roles Roles Modeling & Pathfinding Modeling & Pathfinding Focus Focus Alignment & Empowerment Alignment & Empowerment Execution Execution Hierarchy Development Hierarchy Development Whole person Whole person Understanding Need, Understanding Need, Passion, Talent, Passion, Talent, Conscience. Conscience. The Sweet Spot The Sweet Spot 7 Habits 7 Habits Build bank accounts Build bank accounts Four quadrants Four quadrants Efficiency & Controls Efficiency & Controls Time Management Time Management Triangle of Success Triangle of Success Set the Clock Set the Clock Triage Triangle Triage Triangle
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Maintain the CompassMaintain the Compass 88thth Habit- Leadership Roles Habit- Leadership Roles
7 Habits7 Habits Build bank accountsBuild bank accounts Four quadrantsFour quadrants
Efficiency & ControlsEfficiency & Controls Time ManagementTime Management Triangle of SuccessTriangle of Success Set the ClockSet the Clock Triage TriangleTriage Triangle
The 7 Habits
7 Habits
Habit Principle Paradigm
1. Be Proactive Responsibility/Initiative Self-Determination
2. Begin with the End in Mind
Vision/Values Two Creations/ Focus
3. Put First Things First Integrity/Execution Priority/ Action
The 8th Habit Leadership lead or get out of the way
The 8th Habit-
• The four roles & resulting paradigms
• Hierarchy development• Leadership values ranked• Levels of initiative• Whole person• Voice (significance)• The Sweet Spot
Four Roles of LeadershipFocus
• Modeling (conscience)- Set a good example. Establish trust from above. Exemplify work ethic, time management, mutual respect, and honesty.
• Pathfinding (vision)- Jointly determine the course. Establish goals. Allows teams after alignment to translate the organizations strategic goals into day to day work and team goals.
Execution• Aligning- (discipline)- Setup and manage systems to stay on course.
The creation of structures, systems, and processes that intentionally enable individuals and teams to succeed.
• Empowering (passion)- focus your talent on results, then get out of the way and provide support as requested This allows teams and individuals to establish voice and significance.
Covey, S. (2004). The 8th Habit (1 ed.). United States: Free Press.
Four Roles of Leadership-Results Covey, S. (2004). The 8th Habit (1 ed.). United States: Free Press.
MODELING• Develop trust• Inspire trust• Creative cooperation• Established core values
PATHFINDING
• Creates order
•Creates involvement in strategic decisions.
• Established ownership of the modeling
• Emotional connection established
ALIGNING
• Creates structure, systems, and processes that support
• Affirms the spirit of trust, vision, and empowerment.
• Instills accountability.
EMPOWERING
• The fruit of modeling, path finding, and aligning.
• Unleashes human potential without external motivation
• Increases productivity, awareness
Level 5 Hierarchy
Level 5
Effective Leader
Competent Manager
Contributing Team Member
Highly capable Team Member
Level 2
Level 1
Level 3
Level 4
Level 5
The 8th Habit Whole Employees
Leadership Focus- Leadership Focus-
Exemplify trust and trustworthinessExemplify trust and trustworthiness CommunicationCommunication People focusedPeople focused VisionaryVisionary CaringCaring Decision MakerDecision Maker ModelModel MotivatorMotivator ExpertExpert CourageousCourageous
Whole Person in a whole job
In servicing human needs in principled ways
SPIRIT
Treat me kindly
Use me creatively
Pay (compensate)
me Fairly
The 8th Habit
Passion
Talent
Need
Conscience
V
(V) Voice is what gives us unique personal significance
Principle-Centered Focus & Execution
Personal GreatnessVision, discipline,
Passion, Conscience
Leadership
GreatnessModeling
PathfindingAligning
Empowering
Organizational
GreatnessVision
MissionValues
Sweet Spot
S
Fayol’s Laws
Fayol’s Laws• 1. Division of work- divide the work into specialized tasks and assign responsibility.• 2. Authority- delegate authority along with responsibility.• 3. Discipline- make expectation and punish violations.• 4. Unity of Command- each employee reports to one supervisor.• 5. Unity of Direction- employees’ efforts should be focused on achieving
organizational objectives.• 6. Subordination of individual interest to the general interest.• 7. Remuneration- systematically reward efforts that support the organization's
direction.• 8 Centralization– determine the relative importance of superior and subordinate roles.• 9. Scalar chain- keep communication within the chain of command.• 10 Order- order jobs and material so they support the organizations direction• 11. Equity- ensure there is fair discipline. Fair discipline and rewards enhance
employee commitment.• 12 . Stability and tenure- “shit rolls down hill”. Promote employee loyalty and
longevity.• 13. Initiative- encourage employees to act on their own in support of the organizations
direction.• 14. Esprit de corps- promote a unity of interest between employees and
management.
Deming• Create constancy of purpose for the improvement of product and service,
with the aim to become competitive, stay in business, and provide jobs. • Adopt a new philosophy of cooperation (win-win) in which everybody wins
and put it into practice by teaching it to employees, customers and suppliers.
• Cease dependence on mass inspection to achieve quality. Instead, improve the process and build quality into the product in the first place.
• End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost in the long run. Move toward a single supplier for any one item, based on a long-term relationship of loyalty and trust.
• Improve constantly, and forever, the system of production, service, planning, of any activity. This will improve quality and productivity and thus constantly decrease costs.
• Institute training for skills. • Adopt and institute leadership for the management of people, recognizing
their different abilities, capabilities, and aspiration. The aim of leadership should be to help people, machines, and gadgets do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.
Deming• Drive out fear and build trust so that everyone can work more
effectively. • Break down barriers between departments. Abolish competition and
build a win-win system of cooperation within the organization. People in research, design, sales, and production must work as a team to foresee problems of production and use that might be encountered with the product or service.
• Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
• Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership1.
• Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates competition and conflict2.
• Institute a vigorous program of education and self-improvement. • Put everybody in the company to work to accomplish the
transformation. The transformation is everybody's job.
References• Anderson, L. (2006, Mar). The 7 Habits of Highly Effective People.
Sales & Marketing Management, Vol. 158(Issue 2), 26-26.• Covey, S. (1989). The 7 Habits of Highly Effective People (1 ed.).
United States: Free Press.• Covey, S. (2004). The 8th Habit (1 ed.). United States: Free Press.• Covey, S. (2006, April). Power to the People. Training, Vol. 43(Issue
4), 64-64.• Covey, S. (2006, Mar). The Strong Leader Habit. Training, Vol.
43(Issue 3), 80-80.• Deming, W. Edwards, (1982-1986) Out of the Crisis • Deming, W. Edwards (1993) ,The New Economics for Industry,
Government, Education• Fayol, H (1917) General and Industrial Management. • Mignerey, S. (2006, May). Rules for writing life.. Writer,
Vol.119(Issue 5), 15-16.• Schambra, W. A. (2006, 09 Feb). 7 (Bad) Habits of (In) effective
Foundations. Chronicle of Philanthropy, Vol. 18(Issue 8), 35-37.