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Becoming a High Performance Leader (no video) - Australia 2010
 

Becoming a High Performance Leader (no video) - Australia 2010

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Becoming A High Performance Leader - There are many facets to leadership and there are ways to measure it too. In this session you’ll learn about the tools and process to become a more powerful ...

Becoming A High Performance Leader - There are many facets to leadership and there are ways to measure it too. In this session you’ll learn about the tools and process to become a more powerful leader but more importantly how to become a more effective one.

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  • What does belief have to do with a sales job? Simple. When salesmen actually believe in the thing they are selling, then the words that come out of their mouth are authentic. When belief enters the equation, passion exudes from salesman. It is this authenticity that produces the relationships upon which all the best sales organizations are based. Relationships also build trust. And with trust comes loyalty. Absent a balanced Golden Circle means no authenticity, which means no strong relationships, which means no trust. And you&#x2019;re back at square one selling on price, service, quality or features. You are back to being like everyone else. Worse, without that authenticity, companies resort to manipulation: pricing, promotions, peer pressure, fear, take your pick. Effective? Of course, but only for the short term. <br />
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Becoming a High Performance Leader (no video) - Australia 2010 Becoming a High Performance Leader (no video) - Australia 2010 Presentation Transcript

  • Becoming A High Performance Leader There are many facets to leadership and there are ways to measure it too. In this session you’ll learn about the tools and process to become a more powerful leader but more importantly how to become a more effective one.
  • High Performance Leadership Joe Cirulli President/CEO jcirulli@ghfc.com
  • The Profile of a Leader
  • The Profile of a Leader They Inspire a Shared Vision
  • The Profile of a Leader They Inspire a Shared Vision They Model the Way
  • The Profile of a Leader They Inspire a Shared Vision They Model the Way They Challenge the Process
  • The Profile of a Leader They Inspire a Shared Vision They Model the Way They Challenge the Process They Enable Others to Act
  • The Profile of a Leader They Inspire a Shared Vision They Model the Way They Challenge the Process They Enable Others to Act They Encourage the Heart
  • They Inspire A Shared Vision
  • They Inspire A Shared Vision Talk about future trends.
  • They Inspire A Shared Vision Talk about future trends. Describe a compelling image of what the future could look like.
  • They Inspire A Shared Vision Talk about future trends. Describe a compelling image of what the future could look like. Appeal to others to share an exciting dream of the future.
  • They Inspire A Shared Vision Talk about future trends. Describe a compelling image of what the future could look like. Appeal to others to share an exciting dream of the future. Are contagiously enthusiastic and positive about the future.
  • They Inspire A Shared Vision Talk about future trends. Describe a compelling image of what the future could look like. Appeal to others to share an exciting dream of the future. Are contagiously enthusiastic and positive about the future. Speak with genuine conviction about the higher meaning and purpose of work.
  • Vision
  • Core Values
  • Core Values
  • They Model The Way
  • They Model The Way Make certain that their staff adhere to the principles and standards agreed upon.
  • They Model The Way Make certain that their staff adhere to the principles and standards agreed upon. Clear about their philosophy of leadership.
  • They Model The Way Make certain that their staff adhere to the principles and standards agreed upon. Clear about their philosophy of leadership. Make progress toward goals one step at a time.
  • They Model The Way Make certain that their staff adhere to the principles and standards agreed upon. Clear about their philosophy of leadership. Make progress toward goals one step at a time. Follow through on the promises and commitments they make. Integrity.
  • They Model The Way Make certain that their staff adhere to the principles and standards agreed upon. Clear about their philosophy of leadership. Make progress toward goals one step at a time. Follow through on the promises and commitments they make. Integrity. Leaders set a personal example of what they expect from others.
  • They Model The Way Make certain that their staff adhere to the principles and standards agreed upon. Clear about their philosophy of leadership. Make progress toward goals one step at a time. Follow through on the promises and commitments they make. Integrity. Leaders set a personal example of what they expect from others.
  • They Challenge The Process
  • They Challenge The Process Leaders seek out challenging opportunities.
  • They Challenge The Process Leaders seek out challenging opportunities. Challenge people to try out new approaches to their work.
  • They Challenge The Process Leaders seek out challenging opportunities. Challenge people to try out new approaches to their work. Search outside the formal boundaries of the organization for innovative ways to improve.
  • They Challenge The Process Leaders seek out challenging opportunities. Challenge people to try out new approaches to their work. Search outside the formal boundaries of the organization for innovative ways to improve. Ask “What can we learn?” when things don’t go as expected
  • They Challenge The Process Leaders seek out challenging opportunities. Challenge people to try out new approaches to their work. Search outside the formal boundaries of the organization for innovative ways to improve. Ask “What can we learn?” when things don’t go as expected Experiment and take risks even when there is a chance of failure
  • They Enable Others To Act
  • They Enable Others To Act Actively listen to diverse points of view.
  • They Enable Others To Act Actively listen to diverse points of view. Ensure that people grow in their jobs by learning new skills and developing themselves.
  • They Enable Others To Act Actively listen to diverse points of view. Ensure that people grow in their jobs by learning new skills and developing themselves. Develop cooperative relationships with people they work with.
  • They Enable Others To Act Actively listen to diverse points of view. Ensure that people grow in their jobs by learning new skills and developing themselves. Develop cooperative relationships with people they work with. Support the decisions that people make on their own.
  • They Enable Others To Act Actively listen to diverse points of view. Ensure that people grow in their jobs by learning new skills and developing themselves. Develop cooperative relationships with people they work with. Support the decisions that people make on their own. Treat others with dignity and respect.
  • They Enable Others To Act Actively listen to diverse points of view. Ensure that people grow in their jobs by learning new skills and developing themselves. Develop cooperative relationships with people they work with. Support the decisions that people make on their own. Treat others with dignity and respect.
  • They Encourage The Heart
  • They Encourage The Heart Praise people for a job well done.
  • They Encourage The Heart Praise people for a job well done. Creatively reward people for their contributions to the success of company projects.
  • They Encourage The Heart Praise people for a job well done. Creatively reward people for their contributions to the success of company projects. Publicly recognize people.
  • They Encourage The Heart Praise people for a job well done. Creatively reward people for their contributions to the success of company projects. Publicly recognize people. Give members of their team lots of appreciation and support for their contributions.
  • They Encourage The Heart Praise people for a job well done. Creatively reward people for their contributions to the success of company projects. Publicly recognize people. Give members of their team lots of appreciation and support for their contributions. Make it a point to let people know about their confidence in their abilities.
  • They Encourage The Heart Praise people for a job well done. Creatively reward people for their contributions to the success of company projects. Publicly recognize people. Give members of their team lots of appreciation and support for their contributions. Make it a point to let people know about their confidence in their abilities.
  • P A E I
  • P A E I
  • P A E I
  • P A E I Producing- short term or immediate results Administrating- minimizing waste Entrepreneuring- seeking out new opportunities Integration- keeps organizations socially and functionally cohesive preventing the company from degenerating into a collection of functionally isolated individuals
  • The Four Major Roles of Business 1) Produce Results - Sell Memberships 2) Administer the Business - Set up policies and procedures to most effectively and efficiently sell them and collect monies
  • The Four Major Roles of Business 3) Entrepreneuring - allows you to dream your possibilities 4) Integration - the glue that keeps your organization together while you’re setting out to accomplish it
  • The Problem Short-Term Thinking VS Long-Term Thinking
  • Monday Morning Meetings PA vs EI And the Winner is?
  • FORM A GET BETTER TEAM To move from the normal short-term challenges of the Getting By Agenda to the long-term change of the Getting Better Agenda
  • Build a Powerful team
  • Build a Powerful team Let people know what you expect from them.
  • Build a Powerful team Let people know what you expect from them. Give them the things they need in order to do their job.
  • Build a Powerful team Let people know what you expect from them. Give them the things they need in order to do their job. Give them them the opportunity to do what they do best.
  • Build a Powerful team Let people know what you expect from them. Give them the things they need in order to do their job. Give them them the opportunity to do what they do best. When they do exceptional things give them praise and recognition.
  • Build a Powerful team Let people know what you expect from them. Give them the things they need in order to do their job. Give them them the opportunity to do what they do best. When they do exceptional things give them praise and recognition. Care about them as a person.
  • Build a Powerful team Let people know what you expect from them. Give them the things they need in order to do their job. Give them them the opportunity to do what they do best. When they do exceptional things give them praise and recognition. Care about them as a person. Encourage and support their development?
  • Build a Powerful team
  • Build a Powerful team Listen to diverse opinions.
  • Build a Powerful team Listen to diverse opinions. Make the purpose of your company bigger than any one person
  • Build a Powerful team Listen to diverse opinions. Make the purpose of your company bigger than any one person Make sure everyone is committed to doing quality work.
  • Build a Powerful team Listen to diverse opinions. Make the purpose of your company bigger than any one person Make sure everyone is committed to doing quality work. Develop relationship throughout your company.
  • Build a Powerful team Listen to diverse opinions. Make the purpose of your company bigger than any one person Make sure everyone is committed to doing quality work. Develop relationship throughout your company. Talk to you employees about their progress.
  • Build a Powerful team Listen to diverse opinions. Make the purpose of your company bigger than any one person Make sure everyone is committed to doing quality work. Develop relationship throughout your company. Talk to you employees about their progress. Give your people the opportunity to learn and grow at work
  • The 10% Purposeful High Energy and High Focus
  • The 10% Purposeful High Energy and High Focus They take time to reflect and plan, make choices, and stick to them
  • The 10% Purposeful High Energy and High Focus They take time to reflect and plan, make choices, and stick to them They pick their battles carefully
  • The 10% Purposeful High Energy and High Focus They take time to reflect and plan, make choices, and stick to them They pick their battles carefully They identify the resources and people they need to meet their goals
  • The 10% Purposeful High Energy and High Focus They take time to reflect and plan, make choices, and stick to them They pick their battles carefully They identify the resources and people they need to meet their goals They assume responsibility for the external world and shape the future.
  • The 10% Purposeful High Energy and High Focus They take time to reflect and plan, make choices, and stick to them They pick their battles carefully They identify the resources and people they need to meet their goals They assume responsibility for the external world and shape the future. They do not wait for permission or approval, or for someone else to do for something
  • 1_ 2_ 3_ 4_ 5_ 6_ 7_ 8_ 9_ 10 _ 11 _ 12 _ 13 _ 14 _ 15 _ 16 _ 17 _ 18 _ 19 _ 20 _ 21 _ 22 _ 23 _ 24 _ 25 _ 26 _ 27 _ 28 _ 29 _ 30 _ Total __ __ __ __ __
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost Never a While ionally times Often Frequently Always
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost Never a While ionally times Often Frequently Always I. I seek out challenging opportunities that test my own skills and abilities
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost Never a While ionally times Often Frequently Always I. I seek out challenging opportunities that test my own skills and abilities 2. I talk about future trends that will influence how our work gets done
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost Never a While ionally times Often Frequently Always I. I seek out challenging opportunities that test my own skills and abilities 2. I talk about future trends that will influence how our work gets done 3. I develop cooperative relationships among the people I work with
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost Never a While ionally times Often Frequently Always I. I seek out challenging opportunities that test my own skills and abilities 2. I talk about future trends that will influence how our work gets done 3. I develop cooperative relationships among the people I work with 4. I set a personal example of what I expect from others
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost Never a While ionally times Often Frequently Always I. I seek out challenging opportunities that test my own skills and abilities 2. I talk about future trends that will influence how our work gets done 3. I develop cooperative relationships among the people I work with 4. I set a personal example of what I expect from others 5. I praise people for a job well done.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 6. I challenge people to try out new and innovative approaches to their work.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 6. I challenge people to try out new and innovative approaches to their work. 7. I describe a compelling image of what our future could be like.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 6. I challenge people to try out new and innovative approaches to their work. 7. I describe a compelling image of what our future could be like. 8. I actively listen to diverse points of view.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 6. I challenge people to try out new and innovative approaches to their work. 7. I describe a compelling image of what our future could be like. 8. I actively listen to diverse points of view. 9. I spend time & energy on making certain that the people I work with adhere to the principles & standards that we agreed on.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 6. I challenge people to try out new and innovative approaches to their work. 7. I describe a compelling image of what our future could be like. 8. I actively listen to diverse points of view. 9. I spend time & energy on making certain that the people I work with adhere to the principles & standards that we agreed on. 10. I make it a point to let people know about my confidence in their abilities.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 11. I search outside the formal boundaries of my organization for innovative ways to improve what we do.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 11. I search outside the formal boundaries of my organization for innovative ways to improve what we do. 12. I appeal to others to share an exciting dream of the future.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 11. I search outside the formal boundaries of my organization for innovative ways to improve what we do. 12. I appeal to others to share an exciting dream of the future. 13. I treat others with dignity and respect.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 11. I search outside the formal boundaries of my organization for innovative ways to improve what we do. 12. I appeal to others to share an exciting dream of the future. 13. I treat others with dignity and respect. 14. I follow through on the promises and commitments that I make.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 11. I search outside the formal boundaries of my organization for innovative ways to improve what we do. 12. I appeal to others to share an exciting dream of the future. 13. I treat others with dignity and respect. 14. I follow through on the promises and commitments that I make. 15. I make sure that people are creatively rewarded for their contributions to the success of our projects.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 16. I ask “What can we learn?” when things do not go as expected.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 16. I ask “What can we learn?” when things do not go as expected. 17. I show others how their long-term interests can be realized by enlisting in a common vision.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 16. I ask “What can we learn?” when things do not go as expected. 17. I show others how their long-term interests can be realized by enlisting in a common vision. 18. I support the decisions that people make on their own.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 16. I ask “What can we learn?” when things do not go as expected. 17. I show others how their long-term interests can be realized by enlisting in a common vision. 18. I support the decisions that people make on their own. 19. I am clear about my philosophy of leadership.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 16. I ask “What can we learn?” when things do not go as expected. 17. I show others how their long-term interests can be realized by enlisting in a common vision. 18. I support the decisions that people make on their own. 19. I am clear about my philosophy of leadership. 20. I publicly recognize people who exemplify commitment to shared values.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 21. I experiment and take risks even when there is a chance of failure.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 21. I experiment and take risks even when there is a chance of failure. 22. I am contagiously enthusiastic and positive about future possibilities.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 21. I experiment and take risks even when there is a chance of failure. 22. I am contagiously enthusiastic and positive about future possibilities. 23. I give people a great deal of freedom and choice in deciding how to do their work.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 21. I experiment and take risks even when there is a chance of failure. 22. I am contagiously enthusiastic and positive about future possibilities. 23. I give people a great deal of freedom and choice in deciding how to do their work. 24. I make certain that we set achievable goals, make concrete plans, and establish milestones for the projects and programs that we work on.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 21. I experiment and take risks even when there is a chance of failure. 22. I am contagiously enthusiastic and positive about future possibilities. 23. I give people a great deal of freedom and choice in deciding how to do their work. 24. I make certain that we set achievable goals, make concrete plans, and establish milestones for the projects and programs that we work on. 25. I find ways to celebrate accomplishments.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 26. I take the initiative to overcome obstacles even when outcomes are uncertain.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 26. I take the initiative to overcome obstacles even when outcomes are uncertain. 27. I speak with genuine conviction about the higher meaning and purpose of our work.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 26. I take the initiative to overcome obstacles even when outcomes are uncertain. 27. I speak with genuine conviction about the higher meaning and purpose of our work. 28. I ensure that people grow in their jobs by learning news skills and developing themselves.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 26. I take the initiative to overcome obstacles even when outcomes are uncertain. 27. I speak with genuine conviction about the higher meaning and purpose of our work. 28. I ensure that people grow in their jobs by learning news skills and developing themselves. 29. I make progress toward goals one step at a time.
  • 1 2 3 4 5 6 7 8 9 10 Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost Never While times Frequently ionally Always 26. I take the initiative to overcome obstacles even when outcomes are uncertain. 27. I speak with genuine conviction about the higher meaning and purpose of our work. 28. I ensure that people grow in their jobs by learning news skills and developing themselves. 29. I make progress toward goals one step at a time. 30. I give the members of the team lots of appreciation and support for their contributions.
  • 1_ 2_ 3_ 4_ 5_ 6_ 7_ 8_ 9_ 10 _ 11 _ 12 _ 13 _ 14 _ 15 _ 16 _ 17 _ 18 _ 19 _ 20 _ 21 _ 22 _ 23 _ 24 _ 25 _ 26 _ 27 _ 28 _ 29 _ 30 _ Total __ __ __ __ __
  • 1_ 2_ 3_ 4_ 5_ 6_ 7_ 8_ 9_ 10 _ 11 _ 12 _ 13 _ 14 _ 15 _ 16 _ 17 _ 18 _ 19 _ 20 _ 21 _ 22 _ 23 _ 24 _ 25 _ 26 _ 27 _ 28 _ 29 _ 30 _ Challenge Inspire Enable Model Encourage the a Others to the the Process Shared Vision Act Way Heart
  • Become A Better Leader
  • Become A Better Leader Have five to six of your co-workers and direct reports fill out a form.
  • Become A Better Leader Have five to six of your co-workers and direct reports fill out a form. No names.
  • Become A Better Leader Have five to six of your co-workers and direct reports fill out a form. No names. Never check an individuals response.
  • Become A Better Leader Have five to six of your co-workers and direct reports fill out a form. No names. Never check an individuals response. Have them turned in to someone other than you.
  • Become A Better Leader Have five to six of your co-workers and direct reports fill out a form. No names. Never check an individuals response. Have them turned in to someone other than you. Total all the scores for each column and average the column scores.
  • Become A Better Leader
  • Become A Better Leader Look at your two lowest columns
  • Become A Better Leader Look at your two lowest columns Review the questions under the two leadership profiles. Rank them.
  • Become A Better Leader Look at your two lowest columns Review the questions under the two leadership profiles. Rank them. Meet with all the respondents either as a group or individually and discuss your results.
  • Become A Better Leader Look at your two lowest columns Review the questions under the two leadership profiles. Rank them. Meet with all the respondents either as a group or individually and discuss your results. Talk about your low areas of leadership. Ask for honest feedback but never ask how someone individually scored you.
  • Become A Better Leader Look at your two lowest columns Review the questions under the two leadership profiles. Rank them. Meet with all the respondents either as a group or individually and discuss your results. Talk about your low areas of leadership. Ask for honest feedback but never ask how someone individually scored you. Start making improvements based on your staff’s feedback
  • Become A Better Leader Look at your two lowest columns Review the questions under the two leadership profiles. Rank them. Meet with all the respondents either as a group or individually and discuss your results. Talk about your low areas of leadership. Ask for honest feedback but never ask how someone individually scored you. Start making improvements based on your staff’s feedback
  • Become A Better Leader Look at your two lowest columns Review the questions under the two leadership profiles. Rank them. Meet with all the respondents either as a group or individually and discuss your results. Talk about your low areas of leadership. Ask for honest feedback but never ask how someone individually scored you. Start making improvements based on your staff’s feedback
  • Become A Better Leader Look at your two lowest columns Review the questions under the two leadership profiles. Rank them. Meet with all the respondents either as a group or individually and discuss your results. Talk about your low areas of leadership. Ask for honest feedback but never ask how someone individually scored you. Start making improvements based on your staff’s feedback
  • Become A Better Leader Look at your two lowest columns Review the questions under the two leadership profiles. Rank them. Meet with all the respondents either as a group or individually and discuss your results. Talk about your low areas of leadership. Ask for honest feedback but never ask how someone individually scored you. Start making improvements based on your staff’s feedback
  • Notice: Men Wanted for hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger. Safe return doubtful. Honor and recognition in case of success.
  • Notice: Men Wanted for hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger. Safe return doubtful. Honor and recognition in case of success.
  • Notice: Men Wanted for hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger. Safe return doubtful. Honor and recognition in case of success.
  • GHF Vision
  • GHF Vision To become known as one of the best companies for the world!
  • GHF Mission
  • GHF Mission To keep Gainesville the healthiest community in America, one person, one business at a time.
  • GHF Core Purpose
  • GHF Core Purpose To create an experience that helps people get the most out of life, while inspiring them to become their best.
  • Core Values
  • Core Values Integrity
  • Core Values Integrity Hardworking
  • Core Values Integrity Hardworking Creators of our own Future
  • Core Values Integrity Hardworking Creators of our own Future Extraordinary Commitment to Helping Others
  • Core Value - Integrity
  • Core Value - Integrity We define integrity as always doing the right thing even when no one is looking, we do not lie, steal, or cheat.
  • Core Value - Integrity We define integrity as always doing the right thing even when no one is looking, we do not lie, steal, or cheat. As Mark Twain said, “When in doubt, tell the truth.”
  • Core Value - Hardworking
  • Core Value - Hardworking We give 100% effort to everything we do and we work until the job gets done
  • Core Value - Hardworking We give 100% effort to everything we do and we work until the job gets done The mental fortitude required in the high intensity workout interview sets the tone for our company
  • Creating Our Own Future
  • Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go
  • Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go No one can take this power away from us; it is ours alone. We can do what we want to do, we can be who we want to be
  • Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go No one can take this power away from us; it is ours alone. We can do what we want to do, we can be who we want to be We develop our own future by applying persistence to the possibilities. Our future is all around us
  • Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go No one can take this power away from us; it is ours alone. We can do what we want to do, we can be who we want to be We develop our own future by applying persistence to the possibilities. Our future is all around us If we seek, we will find it. If the door is closed, we must knock and keeping knocking until it opens. We never give up
  • Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go No one can take this power away from us; it is ours alone. We can do what we want to do, we can be who we want to be We develop our own future by applying persistence to the possibilities. Our future is all around us If we seek, we will find it. If the door is closed, we must knock and keeping knocking until it opens. We never give up Winston Churchill was once asked how history would remember him. He replied, “History will be kind for I intend to write it.”
  • Extraordinary Commitment to Helping Others
  • Extraordinary Commitment to Helping Others We offer a consistent level of service that far exceeds the ordinary
  • Extraordinary Commitment to Helping Others We offer a consistent level of service that far exceeds the ordinary We actively search for ways to anticipate and accommodate the needs and wants of our fellow employees, customers, and community
  • Culture Culture is defined as the way we do things around here. It is the fever everybody catches when they join our organization.
  • Culture A learning & challenging environment that develops leaders who are:
  • Culture A learning & challenging environment that develops leaders who are: 1. Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks.
  • Culture A learning & challenging environment that develops leaders who are: 1. Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. 2. Professional: Appropriate communication, manners, physical appearance/attire.
  • Culture A learning & challenging environment that develops leaders who are: 1. Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. 2. Professional: Appropriate communication, manners, physical appearance/attire. 3. Dedicated: Always going the extra mile.
  • Culture A learning & challenging environment that develops leaders who are: 1. Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. 2. Professional: Appropriate communication, manners, physical appearance/attire. 3. Dedicated: Always going the extra mile. 4. Energetic: Boundless energy, full of life, enthusiastic; positive attitude; always demonstrating these characteristics, even when you are having a bad day.
  • Culture A learning & challenging environment that develops leaders who are: 1. Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. 2. Professional: Appropriate communication, manners, physical appearance/attire. 3. Dedicated: Always going the extra mile. 4. Energetic: Boundless energy, full of life, enthusiastic; positive attitude; always demonstrating these characteristics, even when you are having a bad day. 5. Passionate: Strong, unwavering belief in our cause.
  • Culture A learning & challenging environment that develops leaders who are: 1. Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. 2. Professional: Appropriate communication, manners, physical appearance/attire. 3. Dedicated: Always going the extra mile. 4. Energetic: Boundless energy, full of life, enthusiastic; positive attitude; always demonstrating these characteristics, even when you are having a bad day. 5. Passionate: Strong, unwavering belief in our cause. 6. Fearless: Willing to try something new; making aggressive mistakes – taking risks through well planned and executed decisions
  • Culture 7. Knowledgeable: Educational Opportunities
  • Culture 7. Knowledgeable: Educational Opportunities “War College” to include training in sales, finance, leadership, personal development, TQM, operations, marketing, maintenance, rehab, public speaking, exercise/nutrition, and personal training. Initial Training Pre/Post Shifts In-House Workshops Follow-Up Training Certification Sessions (Host) Community Outreach Programs Cross-Training
  • Culture 8. APPRECIATION & REWARD FOR EXCEPTIONAL PERFORMANCE:
  • Culture 8. APPRECIATION & REWARD FOR EXCEPTIONAL PERFORMANCE: The Eagle Program Master Instructor Program Conferences/Seminars/Certifications Structured Evaluations/Raises Monthly continuing education sessions Advancement opportunities/more responsibility Employee Fun Calendar Employee Suggestion Program Rock All-Star Banquet Mentor Program
  • Culture 9. An ENVIRONMENT of TEAMWORK:
  • Culture 9. An ENVIRONMENT of TEAMWORK: Individuals make sacrifices for the good of the team. Mutual trust/respect for co-workers; staff fill in for each other, sales staff help each other to reach individual goals (to achieve greater group goal) One team, better and faster than anybody in the world. Providing people with the support they need to contribute, rewarding people for helping each other, assigning work to ensure interdependency, making you an integral member of the team. All staff work toward a common goal/shared understanding.
  • Culture My supervisxr txld me that teamwxrk depends xn the perfxrmance xf every single persxn xn the team. I ignxred that idea until my supervisxr shxwed me hxw the xf fice typewriter perfxrms when just xne single key is xut xf xrder. All the xther keys xn yxur typewriter wxrk just fine except xne, but that xne destrxys the ef fectiveness xf the typewriter. Nxw I knxw that even thxugh I am xnly xne persxn, I am needed if the team is tx wxrk as a successf ul team shxuld.
  • Culture 10.CONTINUOUS IMPROVEMENT
  • Culture 10.CONTINUOUS IMPROVEMENT Kaizen improvements (small steps or evolutionary changes toward improvement): development of zones, scripting for sales team, mandatory group training for all staff, new rehabilitation treatments.
  • Culture 10.CONTINUOUS IMPROVEMENT Kaizen improvements (small steps or evolutionary changes toward improvement): development of zones, scripting for sales team, mandatory group training for all staff, new rehabilitation treatments. Breakthrough improvements (major or revolutionary developments): Gainesville Health and Fitness for Women, Nautilus/Medx Circuit, low back machine in rehab, ReQuest Physical Therapy for Women, ReQuest merger with North Florida Regional Medical Center, EFT payment option, sales manual/system.
  • Culture 10.CONTINUOUS IMPROVEMENT Kaizen improvements (small steps or evolutionary changes toward improvement): development of zones, scripting for sales team, mandatory group training for all staff, new rehabilitation treatments. Breakthrough improvements (major or revolutionary developments): Gainesville Health and Fitness for Women, Nautilus/Medx Circuit, low back machine in rehab, ReQuest Physical Therapy for Women, ReQuest merger with North Florida Regional Medical Center, EFT payment option, sales manual/system. Knowing we can always be better.
  • Our Envisioned Future
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service.
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders.
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices.
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines.
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise.
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise. We will develop a center for professional management training where businesses and universities from all over the world send their staff to learn about our systems.
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise. We will develop a center for professional management training where businesses and universities from all over the world send their staff to learn about our systems. We will form strategic alliances with local and national organizations.
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise. We will develop a center for professional management training where businesses and universities from all over the world send their staff to learn about our systems. We will form strategic alliances with local and national organizations. A best selling book will be written about our business.
  • Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise. We will develop a center for professional management training where businesses and universities from all over the world send their staff to learn about our systems. We will form strategic alliances with local and national organizations. A best selling book will be written about our business. We will win local and national business awards.
  • Create a Document that tells your entire story
  • Set Goals
  • Set Goals Personally
  • Set Goals Personally Professionally
  • Set Goals Personally Professionally Accountable
  • Set Goals Personally Professionally Accountable
  • Set Goals Personally Professionally Accountable
  • Belief
  • Belief Your greatest critic and your great source of inspiration is ? 300 -400 words
  • Belief Your greatest critic and your great source of inspiration is ? 300 -400 words You can’t move away from what you’re thinking; you’re always moving in the direction of your dominant thoughts. Denis Waitley
  • Belief Your greatest critic and your great source of inspiration is ? 300 -400 words You can’t move away from what you’re thinking; you’re always moving in the direction of your dominant thoughts. Denis Waitley Create your self talk
  • Humility
  • Humility “Beware the man who leads his flock with rhinestone’s on his staff”
  • Learn from Mistakes “A smart businessperson makes mistakes, learns from his mistakes and doesn’t make the same mistakes again.”
  • Better Yet “A wise businessperson watches the smart businessperson and doesn’t make the mistake in the first place.”
  • DETERMINATION Grit, Self-Discipline and Confidence Sustain effort toward a very long-term or challenging goal. Stick with things when the going gets tough
  • “Ask the best salesmen what it takes to be a great salesman. They will always tell you that it helps when you really believe in the product your selling.” -Simon Sinek
  • Imagine Your Life In Reverse
  • Passion
  • Imagine everyday 86,400 was put into your account; no interest is made and it’s never carried over to the next day; but it is replaced with 86,400 Jazz Rose
  • Imagine everyday 86,400 was put into your account; no interest is made and it’s never carried over to the next day; but it is replaced with 86,400 Jazz Rose A) Use as much as you possibly can to improve yourself and the lives of those around you?
  • Imagine everyday 86,400 was put into your account; no interest is made and it’s never carried over to the next day; but it is replaced with 86,400 Jazz Rose A) Use as much as you possibly can to improve yourself and the lives of those around you? B) Sleep-24 hours a day because you know you have nothing to worry about?
  • Imagine everyday 86,400 was put into your account; no interest is made and it’s never carried over to the next day; but it is replaced with 86,400 Jazz Rose A) Use as much as you possibly can to improve yourself and the lives of those around you? B) Sleep-24 hours a day because you know you have nothing to worry about? C) Go out and shop and spend most of your day enjoying yourself?
  • Special bank account is TIME!
  • Special bank account is TIME! 86,400 seconds every day to make everything about you and everyone who comes in contact with you better
  • Joe Cirulli President/CEO jcirulli@ghfc.com
  • “WIN BY CHOICE NOT BY CHANCE” Thank You Joe Cirulli President/CEO jcirulli@ghfc.com