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Intentional Leader (25 PAGE PREVIEW)

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This is a 25 page sample of INTENTIONAL LEADER. Order at http://store.giantimpact.com/intentional-leader/

This is a 25 page sample of INTENTIONAL LEADER. Order at http://store.giantimpact.com/intentional-leader/

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  • 1. W E L C O M E T O intentional L E A D E RThe Intentional Leader experience was created forleaders like you – to give you an opportunity to growat higher levels through daily experiences. Each day ofthis experience has been specifically designed to helpyou discover how you are doing in several foundationalareas of leadership. Our desire is that by the end of thisexperience you would be drawn to a deeper commitmentand greater impact in your leadership.Every month has a monthly theme, weekly directions,and daily activities. Each month’s guide contains fourweeks’ worth of materials. Each week consists of fivedays of activities. Here are the daily components for eachweek:DAy 1 – Weekly Direction: Introduction to the week’s themeDAy 2 – What is True About You: Daily internal activityDAy 3 – External Significance: Daily external activityDAy 4 – Reflection: Summation of week’s themeDAy 5 – Preparation: Being intentional with your weekendIt is our desire that the process of completing thisprogram will increase your confidence in yourself, yourinfluence on others, and your ability to make a real andlasting difference as a leader.
  • 2. intentional L E A D E R Daily Leadership Growth for You and Your Team
  • 3. © 2011 Giant Impact, LLC. ALL RIGHTS RESERVED. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, photocopying, recording, or otherwise—without prior written permission.4
  • 4. V I S I O N Month 1
  • 5. V I S I O N I BELIEVE that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. - J O h N F. K E N N E Dy, M Ay 2 5 , 1 9 6 1With those words, President Kennedy cast the vision for perhaps The clarity of your vision, along with your ability to cast thatthe most spectacular feat ever undertaken by the United States vision, will determine what you’re able to accomplish inof America. His ambitious vision captivated the imagination of leadership.Americans, and it motivated the nation’s brightest scientistsand astronauts to pursue a seemingly impossible mission. EXPLORE:No one, even a generation earlier, could have fathomed a man Take a few minutes to ponder these questions which will helpwalking around on the moon. Consider that only fifty years you begin to examine this month’s theme.before Kennedy’s speech, most Americans were traveling byhorse and buggy! In those days, sending a man to the moonwould have seemed just as ridiculous as traveling backward in DO yOuR DAILy ACTIVITIES align with your long-range vision?time. DOES yOuR ORgANIzATION’S VISION inspire commitment fromAmazingly, NASA accomplished Kennedy’s daring vision when your team?the crew of Apollo 11 landed on the moon in July of 1969. Withina dozen years of JFK’s speech, twelve astronauts had walked on hOW DO yOu REguLARLy COMMuNICATE your vision to those youthe surface of the moon. America had done the impossible, and lead?the entire country took pride in the accomplishment.1 hAS yOuR VISION been adopted by your team?By developing a picture of what could be and inspiring others INTENTIONAL LEADERto inherit their vision, leaders set the agenda for the future.Through vision, a leader initiates progress and motivatesothers to achieve what they never imagined possible. 7
  • 6. multiple mediums to carry forward his vision and left his mark on society like few others.2 week ONE: As a leader, you’ll be most effective when your actions are PERSONAL VISION aligned under the banner of a consuming vision. If you can’t see greatness in your mind’s eye, then you’ll never LEADINg OThERS WELL begins with leading experience it in life. Envision yourself succeeding, and refuse yourself well. And without a strong personal to let failure deter your vision. day vision driving your own leadership, even this task can prove difficult. ONE Perhaps no other name illustrates this more than Walt AC T I O N P O I N T: Disney. Disney is a brand synonymous with innovation and success. However, the theme park, television channel, TODAy, ThINK about what may be preventing you from film studio, cruise line, and retail juggernaut hasn’t always confidently believing in your personal vision. What is it? experienced the level of success we all see today. While Disney was well known since the late 1920s, as Hollywood’s leading independent studio head, he didn’t experience the same prosperity as other studios during World War II because of the time and labor-intensive work of creating animated films. He knew that he couldn’t keep going down the same road he had been on and expect different results. Armed with a vision that few others would have seen, Disney convinced the American Broadcast Company (ABC) to contribute half a million dollars toward the construction costs of a new amusement park he dreamed of opening in southern California. Within a year of the park’s opening in 1955, millions of fans flocked to the new ‘Disneyland’ and an empire was born. For the next 50+ years, Disney was a master of leveraging8
  • 7. day WhAT IS TRuE ABOuT yOu? EXTERNAL SIgNIFICANCE day When you dream and have a vision for your life, Today, examine your personal vision journey.T WO ThREE you begin to set your journey apart from what What area(s) do you need to fine-tune in theothers are doing. With each step in the direction of your pursuit of your personal vision? Select one of the followingdream, you become a better version of yourself. Through this areas of personal vision and block out time today to processjourney you become focused, refined, and experienced. If you this area with a trusted friend or co-worker.cannot lead yourself in the pursuit of your personal vision,how do you expect to lead others in the pursuit of vision? • Knowing your destination • Propelling yourself toward the goal each dayWhAT IS your personal vision (not your business vision)? • Learning from your mistakes With your confidant, DISCuSS ThE FOLLOWINg quESTIONS in relation to the area you selected above: 1. Do I have refined goals or guided principles for this area? 2. What am I willing to give up in order to achieve myhOW DOES your personal vision affect your family or close personal vision?relationships? Are you and they better for it? 3. How will others benefit from my pursuit (even in my mistakes)? 4. Am I pleased with my current progress in this area?hOW DOES it impact your work? 5. How can I improve in this area? WhAT AREA will you fine-tune?DOES yOuR WORK take you closer or farther from yourvision? WhO WILL you ask today? INTENTIONAL LEADER SChEDuLE yOuR TIME TODAy. Take your laptop or a journal and get away! 9
  • 8. Most people rush into the weekend needing rest, with a loose set of plans or projects to get day REFLECTION day Today, refine your vision by writing it down. Be done. What would happen if you looked at your FO u R FIVE detailed about your dream. After you’ve captured weekend a bit differently? What would happen it, go back and condense what you’ve written into a single if you were more intentional about rest, friendship, projects paragraph. Once you have a concise paragraph, see if you can and rejuvenation? Being intentional with your weekends express your personal vision in a single sentence. helps you to not be wasteful with your free time. Usually when we are not well prepared for the weekend, we wind up being not fully prepared for Monday. What do your weekend plans look like? ASK yOuRSELF ThESE quESTIONS to be more intentional with your time: • Picture others in your life… WhAT DO ThEy NEED FROM yOu this weekend? • Think about your rest, needed tasks, and some fun… hOW WILL yOu gIVE TIME & attention to each this weekend? REST: NEEDED TASKS: FuN: • How do you want to feel on Monday? WhAT NEEDS TO hAPPEN this weekend in order for you to feel this way when the weekend is over? gIVE uS CLEAR VISION that we may know where to stand and what to stand for—because unless we stand for something TAKE SOME TIME TODAy to think through big activities that you we shall fall for anything. have coming up in the month ahead. Be sure everything is - PETER MARShALL accounted for in your calendar/weekly planner.10
  • 9. world’s printed books or to solve the global energy crisis, Page and Brin continue to commit themselves to audacious week T WO : goals, refusing to surrender their visions to the confines of possibility. SEEINg ThE BIggER PICTuRE defined by the size and scope of their vision. How AC T I O N P O I N T: day AS MuCh AS ANyThINg, LEADERS ARE firmly are they convinced of their vision? How willing are they to commit to it? The answers to ONE TODAy, ThINK about your team’s commitment to thethese questions dictate the extent of a leader’s influence. organizational vision. Do they believe in its possibility? Do they share your passion for achieving it?The story of Sergey Brin and Larry Page illustrates theenormous power of connecting with a big vision. As studentsat Stanford, Page and Brin grappled with the challengeof linking the growing number of data collections on theInternet. As the two friends became engrossed in the project,they decided to suspend their education to chase after theircolossal vision of making the World Wide Web’s information“universally accessible and useful.”Brin and Page began operating Google out of a garage inSeptember of 1998. By September of 2008, only ten yearslater, Google was processing nearly five billion web searchesper month. The search engine’s massive growth was certainlyfueled by genius, but it relied just as much on the unyieldingcommitment of Brin and Page to a seemingly unattainablevision.3“You have to be a little silly about the goals you are going INTENTIONAL LEADERto set,” advises Page. “There is a phrase I learned in collegecalled, ‘Having a healthy disregard for the impossible.’ Thatis a really good phrase. You should try to do things that mostpeople would not.” Whether attempting to digitize all of the PEOPLE ONLy SEE what they are prepared to see. - RA L P h WA L D O E M E R S O N 11
  • 10. day WhAT IS TRuE ABOuT yOu? EXTERNAL SIgNIFICANCE day Committing to an organizational vision begins Today, take a quick assessment of your T WO ThREE with the organization’s leaders. A strong peers’ or employees’ commitment to the commitment to vision can start by knowing the history of organization. ASK ThE FOLLOWINg quESTIONS of three to five an organization and its values, committing to its vision, and people as you interact with them. building upon the vision. Take a few minutes to evaluate the level of commitment you and your employees have to the 1. What are the key historical facts and values of the vision of your organization. Examine and rate each of these organization? areas where 1 = weak and 10 = strong. 2. What is the vision of the organization? What about the vision is compelling to you? 3. Are you meeting your vision in the organization? 4. How does the organization ask you to build upon its How well do you know the history and values of the organization? vision? WEAK 1 2 3 4 5 6 7 8 9 10 STRONg How well do the employees know the history and values of the organization? RECORD some of their responses. WEAK 1 2 3 4 5 6 7 8 9 10 STRONg Is the vision of the organization compelling and easily communicated? WEAK 1 2 3 4 5 6 7 8 9 10 STRONg Are you and the employees committed to the vision of the organization? WEAK 1 2 3 4 5 6 7 8 9 10 STRONg Can you and the employees build upon the vision of the organization? WEAK 1 2 3 4 5 6 7 8 9 10 STRONg WhEN yOu LOOK at these rankings, what do you see that can be leveraged to build a stronger commitment to the vision of the organization?12
  • 11. Most people rush into the weekend needing rest, with a loose set of plans or projects to get day REFLECTION day This week did you see any discrepancies in done. What would happen if you looked at yourFO u R FIVE your answers or in others’ answers concerning weekend a bit differently? What would happen commitment to the organization’s vision? How can you if you were more intentional about rest, friendship, projects encourage greater buy-in to the vision? What would allow and rejuvenation? Being intentional with your weekends others to see the vision of the organization more clearly? helps you to not be wasteful with your free time. Usually when What would give them a desire to make it their own? we are not well prepared for the weekend, we wind up being not fully prepared for Monday. What do your weekend plans look like? ASK yOuRSELF ThESE quESTIONS to be more intentional with your time: • Picture others in your life… WhAT DO ThEy NEED FROM yOu this weekend? • Think about your rest, needed tasks, and some fun… hOW Now, think about the vision you have for your team. How much have they bought into your vision for them? WILL yOu gIVE TIME & attention to each this weekend? REST: NEEDED TASKS: FuN: • How do you want to feel on Monday? WhAT NEEDS TO hAPPEN this weekend in order for you to feel this way when the weekend is over? INTENTIONAL LEADER 13
  • 12. week ThREE: AC T I O N P O I N T: TRuMPETINg ThE VISION TODAy, CONSIDER the ways you’ve historically reinforced vision to your team or organization. What has worked unless it is communicated simply, clearly, and the best? day VISION gETS LOST IN TRANSLATION consistently. In the words of Andy Stanley, “Vision leaks,” and as such, must be replenished ONE constantly. With respect to vision, leaders ought to err on the side of repetition - repeatedly speaking it, celebrating it, and linking it to action. Pat Woertz has consistently ranked as one of the most powerful women in the world according to Fortune magazine. The President and CEO of Archer Daniels Midland didn’t end up on elite leadership lists by accident. She has a crystal-clear vision of what she wants, and she knows how to get there. Pat Woertz credits her powerful vision as a key factor in her rise to the pinnacle of corporate leadership. “You have to create a succinct and common vision, while carefully articulating exactly where you want people to go.” She explains, “We live in a complicated world, where messages are so easily misunderstood. Clarity is essential.” Woertz walks her talk. She regularly gathers ADM directors and top managers together in order to cast vision. Her concrete benchmarks have given the organization an unmistakable sense of its mission, and her scorecards have made plain ADM’s measures of success. When it comes to vision, Woertz spares no amount of time or energy to ensure IF I hAVE SEEN farther than others, it is because I was that all her prominent leaders are seeing the same picture.4 standing on the shoulders of giants. - I SA AC N E W TO N14
  • 13. day WhAT IS TRuE ABOuT yOu? EXTERNAL SIgNIFICANCE day With so many changes in the world every year, it Today, develop a plan to communicate vision toT WO ThREE is more vital than ever before that organizations your organization or your team. In your plan,clearly communicate their vision to their employees. Answer include the following items and any other key components.the following questions to assess the communication of thevision within your organization or team. • A simple and clear vision statement • The “why” behind the vision statement • Clear benchmarks or goals of the vision • Celebration markers or rewards for accomplishingWhAT ARE the methods by which vision is parts of the visioncommunicated? Are they effective? • The communication strategy to key leaders or team members • Clear action items to consistently reinforce so theWhAT BENChMARKS are associated with the organization’s vision continues to be shared After you develop an initial draft of your plan, seek out thevision or your team’s vision? Do any of these opinion of a trusted advisor or confidant to get feedback.benchmarks need to be modified? START your draft here:DO yOu and the organization reward or celebrate activitythat is linked to the vision? How? If not, why not?hOW DO yOu implement the vision of the organization INTENTIONAL LEADERand link it to action? 15
  • 14. Most people rush into the weekend needing rest, with a loose set of plans or projects to get day REFLECTION day Today, develop an action plan for the month for done. What would happen if you looked at your FO u R FIVE the continued communication of the vision to your weekend a bit differently? What would happen organization or team. Implement the plan and evaluate it at if you were more intentional about rest, friendship, projects the end of the month, then make adjustments to it. Schedule and rejuvenation? Being intentional with your weekends all action items on your calendar. Record several creative ways helps you to not be wasteful with your free time. Usually when that you can communicate and reinforce the vision. we are not well prepared for the weekend, we wind up being not fully prepared for Monday. What do your weekend plans look like? ASK yOuRSELF ThESE quESTIONS to be more intentional with your time: • Picture others in your life… WhAT DO ThEy NEED FROM yOu this weekend? • Think about your rest, needed tasks, and some fun… hOW WILL yOu gIVE TIME & attention to each this weekend? REST: NEEDED TASKS: FuN: • How do you want to feel on Monday? WhAT NEEDS TO hAPPEN this weekend in order for you to feel this way when the weekend is over? gOOD BuSINESS LEADERS create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. - JAC K W E LC h16
  • 15. identity. Following in the footsteps of its founder, Nike advertising rarely features its shoes, but rather the attitude week FO u R : A guIDINg VISION projected by the brand.5 PhIL KNIghT’S VISION for marketing athletic AC T I O N P O I N T: shoes reoriented an entire industry. Prior to day Nike’s arrival on the scene, competitors had TODAy, ThINK of a leader whom you have seen finish grappled with one another to gain an edge ONE well. What did that leader leave behind? How did thefrom low-cost or superior comfort. Knight rewrote the rules, organization continue in the vision after the leader’smaking the game all about “cool.” departure?Leaders with an innovative vision buck the usual trendsand blaze a new trail. Like a compass, their vision providesguidance, pointing the way forward and preventing theorganization from veering off course. Even after leaders havedeparted, their visions endure, lending strategic direction tothose they once led.Phil Knight’s vision gave Nike an unbeatable edge inadvertising by marketing the brand’s image rather thanthe specifics of its shoes. By building its brand around thepersonalities of celebrity athletes such as John McEnroe andMichael Jordan, Nike sold its trademark swoosh as a statussymbol. Thanks to Knight’s advertising vision, Nike shoestranscended the market of serious athletes and entered thefashion mainstream.Although Phil Knight is no longer at the helm of Nike, his INTENTIONAL LEADERvision still steers the ship. The company continues to pay PEOPLE ARE MORE INCLINED to be drawn in if their leader has aprincely sums to secure famous athletes as spokespeople, compelling vision. Great leaders help people get in touchand its ad agency crafts slogans that give Nike shoes a unique with their own aspirations and then will help them forge those aspirations into a personal vision. - J O h N KOT T E R 17
  • 16. day WhAT IS TRuE ABOuT yOu? EXTERNAL SIgNIFICANCE day How good are you at the different components of Today, talk to three people you work closely T WO ThREE vision? Examine and rate yourself in each of these with and who are familiar with your work. areas where 1 = weak and 10 = strong. Ask them to hypothesize with you for a moment so you can have some honest feedback. If you were to leave the organization, how would that impact the vision of your organization or team? Would the organization or your team Defining the vision: How well can you construct or define vision? be able to continue successfully without you? Are they ready WEAK 1 2 3 4 5 6 7 8 9 10 STRONg Communicating vision: How well can you explain the vision to to proceed without you? individuals and groups? WEAK 1 2 3 4 5 6 7 8 9 10 STRONg BEFORE yOu SEEK out those three people today, what would you say about yourself? If you left the organization, Continual communication of the vision: How well do you continue to what impact would that have on the organization or the broadcast the vision? team? Are others equipped to proceed without you? WEAK 1 2 3 4 5 6 7 8 9 10 STRONg Strategy around the vision: How well do you link goals and strategy to vision? WEAK 1 2 3 4 5 6 7 8 9 10 STRONg Investment into employees: To what extent do your employees feel your commitment to them? WEAK 1 2 3 4 5 6 7 8 9 10 STRONg AFTER TAKINg ThIS BRIEF ASSESSMENT, what areas of vision do you need to grow in? What resources can you use to grow in each of these areas (i.e. books, discussion with experts, intentional practice, etc.)? IF yOu DON’T IMPROVE WITh RESPECT TO VISION, how could that affect your organization or team?18
  • 17. Most people rush into the weekend needing rest, with a loose set of plans or projects to get day REFLECTION day Today, consider the responses from those you done. What would happen if you looked at yourFO u R FIVE talked with yesterday. What did you hear that weekend a bit differently? What would happen was good, and what did you hear that concerned you? if you were more intentional about rest, friendship, projects Would your work carry on because of the mark you left? and rejuvenation? Being intentional with your weekends helps you to not be wasteful with your free time. Usually when we are not well prepared for the weekend, we wind up being not fully prepared for Monday. What do your weekend plans look like? ASK yOuRSELF ThESE quESTIONS to be more intentional with your time: • Picture others in your life… WhAT DO ThEy NEED FROM yOu this weekend? As a leader, we have to face the truth and learn. What have • Think about your rest, needed tasks, and some fun… hOW you learned about yourself as you have focused on vision this month? Where do you come up short? Where are you WILL yOu gIVE TIME & attention to each this weekend? strong? What changes will you make in your leadership as a result of what you have learned? REST: NEEDED TASKS: FuN: • How do you want to feel on Monday? WhAT NEEDS TO hAPPEN this weekend in order for you to feel this way when the weekend is over? INTENTIONAL LEADER SPEND SOME TIME TODAy with someone who can help you improve being intentional with your weekends. Review your ideas and plans from the past month. Ask them for ideas on how you can improve. 19
  • 18. As you’ve grappled with vision this month, your spirit has perhaps been stirred with longing. What excites you about the future? What are you hoping to see happen? What’s your final W RA P u P : vision? Whatever your dream may be, make sure to grab it Anyone who has driven in a downpour can attest to the tightly and wring out its energy to fuel your leadership. importance of vision. The rainfall may trouble passengers in the car, but they’re not the ones behind the wheel. For the safety of all, it’s up to the driver to be alert and attentive. Passengers depend on the driver to keep an eye on the road, avoid accidents, and make the proper turns. Like a car’s driver, a leader has the responsibility to see the way forward. Leaders have to anticipate the future and be aware of their organizations’ desired destinations. If they do not, they’re not only lazy, but they’re reckless with the resources at their command. 1 STENgER, RIChARD. “MAN ON ThE MOON: KENNEDy SPEECh IgNITED ThE DREAM.” hTTP:// Vision correlates to a bold imagination. Leaders should be able ARChIVES.CNN.COM. 2001. CNN ONLINE. 6 FEBRuARy 2009. <hTTP://ARChIVES.CNN.COM/2001/ to articulate a compelling vision that invites others to enlist in TECh/SPACE/05/25/KENNEDy.MOON/>. a cause greater than their own self-interest. Knowing where you’re going is essential, but inspiring others to join the voyage 2 WEISBLAT, TINKy. “WALT DISNEy: u.S. ANIMATOR/PRODuCER/MEDIA EXECuTIVE.” ThE carries equal weight. MuSEuM OF BROADCAST COMMuNICATIONS. 2011. <hTTP://WWW.MuSEuM.TV/EOTVSECTION. PhP?ENTRyCODE=DISNEyWALT>. Visionary leaders are dreamers. Not fanciful idlers, but women and men who marry passionate action to their notions of an 3 MALSEED, MARK AND VISE, DAVID. “A hEALThy DISREgARD FOR ThE IMPOSSIBLE: PART 1.” ideal future. As T.E. Lawrence said, WWW.ENOTALONE.COM. 2009. ENOTALONE ONLINE. 28 MAy 2009. <hTTP://WWW.ENOTALONE. COM/ARTICLE/18937.hTML>. 4 “AMONg MOST POWERFuL WOMEN IN ThE WORLD ACCOuNTINg gRADuATE RANKS.” WWW. ALL MEN DREAM: BuT NOT EquALLy. Those who dream by night SMEAL.PSu.EDu. 2001. SMEAL COLLEgE OF BuSINESS. 6 FEBRuARy 2009. <hTTP://WWW.SMEAL. in the dusty recesses of their minds wake in the day to PSu.EDu/NEWS/LATEST-NEWS/OCT01/ACTggRAD.hTML>. find that it was vanity: but the dreamers of the day are dangerous men, for they may act their dream with open 5 KRENTzMAN, JACKIE. “ThE FORCE BEhIND NIKE.” WWW.STANFORDALuMNI.ORg. 1997. STANFORD eyes to make it possible. MAgAzINE. 6 FEBRuARy 2009. <hTTP://WWW.STANFORDALuMNI.ORg/NEWS/MAgAzINE/1997/ JANFEB/ARTICLES/KNIghT.hTML>.20
  • 19. R E L A T I O N S h I P S Month 2
  • 20. R E L A T I O N S h I P S RELATIONShIPS ARE the best indicators of a successful and satisfied life.Relationships mold us, and we shape others through them. We What is true in physical science holds true in human relations:cannot help but be impacted by the lives of those closest to us. we’re greater together than by ourselves.For this reason relationships, not riches, are the best indicatorsof a successful and satisfied life. EXPLORE:It has been said, “practice makes perfect,” but, more importantly, Take a few minutes to ponder these questions which will helprelationships eliminate the fear of imperfection. Regardless of you begin to examine this month’s theme.personal brilliance, every leader has weaknesses and blindspots that can only be overcome by relationships. If we desireto be effective influencers, we cannot live in isolation. Rather, hOW DO yOuR STRENgThS AND WEAKNESSES show up in yourwe must work together to cover our flaws and sharpen our relationships?strengths. hOW hAVE ThE RELATIONShIPS IN yOuR LIFE helped you grow as aThe scientific principle of synergy is a prime example of how leader?we are at our best when we’re in relationships with others. Itis commonly supposed that 2 + 2 = 4. However, in the case of WhEN hAVE yOu PuT ASIDE relational differences to pursue asynergy, the combined effort of two or more forces is greater shared goal?than the sum of their individual forces. In essence, 2 + 2 = 5. IN WhAT WAyS have you made sacrifices for the sake of aConsider an example from a county fair horse-pulling contest. relationship?At the end of the competition, the winning horse pulled 5,000pounds, while the second place horse pulled 4,000 pounds.Event organizers decided to yoke the horses together, expecting INTENTIONAL LEADERthem to pull 9,000 pounds. Much to their surprise, the horsestowed 12,000 pounds! They had just experienced synergy inaction.1 23
  • 21. week ONE: AC T I O N P O I N T: LOOK IN BEFORE REAChINg OuT TODAy, TAKE AN INVENTORy of your strengths and weaknesses in the area of relationships. Which relational skills do ABRAhAM LINCOLN’S gRASP of his personal you feel are your strengths? strengths and weaknesses enabled him to form day relationships with bitter rivals in order to steer the United States through some of its most ONE precarious days in history. Abraham Lincoln ascended to the presidency from Illinois with relative inexperience on the national scene. A self-aware leader, Lincoln realized he needed to add more seasoned statesmen to his cabinet. With the country divided, he saw the value of unifying the Republican Party before he attempted to reconcile the nation. WhICh RELATIONAL SKILLS do you feel are your weaknesses? For these reasons, Lincoln appointed his foremost political rivals to prominent positions within his cabinet. The move was considered a bizarre tactic at a time when presidents normally stacked the cabinet with loyal supporters. However, Lincoln trusted his ability to manage the egos of his former rivals, and he knew their input would be invaluable. Drawing upon the talents of his rivals-turned-advisers, Lincoln successfully steered the nation through the Civil War.2 When you understand your own strengths and weaknesses, you gain a greater appreciation of others as you see them with strengths and weaknesses as well. As a leader, you begin to know and value others as much as you value yourself, and you see what you can accomplish together. yOu CAN DO what I cannot do. I can do what you cannot do. Together we can do great things. - M OT h E R T E R E SA24
  • 22. day WhAT IS TRuE ABOuT yOu? EXTERNAL SIgNIFICANCE day Here are five underpinnings in building great Share with a close friend or co-worker yourT WO ThREE relationships. Rate yourself in each of these areas: assignment from Day 2. Ask the person how1 = Weak and 10 = Strong. they would rate you in the following five areas. Encourage them to be open and honest with you for your own growth. Five Underpinnings to Building Great Relationships:hONESTy: When you speak with others, do you avoid sharing details thatyou know might reflect poorly on you? Do you easily admit when you hONESTy: When you speak with others, do you avoid sharingdon’t know something, or do you try to cover it up? details that you know might reflect poorly on you? Do youWEAK 1 2 3 4 5 6 7 8 9 10 STRONg easily admit when you don’t know something, or do you try to cover it up?RELIABILITy: Can others count on you to follow through and do what yousay you will do? Do you make a lot of small promises yet don’t followthrough? RELIABILITy: Can others count on you to follow through and doWEAK 1 2 3 4 5 6 7 8 9 10 STRONg what you say you will do? Do you make a lot of small promises yet don’t follow through?RELATINg: When you interact with others, do you seek to understand andlisten attentively, or do you tend to try to be understood? RELATINg: When you interact with others, do you seek toWEAK 1 2 3 4 5 6 7 8 9 10 STRONg understand and listen attentively, or do you tend to try to be understood?EMPAThy: Do you demonstrate your concern by doing what you can tohelp? Support can take many forms, from standing up for someone, to EMPAThy: Do you demonstrate your concern by doing whatgiving him or her an extra measure of kindness during tough times.WEAK 1 2 3 4 5 6 7 8 9 10 STRONg you can to help? Support can take many forms, from standing up for someone, to giving him or her an extra measure ofTIME: Do you continually invest time and energy into your most kindness during tough times.important relationships? Are you mutually contributing to theserelationships, or are you taking and not giving? TIME: Do you continually invest time and energy into yourWEAK 1 2 3 4 5 6 7 8 9 10 STRONg most important relationships? Are you mutually contributing INTENTIONAL LEADERAFTER RATINg yOuRSELF, summarize your thoughts and takeaways on to these relationships, or are you taking and not giving?how well you build relationships. Are your relationships mutuallybeneficial to both parties? 25