Maintain the compass

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  • We will transition from a brief introduction of the 7 habits into a discussion of the of principles that are influenced 8 th Habit. 7 habits-Build bank accounts. Building account starts with trust up the ladder and down. Employment is a “mutually beneficial agreement”! Measuring success. Four quadrants. Finding significance- each employee strives to find significance from the janitor to the dean. Finding Voice- Allowing each person to “find their voice” is critical.
  • Are concepts established by Stephen Covey and are the basis of a book published in the late 1980’s. I have been using these habits since the early 1990’s, successfully.
  • Be proactive. Not busy! Continuously move towards quadrant II (to be explained). Begin with the end in mind and move towards it using sound principles and ethics. Create a mission statement that incorporates personal and corporate values. Values that are inclusive and are established and practiced from the top down and from the bottom up will ensure mission success. A failure in trust at any level destroys the bank account. Integrity is key to execution. Seek to understand first. Once you understand apply the vision and values fairly. Think win/win. Sometimes fairly does not always mean evenly. Understand that people want input and significance. Synergize. Get buy in of values and the mission. Create cooperation and empower. Sharpen all of the first six. Create whole person values. Move yourself into Quadrant II first. Lead by example and then mentor.
  • 1.Be in quadrant II. Don’t put out fires prevent them. 2. Take time to eat an ice cream with your daughter. 3. Avoid busy work, time waster, the internet at work-In). 4. Avoid quadrant I. If needed put out the fire, fix the source of it , and move into II.
  • The result are self evident.
  • An old paradigm but applicable to focus and execution. These Rules still apply even in the Seven Habits and an era of soft skills”. How one gets to the triangle takes good management. If these basics are met the seven habits, Deming's principals, and Fayol’s laws become even more powerful tools. Maintaining basic levels of these yourself will instill trust, respect, and synergy in others. Success. Attitude- A word thrown around usually by RA RA guys without substance. Attitude comes from the certainty that your boss knows your needs, period. We will discuss whole employees shortly. The company needs are usually fairly clear, exempt are situations where alighnment does not exist (every man for himself). Establish clear goals and the methods by which the goals are evaluated. Establish consistent periodic reviews. Attendance, at work in meetings, company events, etc… Attendance does not mean that one is present.
  • Build from the bottom up. Lead by example. Avoid time wasters. Reinforce successful goals. If a goals is not met make sure it was achievable. If achievable build a bank account, retrain, mentor, teach time management, slides 7-10. Honestly address the unmet goal and synergize to achieve it the next time.
  • A tool for all. Be proactive. Don’t intend to do anything. Encourage employees to write a mission statement, a to-do list, and execute. Develop employees up the arrow. Teach employees at the do it paradigm to mentor.
  • Demand goes down during the cycle moving the group into quadrant II. Trouble spots represented as red, yellow and green also move towards quadrant II. This creates (RT), rest time, relaxation time, retraining time, and robustness time. The areas around the X are opportunities to improve efficiency and move the group towards the top of the triangle of the next cycle. It is also an area the be used as a rewards area. This tool and paradigm motivates a team continuously towards the end as long as RT exists. If RT does not exist teams will migrate the hypotenuse of the triangle towards the F line thus evening out the cycle and work load. The F line is where the demand does not move down during the cycle. The work levels and creates a paradigm where there is no room to develop quadrant II. Problems normally handled easily become red and fall inside the triangle impacting the cycle.
  • Are concepts established by Stephen Covey and are the basis of a book published in the late 1980’s. I have been using these habits since the early 1990’s, successfully.
  • The roles are divided into four segments. The roles are a function that develops Focus and Execution throughout the organization, department, etc… Empowering blends the skills needed to create Modeling, Pathfinding, and Aligning.
  • These are the results of successful implementation of the values and methods of the four roles. Sharpen the saw
  • 1.These are the hierarchy levels that will be developed using the four roles of leadership and other 7 habit and 8 th habit. Independent of position everyone should sharpen the saw and evaluate what level one is at and sharpen the saw.
  • Are concepts established by Stephen Covey and are the basis of a book published in the late 1980’s. I have been using these habits since the early 1990’s, successfully.
  • Integrity (trust) is the most important value an employee wants from their manager, supervisor. An employee would rather be told of their short comings honestly and openly. As a manager you can develop an employee to improve weak areas and encourage strengths. Let employees know you want to develop them (communication, people focused, motivator, trust). Make decisions based on truth and integrity. Be courageous. “ I would rather ask for forgiveness, thank ask for permission”.
  • The Golden Rule. This creates “synergy”, loyalty, and trust.
  • Voice is what all people want. Significance is what people desire and feel.. This in the presenters opinion based on 30 years experience is the most important concept of the 8 th Habit.
  • The sweet spot. A different triangle focused on developing soft skills that have their foundation in sound principals and concrete rules.
  • Are concepts established by Stephen Covey and are the basis of a book published in the late 1980’s. I have been using these habits since the early 1990’s, successfully.
  • Are concepts established by Stephen Covey and are the basis of a book published in the late 1980’s. I have been using these habits since the early 1990’s, successfully.
  • 1. Establish goals and objective. Make sure they are real, achievable, and are driven by the “owner” with management support and influential leadership that aligns and empowers. 2 Establish a merit reward based on department success and contribution (measurable). Ensure the base line merit raise is significanant to satisfy people or get rid of them. Establish a bonus program that rewards company success. While many of Deming’s principals are sound and interesting some may create apathy.
  • Maintain the compass

    1. 1. Maintain the Compass <ul><li>8 th Habit- Leadership Roles </li></ul><ul><ul><li>Modeling & Pathfinding </li></ul></ul><ul><ul><ul><li>Focus </li></ul></ul></ul><ul><ul><li>Alignment & Empowerment </li></ul></ul><ul><ul><ul><li>Execution </li></ul></ul></ul><ul><ul><li>Hierarchy Development </li></ul></ul><ul><ul><ul><li>Whole person </li></ul></ul></ul><ul><ul><ul><li>Understanding Need, Passion, Talent, Conscience. </li></ul></ul></ul><ul><ul><ul><li>The Sweet Spot </li></ul></ul></ul><ul><li>7 Habits </li></ul><ul><ul><li>Build bank accounts </li></ul></ul><ul><ul><li>Four quadrants </li></ul></ul><ul><li>Efficiency & Controls </li></ul><ul><ul><li>Time Management </li></ul></ul><ul><ul><li>Triangle of Success </li></ul></ul><ul><ul><li>Set the Clock </li></ul></ul><ul><ul><li>Triage Triangle </li></ul></ul>
    2. 2. The 7 Habits
    3. 3. 7 Habits <ul><li>Covey, S. (1989). The 7 Habits of Highly Effective People (1 ed.). United States: Free Press. </li></ul>Whole Person Renewal 7. Sharpen the Saw Value Differences Creative Cooperation 6. Synergize Consideration/Courage Mutual Understanding 5. Seek First to Understand, Then to be Understood Abundance Mutual Respect/Benefit 4. Think Win – Win Priority/ Action Integrity/Execution 3. Put First Things First Two Creations/ Focus Vision/Values 2. Begin with the End in Mind Self-Determination Responsibility/Initiative 1. Be Proactive Paradigm Principle Habit
    4. 6. Efficiency and Control
    5. 7. Triangle of Success Performance Attendance Attitude Success
    6. 8. Set your clock <ul><li>Identify, proclaim a mission and values. </li></ul><ul><li>Develop and maintain the values. </li></ul><ul><li>Set clear, fair, attainable goals according to position. </li></ul><ul><li>Measure the goals and reward promote based achievement. </li></ul><ul><li>Plan weekly, delegate (empower). </li></ul><ul><li>Plan yourself weekly. </li></ul><ul><li>Plan daily (only out of quadrant II). Monitor bank accounts daily, including extra training, growth opportunities, or a spontaneous group lunch. </li></ul>Identify Mission & Values Set Goals-Measure Plan Weekly Plan Daily
    7. 9. Levels of Initiative? Self- Empowerment Wait Until told Ask Make a recommendation “ I intend to do it” Do it and report it immediately Do it and report periodically Do it Repeat and mentor (C. Brawley)
    8. 10. Triage Triangle  --------------------------CYCLE----------------------------  Demand X F R T
    9. 11. The 8th Habit Leadership lead or get out of the way
    10. 12. The 8 th Habit- <ul><li>The four roles & resulting paradigms </li></ul><ul><li>Hierarchy development </li></ul><ul><li>Leadership values ranked </li></ul><ul><li>Levels of initiative </li></ul><ul><li>Whole person </li></ul><ul><li>Voice (significance) </li></ul><ul><li>The Sweet Spot </li></ul>
    11. 13. Four Roles of Leadership <ul><li>Focus </li></ul><ul><li>Modeling (conscience)- Set a good example. Establish trust from above. Exemplify work ethic, time management, mutual respect, and honesty. </li></ul><ul><li>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. </li></ul><ul><li>Execution </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul>Covey, S. (2004). The 8th Habit (1 ed.). United States: Free Press .
    12. 14. Four Roles of Leadership-Results Covey, S. (2004). The 8th Habit (1 ed.). United States: Free Press. <ul><li>MODELING </li></ul><ul><li>Develop trust </li></ul><ul><li>Inspire trust </li></ul><ul><li>Creative cooperation </li></ul><ul><li>Established core values </li></ul><ul><li>PATHFINDING </li></ul><ul><li>• Creates order </li></ul><ul><li>• Creates involvement in strategic decisions. </li></ul><ul><li>• Established ownership of the modeling </li></ul><ul><li>• Emotional connection established </li></ul><ul><li>ALIGNING </li></ul><ul><li>• Creates structure, systems, and processes that support </li></ul><ul><li>• Affirms the spirit of trust, vision, and empowerment. </li></ul><ul><li>• Instills accountability. </li></ul><ul><li>EMPOWERING </li></ul><ul><li>• The fruit of modeling, path finding, and aligning. </li></ul><ul><li>• Unleashes human potential without external motivation </li></ul><ul><li>• Increases productivity, awareness </li></ul>
    13. 15. Level 5 Hierarchy Level 2 Level 1 Level 3 Level 4 Level 5 Level 5 Effective Leader Competent Manager Contributing Team Member Highly capable Team Member
    14. 16. The 8th Habit Whole Employees
    15. 17. Leadership Focus- <ul><li>Exemplify trust and trustworthiness </li></ul><ul><li>Communication </li></ul><ul><li>People focused </li></ul><ul><li>Visionary </li></ul><ul><li>Caring </li></ul><ul><li>Decision Maker </li></ul><ul><li>Model </li></ul><ul><li>Motivator </li></ul><ul><li>Expert </li></ul><ul><li>Courageous </li></ul>
    16. 18. Whole Person in a whole job In servicing human needs in principled ways SPIRIT Treat me kindly Use me creatively Pay (compensate) me Fairly
    17. 19. The 8 th Habit Passion Talent Need Conscience V (V) Voice is what gives us unique personal significance
    18. 20. Principle-Centered Focus & Execution Sweet Spot S Personal Greatness Vision, discipline, Passion, Conscience Leadership Greatness Modeling Pathfinding Aligning Empowering Organizational Greatness Vision Mission Values
    19. 21. Fayol’s Laws
    20. 22. Fayol’s Laws <ul><li>1. Division of work- divide the work into specialized tasks and assign responsibility. </li></ul><ul><li>2. Authority- delegate authority along with responsibility. </li></ul><ul><li>3. Discipline- make expectation and punish violations. </li></ul><ul><li>4. Unity of Command- each employee reports to one supervisor. </li></ul><ul><li>5. Unity of Direction- employees’ efforts should be focused on achieving organizational objectives. </li></ul><ul><li>6. Subordination of individual interest to the general interest. </li></ul><ul><li>7. Remuneration- systematically reward efforts that support the organization's direction. </li></ul><ul><li>8 Centralization– determine the relative importance of superior and subordinate roles. </li></ul><ul><li>9. Scalar chain- keep communication within the chain of command. </li></ul><ul><li>10 Order- order jobs and material so they support the organizations direction </li></ul><ul><li>11. Equity- ensure there is fair discipline. Fair discipline and rewards enhance employee commitment. </li></ul><ul><li>12 . Stability and tenure- “shit rolls down hill”. Promote employee loyalty and longevity. </li></ul><ul><li>13. Initiative- encourage employees to act on their own in support of the organizations direction. </li></ul><ul><li>14. Esprit de corps- promote a unity of interest between employees and management. </li></ul>
    21. 23. Deming <ul><li>Create constancy of purpose for the improvement of product and service, with the aim to become competitive, stay in business, and provide jobs. </li></ul><ul><li>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. </li></ul><ul><li>Cease dependence on mass inspection to achieve quality. Instead, improve the process and build quality into the product in the first place. </li></ul><ul><li>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. </li></ul><ul><li>Improve constantly, and forever, the system of production, service, planning, of any activity. This will improve quality and productivity and thus constantly decrease costs. </li></ul><ul><li>Institute training for skills. </li></ul><ul><li>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. </li></ul>
    22. 24. Deming <ul><li>Drive out fear and build trust so that everyone can work more effectively. </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul><ul><li>Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership 1 . </li></ul><ul><li>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 conflict 2 . </li></ul><ul><li>Institute a vigorous program of education and self-improvement. </li></ul><ul><li>Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. </li></ul>
    23. 25. References <ul><li>Anderson, L. (2006, Mar). The 7 Habits of Highly Effective People. Sales & Marketing Management, Vol. 158 (Issue 2), 26-26. </li></ul><ul><li>Covey, S. (1989). The 7 Habits of Highly Effective People (1 ed.). United States: Free Press. </li></ul><ul><li>Covey, S. (2004). The 8th Habit (1 ed.). United States: Free Press. </li></ul><ul><li>Covey, S. (2006, April). Power to the People. Training, Vol. 43 (Issue 4), 64-64. </li></ul><ul><li>Covey, S. (2006, Mar). The Strong Leader Habit. Training, Vol. 43 (Issue 3), 80-80. </li></ul><ul><li>Deming, W. Edwards, (1982-1986) Out of the Crisis </li></ul><ul><li>Deming, W. Edwards (1993) , The New Economics for Industry, Government, Education </li></ul><ul><li>Fayol, H (1917) General and Industrial Management. </li></ul><ul><li>Mignerey, S. (2006, May). Rules for writing life.. Writer, Vol.119 (Issue 5), 15-16. </li></ul><ul><li>Schambra, W. A. (2006, 09 Feb). 7 (Bad) Habits of (In) effective Foundations. Chronicle of Philanthropy, Vol. 18 (Issue 8), 35-37. </li></ul>
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