Ten Principles For Bringing Out The Best In Self And Others


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The most ennobling, innovative, and profitable of human accomplishments often result from the efforts of people who strive to reach their full potential. The Ten Principles® is about helping you and your employees to maximize your potential. When carefully implemented, the principles will significantly improve performance and results in your organization.

In this seminar, you will learn:

Why your organization should focus on eliciting the best in employees
The ten timeless principles for bringing out the best in self and others
The ten dimensions of the role of leaders in eliciting the best in others
A step-by-step guide for operationalizing each of the principles
How best-practice organizations elicit superior performance from workers
Proven approaches for accessing and developing employees’ true strengths
Best practices for sustaining high performance
Who will benefit from this seminar?
Executives, HR professionals, directors, managers, supervisors, executive/business coaches, trainers, organization development practitioners, and all other leaders stand to benefit immensely from this seminar.

What is included?

Audiovisual presentation – Text, audio, video, charts, pictures and other graphics are used to explain concepts and practical steps that you can immediately apply in your workplace. Feature presentation is designed in PowerPoint.
Audio files – You can make an audio disc from these files or load them to your iPod.
Audio script – The scripts for the audio presentation are attached.
Presentation in PDF – Presentation is also attached in PDF format.
Learning aids, forms, templates, handouts and other resources.
Author contact information

Visit www.starleadership.us

Published in: Business, Education
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  • And defy geo-temporal limitations. To defy geo-temporal limitations means they are applicable in every region of the world. Timeless means that the lessons don’t expire with time. You will earn great rewards if you practice them.
  • An employee who has access to or influence over an important potential client or market can bring huge success to your organization.
  • How eager are your employees to take on assignments? How much discretionary effort do they invest in their jobs? How much sacrifice do they make to get the job done? What is your assessment of their level of effort when you or other supervisors are not physically present? How often do you have to push, nudge, or threaten punishment before a task is accomplished? How proud are they to be a part of your organization? These questions will help you determine the degree of commitment of your employees. Notice that the transition from compliance to commitment on the one hand and improvement in human equity, on the other, do not proceed in a linear manner. In other words, half-hearted commitment is almost as bad as no commitment.
  • “ Pursuing and achieving a vision requires more than a passing commitment. It takes complete and passionate devotion.” --Peter Adebi, The Star Principle
  • It is difficult to stay focused and committed when you have no vision. It is often said that those who fail to plan, plan to fail. Establish a vision and focus on what you can do now—today—to bring it to fruition. In the words of John Wooden , author of they call me coach, “Do not let what you cannot do interfere with what you can do.”
  • Facilitator may choose to pause the presentation and ask audience about their understanding of their organization’s vision. Applaud consistent and clear response. Encourage participants who may not be clear on their organization’s vision to seek clarity. Vision is the picture of the future. Mission or mission statement is a statement of and how it would be achieved. Strategy is a specific approach to achieving the mission. Short and long term goals are designed to execute strategy. There must be a clear line of sight from individual to department goals, organizational strategy, mission and vision.
  • Many organizations do not have a clear vision. Some expend too much energy on semantics.
  • Ten Principles For Bringing Out The Best In Self And Others

    1. 1. TEN PRINCIPLES FOR BRINGING OUT THE BEST IN OTHERS www.starleadership.us [email_address] 856-258-9022 Professional Development Series By: Peter Adebi Preview
    2. 2. <ul><li>Origin of the ten principles </li></ul><ul><li>Why your organization should focus on </li></ul><ul><li>eliciting the best in employees </li></ul><ul><li>Details on each of the principles </li></ul><ul><li>How to elicit the best in people </li></ul><ul><li>Antecedents for practicing the ten principles </li></ul><ul><li>Implications of ignoring the principles </li></ul><ul><li>Measures of success </li></ul><ul><li>Resources and next steps </li></ul>What We Will Cover Step-by-step guide for practicing the principles Preview Origin of the ten principles Why your organization should focus on eliciting the best in employees Details on each of the principles How to elicit the best in people Antecedents for practicing the ten principles Implications of ignoring the principles Resources and next steps
    3. 3. Origin of the Ten Principles <ul><li>The Ten Principles for Eliciting the Best in Others was </li></ul><ul><li>developed by Peter Adebi, founder of Star Leadership®, </li></ul><ul><li>Inc., an individual and organization development firm, </li></ul><ul><li>and author of two books and several business articles. </li></ul><ul><li>The principles were first presented to business leaders </li></ul><ul><li>at the Employers of Excellence National Conference in </li></ul><ul><li>Las Vegas, October 2006. </li></ul><ul><li>They were published in April 2007. </li></ul>Handout: Ten Principles for Bringing Out the Best in Others by Peter Adebi Preview
    4. 4. Preview of the Principles <ul><li>The first six principles focus on </li></ul><ul><li>self-awareness and self-development. </li></ul><ul><li>The last four principles focus on </li></ul><ul><li>relationship with others. </li></ul><ul><li>The principles are timeless. </li></ul>Preview
    5. 5. Why Elicit the Best in Others? <ul><li>The ten principles enable your organization to increase </li></ul><ul><li>human equity: </li></ul><ul><li>Capability is the totality of the knowledge, skills, abilities, network, access, self-discipline, passion, and perseverance that each worker brings to the job. </li></ul><ul><li>Engagement is the worker’s willingness to voluntarily and optimally invest his or her capability for the good of the organization. </li></ul><ul><li>Human equity is the degree to which your organization develops and engages the capability of its workforce. Optimizing human equity positions your organization for resounding success. </li></ul>capability + engagement = human equity Preview
    6. 6. Why Elicit the Best in Others II? <ul><li>A clear indicator of increase in human equity is the transition from compliance to commitment. </li></ul><ul><ul><li>A “compliant” workforce is a breeding ground for mediocrity. </li></ul></ul><ul><ul><li>A “committed” workforce is a prerequisite for resounding business success. </li></ul></ul>Indicator of human equity Preview
    7. 7. Why Elicit the Best in Others III? <ul><li>The most ennobling, </li></ul><ul><li>innovative, and </li></ul><ul><li>profitable of human </li></ul><ul><li>accomplishments </li></ul><ul><li>often result from the </li></ul><ul><li>efforts of people who </li></ul><ul><li>strive to reach their </li></ul><ul><li>full potential. </li></ul>Achieve extraordinary results Preview
    8. 8. Principle I: Cultivate a Vision <ul><li>With eyes closed, many people would dare to walk across a room. Few would venture to cross a busy street with their eyes shut. Now, imagine crossing an expressway blindfolded. </li></ul>Similarly, a person without a vision can only go so far or take so much risk; perhaps as far as he or she can go leaning on others. Preview
    9. 9. <ul><li>A vision is a dream or picture of the future that motivates us to act. The stronger the vision, the more it stimulates our minds, engages our bodies, and causes us to embark on activities that actualize it. </li></ul>Principle I: Cultivate a Vision Definitions Visioning occurs when we engage our talents, skills, experiences and advice from others in the thought process to formulate and refine an idea of a better future. Preview
    10. 10. <ul><li>It is important to strive to align individual and organizational visions. Ideally, your employees should be clear on how their personal visions fit into and support the organizational vision. </li></ul>Need for alignment Personal Vision Corporate Vision Principle I: Cultivate a Vision Preview
    11. 11. Principle I: Cultivate a Vision Examples of corporate vision: “ To quadruple our market share by 2020.” “ To achieve $50 million in sales in 5 years.” Examples of individual vision: “ To generate $20 million in sales by 2012.” “ To win my company’s innovator award in three years.” To build my ten-bedroom dream house by age 45.” Examples of corporate and personal vision Preview
    12. 12. Management plays a key role in helping employees envision the future. <ul><li>Seek to understand your organization’s vision. </li></ul><ul><li>Set time to meet with your employees individually. </li></ul><ul><li>Introduce the concept of vision and visioning. </li></ul><ul><li>Ascertain where each employee is in the visioning process. </li></ul><ul><li>If employee already has a vision, ask how that vision aligns with corporate vision. </li></ul>Principle I: Cultivate a Vision Action Steps: Preview
    13. 13. <ul><li>6. Depending on your assessment, encourage employee to ask him or herself the following questions: </li></ul><ul><li>“ Where do you see yourself in five years?” </li></ul><ul><li>“ How do your professional and personal goals mesh?” </li></ul><ul><li>“ How does your vision align with the vision of the </li></ul><ul><li> organization?” </li></ul><ul><li>7. Encourage employee to develop a vision if he or she does not have one. Discuss time frame for a vision to be developed. </li></ul>More action steps Principle I: Cultivate a Vision Preview
    14. 14. <ul><li>Have a clear corporate vision before you approach your employees. </li></ul><ul><li>While it is possible to have more than one personal vision, it is better to have one overarching vision. </li></ul><ul><li>Do not force employees to share their personal vision if they choose not to do so. </li></ul><ul><li>If they choose to share, ask how their vision aligns with their role in your company. </li></ul><ul><li>Your goal is to help them visualize the connection between their future success and that of your company. </li></ul>Success tips Principle I: Cultivate a Vision Preview
    15. 15. Summary of Principle I Understand the meanings of vision and visioning Clarify corporate vision Assist your employees to understand the need for a personal vision Provide guidance and support in developing individual vision Emphasize the importance of alignment between individual and corporate vision Encourage employees to work toward achieving their vision Principle I: Cultivate a Vision Preview
    16. 16. To learn more… <ul><li>To experience all ten principles, visit us at www.starleadership.us </li></ul><ul><li>Contact the author at [email_address] </li></ul>