Your SlideShare is downloading. ×
Gerhardt sevenhabits
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Gerhardt sevenhabits

374
views

Published on

Published in: Business, Technology

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
374
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
14
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • 1. Be Proactive. You are responsible for your life. Decide what you should do & get on with it.
    2. Begin with the End in Mind. Think of how you want to be remembered at the end of your life. Use this as a basis for your everyday behavior.
    3. Put First Things First. Devote more time to what's important but not necessarily urgent.
    4. Think Win-Win. Have an "abundance" mentality. Seek solutions that benefit all parties involved.
    5. Seek First to Understand, Then to Be Understood. Don't dive into a conversation. Listen until you truly understand the other person.
    6. Synergize. Find ways to cooperate with everyone. Value the differences among people.
    7. Sharpen the Saw. Continually exercise and renew four elements of yourself: physical, mental, emotional/ social, and spiritual.
    B. Inside Out Again
  • 2. Begin with the End in Mind. Think of how you want to be remembered at the end of your life. Use this as a basis for your everyday behavior.
    Two creators: the mind and then the action
  • By Design or Default
    There is a first creation to every part of our lives. We are either the second creation of our own proactive creation, or we are the second creation of other people's agendas, of circumstances, or of past habits.
  • Habit 2 is based on principles of personal leadership, which means that leadership is the first creation. Management is the second creation. 
    *Management is doing things right, leadership is doing the right things. 
    *Often people get into managing with efficiency, setting and achieving goals before they have even clarified values. 
  • Rescripting: Becoming Your Own First Creator
    Proactivity is based on the endowment of self-awareness. Two additional endowments enable us to expand our proactivity and to exercise personal leadership in our lives:
     
    *imagination allows to visualize our potential 
    *conscience allows us to develop our talents within the context of principles and personal guidelines. 
  • A Personal Mission Statement
    The most effective way to begin with the end in mind is to develop a personal mission statement. 
    *The key to the ability to change is a changeless sense of who you are, what you are about, and what you value. 
    *Once you have a sense of mission, you have the essence of your own proactivity; the vision and values which direct your life, the basic direction from which you set your goals. 
    Example: The United States Constitution
  • At the Center
    *Whatever is at the center of our life will be the source of our security, guidance, wisdom, and power.  What is at the center of your life? 
    Alternative Centers
    *Spouse centeredness 
    *Family centeredness 
    *Money centeredness 
    *Work centeredness 
    *Possession centeredness 
    *Pleasure centeredness 
    *Friend/enemy centeredness 
    *Church centeredness 
    *Self centeredness 
    A Principle Center
    *Our lives need to be centered on correct principles -- deep, fundamental truths, classic truths, generic common denominators. 
    *As a principle centered person, you try stand apart from the emotions of situations and from other factors to evaluate options. 
    When these four factors are present, it creates
    a noble personality
    a balanced character
    & a beautifully integrated individual
  • Transcript

    • 1. www.LeadershipSuccess.net Paul L. Gerhardt Leadership and Seven Habits of Highly Effective People Based on literature by Stephen R. Covey South Seattle Community CollegeSouth Seattle Community College WithWith Paul L. GerhardtPaul L. Gerhardt
    • 2. www.LeadershipSucc “… the success of leadership can be measured by what kind of talent and structure one leaves behind.” Vartan Gregorian, former president New York Public Library
    • 3. www.LeadershipSucc Introduction Some Basics: Some people are consistently successful becauseSome people are consistently successful because of qualities and abilities they have developed inof qualities and abilities they have developed in addition to their education and experience.addition to their education and experience. Value, as perceived by the customer, willValue, as perceived by the customer, will determine your worth.determine your worth. Genuine career happiness comes from achievingGenuine career happiness comes from achieving personal goals in harmony with organizationalpersonal goals in harmony with organizational goals.goals. The objective of this presentation is to presentThe objective of this presentation is to present some strategies that a professional can use tosome strategies that a professional can use to improve their chances of a productive career.improve their chances of a productive career.
    • 4. www.LeadershipSucc What are the qualities of a great leader? Long-term success requires good leadership.Long-term success requires good leadership. Understands the Big Picture.Understands the Big Picture. Has vision and is a systems thinkerHas vision and is a systems thinker The ability to effectively empower, develop, andThe ability to effectively empower, develop, and lead people/teams.lead people/teams. A great leader is able to see the context of theA great leader is able to see the context of the situation they are in -- whatever that is -- and reactsituation they are in -- whatever that is -- and react accordingly. They ADAPT to the situation andaccordingly. They ADAPT to the situation and those they lead.those they lead.
    • 5. www.LeadershipSucc Personal Leadership Personal Strategic Planning combines strategicPersonal Strategic Planning combines strategic planning and time management together.planning and time management together. Know where YOU fit in the organization andKnow where YOU fit in the organization and on your team.on your team. Continuous improvement in all areas of lifeContinuous improvement in all areas of life Become a student of leadership andBecome a student of leadership and management stylesmanagement styles Find a one or two mentorsFind a one or two mentors Read and take notesRead and take notes
    • 6. www.LeadershipSucc Team Orientation / Learning Communities Leadership -Leadership - Long-term success requires good leadership.Long-term success requires good leadership. Teamwork -Teamwork - Effective and empowered teams responsible forEffective and empowered teams responsible for problem solving and product development.problem solving and product development. Culture -Culture - Core values and operating norms. Sense ofCore values and operating norms. Sense of community.community. It is important for you to know the status of eachIt is important for you to know the status of each so you can assess your future.so you can assess your future.
    • 7. www.LeadershipSucc Four Levels of Leadership Personal—TrustworthinessPersonal—Trustworthiness Interpersonal—TrustInterpersonal—Trust Managerial—EmpowermentManagerial—Empowerment Organizational--AlignmentOrganizational--Alignment
    • 8. www.LeadershipSucc Seven Habits of Highly Effective People A. Inside Out 1. Be proactive 2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. Seek first to understand, then to be understood 6. Synergize 7. Sharpen the saw: physical, mental, emotional/social, spiritual B. Inside Out Again
    • 9. www.LeadershipSucc Examples of Defective Habits: ReactReact-Blame all your problems on your friends,-Blame all your problems on your friends, teachers, parents; take no responsibility for things thatteachers, parents; take no responsibility for things that happen to you.happen to you. Begin with No End in MindBegin with No End in Mind-Have no goal or plan and-Have no goal or plan and never think about tomorrow.never think about tomorrow. Put First Things LastPut First Things Last-Always put off doing what’s-Always put off doing what’s important by talking on your mobile and surfing theimportant by talking on your mobile and surfing the net. Always put off your homework until tomorrow.net. Always put off your homework until tomorrow.
    • 10. www.LeadershipSucc Examples of Defective Habits: (Continued) Think Win-LoseThink Win-Lose-Don’t let anyone else succeed at-Don’t let anyone else succeed at anything because if they win, you lose.anything because if they win, you lose. Seek First to Talk, Then Pretend to ListenSeek First to Talk, Then Pretend to Listen-If you want-If you want their opinion, give it to them.their opinion, give it to them. Don’t CooperateDon’t Cooperate-Teamwork is for losers; be your own-Teamwork is for losers; be your own island.island. Wear Yourself OutWear Yourself Out-Make being busy the only thing-Make being busy the only thing that matters; never exercise or improve yourself.that matters; never exercise or improve yourself.
    • 11. www.LeadershipSucc The 7 Successful Habits ... an overview. 7 Sharpen saw Independence Interdependence PUBLIC VICTORY Think win-win 4 Understand 5 Synergize 6 habit = knowledge + skill + desire Dependence 1 Be Proactive PRIVATE VICTORY 2 End in mind 3 1st things 1st
    • 12. www.LeadershipSucc Developing Personal Potential Covey’s first three habits deal with self-reliance and self-Covey’s first three habits deal with self-reliance and self- mastery. These are private victories; they only involve themastery. These are private victories; they only involve the followerfollower Habit 1: Be Proactive®Habit 1: Be Proactive® Be responsible, don’t blame othersBe responsible, don’t blame others Habit 2: Begin With The End In Mind®Habit 2: Begin With The End In Mind® Start with a clear mental image of your destinationStart with a clear mental image of your destination Habit 3: Put First Things First®Habit 3: Put First Things First® Focus on preserving and enhancing relationships andFocus on preserving and enhancing relationships and on accomplishing resultson accomplishing results
    • 13. www.LeadershipSucc Effective Interdependence The first three habits build a foundation onThe first three habits build a foundation on independence, from which one can move toindependence, from which one can move to interdependence—caring, productiveinterdependence—caring, productive relationships with others which Covey callsrelationships with others which Covey calls public victoriespublic victories When a person moves to interdependence,When a person moves to interdependence, he steps into a leadership rolehe steps into a leadership role
    • 14. www.LeadershipSucc Effective Interdependence Habit 4: Think Win-Win®Habit 4: Think Win-Win® Implies understanding that without cooperation,Implies understanding that without cooperation, the organization cannot succeedthe organization cannot succeed Habit 5: Seek First To Understand, Then To BeHabit 5: Seek First To Understand, Then To Be Understood®Understood® Requires a nonjudgmental attitude. EmphaticRequires a nonjudgmental attitude. Emphatic listening gets inside another person’s frame oflistening gets inside another person’s frame of referencereference
    • 15. www.LeadershipSucc Effective Interdependence Habit 6: Synergize®Habit 6: Synergize® Synergy is the combined action that occursSynergy is the combined action that occurs when people work together to create newwhen people work together to create new alternatives and solutions. The essence ofalternatives and solutions. The essence of synergy is to value and respect differencessynergy is to value and respect differences Habit 7: Sharpen The Saw®Habit 7: Sharpen The Saw® Process of using and continuously renewing theProcess of using and continuously renewing the physical, mental, spiritual, and social aspects ofphysical, mental, spiritual, and social aspects of lifelife
    • 16. www.LeadershipSucc Trust: Emotional Bank Account Seeking first to understandSeeking first to understand Keeping promisesKeeping promises Honest, OpennessHonest, Openness Kindnesses, courtesiesKindnesses, courtesies Win-Win or no deal thinkingWin-Win or no deal thinking Clarifying ExpectationsClarifying Expectations Loyalty to the AbsentLoyalty to the Absent ApologiesApologies Receiving feedback and givingReceiving feedback and giving “I” messages“I” messages Seeking first to be understoodSeeking first to be understood Breaking promisesBreaking promises Smooth ManipulationSmooth Manipulation Unkindnesses, DiscourtesiesUnkindnesses, Discourtesies Win-Lose or Lose-WinWin-Lose or Lose-Win ThinkingThinking Violating ExpectationsViolating Expectations Disloyalty, DuplicityDisloyalty, Duplicity Pride, conceit, ArrogancePride, conceit, Arrogance Not receiving feedback andNot receiving feedback and giving “you” messagesgiving “you” messages
    • 17. www.LeadershipSucc 7 Habits Stimulus Response Stimulus Response Proactive Freedom to Choose Reactive Self-awareness Imagination Conscience Independent Will
    • 18. www.LeadershipSucc Habit One - Be Proactive Proactivity vs. ReactivityProactivity vs. Reactivity I am responsible for my lifeI am responsible for my life My choices control my behaviorMy choices control my behavior I stand for somethingI stand for something Factors beyond my control create my lifeFactors beyond my control create my life My conditions, conditioning, and feelingsMy conditions, conditioning, and feelings control my behaviorcontrol my behavior
    • 19. www.LeadershipSucc Habit 1: Be proactive. Not until you can say I am what I am today because of the choices I made yesterday. ... can you say I choose otherwise. • Examples of your reactive statements ... and your “proactive” counterparts. • What to do when frustrated? Discouraged? Imposter? What is your “fix routine”? • Why not be proactive? What is the risk? Are you willing to risk failure? stimulus response the gap = our choice Victor Frankl, Man’s Search for Meaning reactive (reverse acting, problem-bound, vague) I am not as smart as others in this company. People think I’m too heavy. I wish our Monday evenings were better. circle of influence circle of concern no concern proactive (forward acting, opportunity-focused, clear) I will read one book per month in my field. I will exercise and attend Weight Watchers weekl I will cook dinners for my wife every Monday.
    • 20. www.LeadershipSucc Risking failure ... a shining example! Less than one year of formal education. Ran for state legislature ... lost. Bought a store to make a living ... ended up with a huge debt. Interested in a girl ... she died. Interested in another girl ... she dumped him. Served four successive terms in the state general assembly. Became a lawyer. Engaged to be married ... engagement broke ... eventually got married. Had a son ... then another who died ... then another who died ... then another. Ran for Congress ... and lost ... and again, and lost ... and again, and lost ... ... then elected ...but was too unpopular to be re-elected. Became one of the leading lawyers in his state. Ran for Senate .. and lost. Ran for President ... and won. Presided successfully over a war. Re-elected President. • Write your “failure resume”. • Did you risk time, energy, money, or reputation? • Why did you fail (see reasons above)? Innovate or Die, Jack Matson 1 outside of your circle of influenc 2 failure of planning 3 failure of action more failures but more successes!
    • 21. www.LeadershipSucc Disowning vs. Owning ““There’s not enough time in the day”There’s not enough time in the day” ““I was never very good at public speaking”I was never very good at public speaking” ““I lost my temper”I lost my temper” ““Find out what the prof wants and do it”Find out what the prof wants and do it” ““I’ve overscheduled myself”I’ve overscheduled myself” ““I’ve avoided public speaking because I’mI’ve avoided public speaking because I’m uncomfortable with it”uncomfortable with it” ““I gave way to my feelings”I gave way to my feelings” ““I decide what’s needed & get the system workingI decide what’s needed & get the system working on it”on it”
    • 22. www.LeadershipSucc Identify one issue in your circle of concern,Identify one issue in your circle of concern, but not in your circle of influencebut not in your circle of influence Break this issue into areas of direct,Break this issue into areas of direct, indirect, and no controlindirect, and no control Outline how you might recast your concernOutline how you might recast your concern so that you release the “no control” area,so that you release the “no control” area, and do something about the areas ofand do something about the areas of “direct” and “indirect” control.“direct” and “indirect” control.
    • 23. www.LeadershipSucc Seven Habits - Number Two Habit Two: Begin with the end in mind Meaning of this habit All things are created twice The two creations Rescripting Personal mission statements Values at the center
    • 24. www.LeadershipSucc Value of Habit Two Stating why we exist & what we are about is difficult Expression - putting into words - changes us What lies behind us and what lies before us are tiny matters compared to what lies within us. Henry David Thoreau
    • 25. www.LeadershipSucc Habit 2: Begin with the end in mind. • Specifically … write what you want to reap. What do you HOPE for? A prestigious job? A girlfriend or boyfriend? Money? • Write what you are willing to sow. Time? Personal energy? Money? Your friends? • Any books or movies or models that guide you? The law of the farm: You reap what you sow. translated “sacrifice” vision = what you want to see mission = immediate next step(s) Both tend to focus priorities.
    • 26. www.LeadershipSucc Begin With The End In Mind Identify theIdentify the Target!Target! “To begin with the end in mind means to start with a clear understanding of your destination. It means to know where you’re going so that you better understand where you are now, so that the steps you take are always in the right direction.” Stephen Covey, Seven Habits of Highly Effective People
    • 27. www.LeadershipSucc Stages in the Backward Design Process Identify desired results. Determine acceptable evidence. Plan learning experiences and instruction. What should students know and be able to do? How will we know that they know? What activities, skills, information and resources will be best?
    • 28. www.LeadershipSucc Why “backward”? The stages are logical but they go against habitsThe stages are logical but they go against habits We’re used to jumping to lesson and activity ideas beforeWe’re used to jumping to lesson and activity ideas before clarifying our performance goals for studentsclarifying our performance goals for students The change in lesson design does not necessarily meanThe change in lesson design does not necessarily mean that we throw out everything that we’ve done but it is athat we throw out everything that we’ve done but it is a matter of being more selective,matter of being more selective, It helps us modify and also helps us to decide whatIt helps us modify and also helps us to decide what notnot toto teach.teach. By thinking through the assessments upfront, we ensureBy thinking through the assessments upfront, we ensure greater alignment of our goals and means that teaching isgreater alignment of our goals and means that teaching is focused on desired resultsfocused on desired results
    • 29. www.LeadershipSucc Identify desired results Stages in the Backward Design Process Stage 1 What should students know and be able to do? What should others know and be able to do?
    • 30. www.LeadershipSucc Worth being familiar with Important to know and to do “Enduring Understanding” Grant Wiggins & Jay McTighe Understanding by Design ASCD, 1998. Curricular Priorities There is usually more content than can be reasonably addressed.
    • 31. www.LeadershipSucc 1. On Your Own… Name a curricular topic that you will address with students this year. What enduring understandings about big ideas do you want students to leave with? 2. With a partner… Share your topic and enduring understandings. Partners ask questions and help clarify big ideas. Group Project
    • 32. www.LeadershipSucc Stage 1 – Identify desired results Key: Focus on Big ideasKey: Focus on Big ideas Enduring UnderstandingsEnduring Understandings:: What specificWhat specific insights about big ideas do we want clients toinsights about big ideas do we want clients to leave with?leave with? WhatWhat essential questionsessential questions will frame the processwill frame the process of learning, pointing toward key issues andof learning, pointing toward key issues and ideas, and suggest meaningful and provocativeideas, and suggest meaningful and provocative inquiry into content?inquiry into content?
    • 33. www.LeadershipSucc Short Assignment With your partner, brainstorm some possible essential questions that will help you clarify a possible final goal in your life or work life. Stop
    • 34. www.LeadershipSucc Key: Focus on Big ideas Enduring Understandings: What specific insights about big ideas do we want others to leave with?
    • 35. www.LeadershipSucc Stages in the Backward Design Process Identify desired results. Determine acceptable evidence. What should others know? How will we know that they know?
    • 36. www.LeadershipSucc Someone who understands… ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________
    • 37. www.LeadershipSucc The Six Facets of Understanding Facet #1 – Explanation: Sophisticated and apt explanations and theories, which provide knowledgeable and justified accounts of events, action, and ideas. Facet #2 – Interpretation: Narratives, translations, metaphors, images and artistry that provide meaning. Facet #3 – Application: Ability to use knowledge effectively in new situations and diverse contexts. Facet #4 – Perspective: Critical and insightful points of view. Facet #5 – Empathy: The ability to get “inside” another person’s feelings and world view Facet #6 – Self-Knowledge: The wisdom to know one’s ignorance and how one’s pattern of thought and action inform as well as prejudice understanding. Grant Wiggins and Jay McTighe, 1998
    • 38. www.LeadershipSucc Assessment of Understanding via the 6 facets i.e. Youi.e. You reallyreally understand when you can:understand when you can: explain, connect, systematize, predict itexplain, connect, systematize, predict it show its meaning, importanceshow its meaning, importance apply or adapt it to novel situationsapply or adapt it to novel situations see it as one plausible perspective among others,see it as one plausible perspective among others, question its assumptionsquestion its assumptions see it as its author/speaker saw itsee it as its author/speaker saw it avoid and point out common misconceptions, biases,avoid and point out common misconceptions, biases, or simplistic viewsor simplistic views
    • 39. www.LeadershipSucc What this habit means Consider the end of your life image, picture, or paradigm criterion by which everything else is examined Start with a clear destination know where you are going understand where you are now take steps in the right direction
    • 40. www.LeadershipSucc Habit 3: Put First Things First
    • 41. www.LeadershipSucc Habit 3: Put first things first. urgent not urgent important not important I: necessity crises deadlines “maintaining” (25 - 25) II: opportunity PC activities planning & prevention commitment (65-15) III interruptions some meetings some reports (5-55) IV trivia busy work time wasters (5-5) • We want Quadrant II > Quadrant I. • Quadrant II comes from Quadrants III and IV. • Estimate how much time you spend in Quadrant II (and what IS Quad IV?) ... • How do you plan your day? Datebook? Palm Pilot? • How much is your time worth to you, in dollars/hour?
    • 42. www.LeadershipSucc Habit 3 ... a demonstration. What is the lesson? 1 Identify big rocks (q2). 2 Schedule these FIRST! 3 Surround with other.
    • 43. www.LeadershipSucc Time Management Systems Describe the system you use to keep upDescribe the system you use to keep up with appointments, notes, tasks that need towith appointments, notes, tasks that need to be done, phone numbers and addressesbe done, phone numbers and addresses
    • 44. www.LeadershipSucc What is the best system for me? Depends upon:Depends upon: Type of work you do (work with peopleType of work you do (work with people vs. work with things)vs. work with things) Amount of discretionary time you useAmount of discretionary time you use (how much time is under your control)(how much time is under your control)
    • 45. www.LeadershipSucc Nature of Work 100% 0% 0% 100% Work with People Work with Things Your work falls someplace on the diagonal line. The higher up the line you go, the more sophisticated your time management system needs to be.
    • 46. www.LeadershipSucc Discretionary Time 0% 100% Amount of control you have over your time The higher up the line you go, the more sophisticated your time management system needs to be.
    • 47. www.LeadershipSucc Time Management System Below the mid-point on both graphs?Below the mid-point on both graphs? Use simple time management toolsUse simple time management tools Above the mid-point on either graph?Above the mid-point on either graph? Use a more sophisticated systemUse a more sophisticated system
    • 48. www.LeadershipSucc Time Management Systems PrimitivePrimitive SimpleSimple Paper-based OrganizersPaper-based Organizers Hand HeldsHand Helds PIM (Personal Information Managers) -PIM (Personal Information Managers) - SoftwareSoftware
    • 49. www.LeadershipSucc Primitive Crisis ManagementCrisis Management Running aroundRunning around putting out firesputting out fires CRTN_A-H
    • 50. www.LeadershipSucc Primitive Priority MeanderingPriority Meandering Start on task aStart on task a get distractedget distracted resume on task bresume on task b get distractedget distracted jump to task cjump to task c
    • 51. www.LeadershipSucc Primitive Jump to OthersJump to Others Wait for othersWait for others to tell me whatto tell me what to doto do
    • 52. www.LeadershipSucc Primitive First Come - FirstFirst Come - First ServedServed Handle tasks in theHandle tasks in the order in which theyorder in which they arrivearrive
    • 53. www.LeadershipSucc Primitive GroupingGrouping Do all the sameDo all the same types of tasks at thetypes of tasks at the same time (phonesame time (phone calls, writingcalls, writing letters, etc.)letters, etc.)
    • 54. www.LeadershipSucc Primitive WhimsicalWhimsical Do whatever youDo whatever you feel like doingfeel like doing
    • 55. www.LeadershipSucc Simple Floating Pieces ofFloating Pieces of Paper (including post-Paper (including post- its, business cards,its, business cards, napkins)napkins) Write notes onWrite notes on assorted pieces ofassorted pieces of paperpaper Sooner or later theSooner or later the paper floatspaper floats
    • 56. www.LeadershipSucc Simple ““To Do” ListTo Do” List A “to do list isA “to do list is written on awritten on a notepad,notepad, business card,business card, envelope, etc.envelope, etc.
    • 57. www.LeadershipSucc Simple Pocket CalendarPocket Calendar A variety of smallA variety of small calendars are usedcalendars are used to recordto record appointmentsappointments
    • 58. www.LeadershipSucc Simple Desk CalendarDesk Calendar Calendar stays onCalendar stays on desk, typically fourdesk, typically four days behinddays behind
    • 59. www.LeadershipSucc Simple Address bookAddress book A variety of devicesA variety of devices are used to recordare used to record addresses andaddresses and phone numbersphone numbers
    • 60. www.LeadershipSucc Simple Combination -Combination - typically atypically a combination of simplecombination of simple devices are useddevices are used
    • 61. www.LeadershipSucc Paper Based PlannersPaper Based Planners Day Runner Day-Timer Franklin Day Planner Day at a Glance Seven Habits Planner Priority Manager Rolodex
    • 62. www.LeadershipSucc
    • 63. www.LeadershipSucc Habit Four – Think Win/Win WinWin DefinitionWinWin Definition The win-win approachThe win-win approach is a set of principles,is a set of principles, practices, and tools,practices, and tools, which enable a set ofwhich enable a set of interdependentinterdependent stakeholdersstakeholders to workto work out aout a mutuallymutually satisfactorysatisfactory (win-win)(win-win) set ofset of sharedshared commitmentscommitments..
    • 64. www.LeadershipSucc Habit 4: Think win-win. • Are there times when paradigms others than “win-win” are appropriate? • How do you develop “courage”? “Consideration”? Emotional bank account? • What causes conflict? Tools for conflict resolution? Your “boundaries”? lose-win (you get hard feelings) win-win or no deal (abundance mentality; get P and PC) lose-lose (never pays) win-lose (other person gets hard feeling) courage consideration
    • 65. www.LeadershipSucc Win-lose Generally Becomes Lose-lose Proposed Solution “Winner” Loser Quick, Cheap, Sloppy Product Lots of “bells and whistles” Driving too hard a bargain Developer & Customer Developer & User Customer & User User Customer Developer Actually, nobody wins in these situations
    • 66. www.LeadershipSucc Key Concepts Win Condition: objective which makes aWin Condition: objective which makes a stakeholder feel like a winnerstakeholder feel like a winner Issue: conflict or constraint on a winIssue: conflict or constraint on a win conditioncondition Option: A way of overcoming an issueOption: A way of overcoming an issue Agreement: mutual commitment to anAgreement: mutual commitment to an option or win conditionoption or win condition
    • 67. www.LeadershipSucc Win ConditionWin Condition AgreementAgreement OptionOption IssueIssue involves addresses adopts covers Win/Win Negotiation Model WinWin Equilibrium State - All Win Conditions covered by Agreements - No outstanding Issues
    • 68. www.LeadershipSucc Why Use Win/Win ? The alternatives don’t workThe alternatives don’t work Win-lose often leads to lose-loseWin-lose often leads to lose-lose Avoids costly reworkAvoids costly rework 100X cost to fix requirements after delivery100X cost to fix requirements after delivery Builds trust and manages expectationsBuilds trust and manages expectations Looking out for other’s needs builds trustLooking out for other’s needs builds trust Balancing needs leads to realistic expectationsBalancing needs leads to realistic expectations Helps stakeholders adapt to changeHelps stakeholders adapt to change Shared vision and the flexibility ofShared vision and the flexibility of quick re-negotiationquick re-negotiation
    • 69. www.LeadershipSucc Win/Win Critical Success Factors Appropriate staffing of stakeholderAppropriate staffing of stakeholder representatives, facilitator functionrepresentatives, facilitator function Stakeholder representatives: empowered,Stakeholder representatives: empowered, committed, representative, collaborative,committed, representative, collaborative, knowledgeableknowledgeable Facilitators: some understanding of stakeholderFacilitators: some understanding of stakeholder domains, collaboration management abilitydomains, collaboration management ability Good facilitators can be participants alsoGood facilitators can be participants also Beginning of shared visionBeginning of shared vision
    • 70. www.LeadershipSucc Habit 5: First understand ... then be understood. 4 tips for dealing with people • Do not criticize, condemn, or complain. • Express sincere appreciation. • Give them “emotional air” and learn their story. • Focus on their interests (know your best alternative coming in). • What are some “stranglers” for emotional air? • What are some ways we can express sincere appreciation? • How often do you ask someone to a professional lunch? • How do you meet a person? How do you greet a person? win-win area = L x h h = “understand” L = “be understood” Dale Carnegie How to Win Friends and Influence People Fisher & Ury, Getting to Yes
    • 71. www.LeadershipSucc Actions for SuccessActions for Success Exhibit a winning work ethicExhibit a winning work ethic Show initiativeShow initiative Discover additional responsibilitiesDiscover additional responsibilities Ask questionsAsk questions
    • 72. www.LeadershipSucc What are Competencies?What are Competencies? KnowledgeKnowledge Skills/abilitiesSkills/abilities UnderstandingUnderstanding Behavior/motivationBehavior/motivation Competencies have definitions and key actions. Your actions demonstrate competencies.
    • 73. www.LeadershipSucc InitiativeInitiative (An example) Definition Taking prompt action to accomplish objectives; taking action to achieve goals beyond what is required; being proactive. Key Actions Responds quickly--Takes immediate action when confronted with a problem or when made aware of a situation. Takes independent action--Implements new ideas or potential solutions without prompting; does not wait for others to take action or to request action. Goes above and beyond--Takes action that goes beyond job requirements in order to achieve objectives.
    • 74. www.LeadershipSucc Habit 6: Synergize. “Animal school” Once upon a time, the animals decided they must do something heroic to meet the problems of a “New World”, so they organized a school. They adopted an activity curriculum consisting of running, climbing, swimming, and flying. To make it easier to administer, all animals took all the subjects. In the end, the duck’s web feet were so badly worn that he couldn’t swim, the rabbit had a nervous breakdown and couldn’t run, the eagle was disciplined severely for getting to the top of the tree without climbing, and an abnormal eel ended up doing best overall and winning valedictorian. • What are your unique gifts? What talents do you need from others? • What qualities often seem like a disadvantage, but are necessary? • How do you contact or talk with people, if you are shy? (Carnegie)
    • 75. www.LeadershipSucc Principles of Creative Communication SynergySynergy The exercise of all the other habits prepares us for theThe exercise of all the other habits prepares us for the habit of synergy.habit of synergy. Synergy. The whole is greater than the sum of its parts.Synergy. The whole is greater than the sum of its parts. Few people experience synergy in their lives because mostFew people experience synergy in their lives because most people have been scripted into defensive or protectivepeople have been scripted into defensive or protective communications.communications. Synergy can be unnerving unless one has a high toleranceSynergy can be unnerving unless one has a high tolerance for ambiguity and gets security from integrity to principlesfor ambiguity and gets security from integrity to principles and inner values.and inner values.
    • 76. www.LeadershipSucc Synergy in the Classroom Many truly great classes teeter on the veryMany truly great classes teeter on the very edge of chaos.edge of chaos. Synergy is possible in the classroom whenSynergy is possible in the classroom when the group collectively agrees to subordinatethe group collectively agrees to subordinate old scripts and to write a new one.old scripts and to write a new one.
    • 77. www.LeadershipSucc Synergy in Business To achieve synergy in business requires thatTo achieve synergy in business requires that people become open and authentic.people become open and authentic. When we open ourselves up to the influenceWhen we open ourselves up to the influence of others, we gain new insights andof others, we gain new insights and facilitate the generation of new options.facilitate the generation of new options.
    • 78. www.LeadershipSucc Synergy and Communication The lowest level of communication coming out ofThe lowest level of communication coming out of low trust situations is characterized bylow trust situations is characterized by defensiveness, protectiveness, and legalisticdefensiveness, protectiveness, and legalistic language which covers all the bases and spells outlanguage which covers all the bases and spells out qualifiers and escape clauses in the event things goqualifiers and escape clauses in the event things go sour.sour. The middle level of communication is respectfulThe middle level of communication is respectful communication -- where fairly mature peoplecommunication -- where fairly mature people communicate.communicate. The highest level of communication is synergisticThe highest level of communication is synergistic (win/win) communication.(win/win) communication.
    • 79. www.LeadershipSucc Negative Synergy Most highly dependent people are trying toMost highly dependent people are trying to succeed in an interdependent reality.succeed in an interdependent reality. Many people don't realize that the realMany people don't realize that the real strength of any relationship is havingstrength of any relationship is having alternative points of view.alternative points of view.
    • 80. www.LeadershipSucc Valuing the Differences Valuing the differences is the essence of synergy.Valuing the differences is the essence of synergy. The truly effective person has the humility andThe truly effective person has the humility and reverence to recognize his own perceptualreverence to recognize his own perceptual limitations and to realize the rich resourceslimitations and to realize the rich resources available through interaction with the hearts andavailable through interaction with the hearts and minds of other people.minds of other people. If two people have the same opinion, one person isIf two people have the same opinion, one person is unnecessary.unnecessary.
    • 81. www.LeadershipSucc Force Field Analysis Any current level of performance or being is aAny current level of performance or being is a state of equilibrium between the driving forcesstate of equilibrium between the driving forces that encourage upward movement and thethat encourage upward movement and the restraining forces that discourage it.restraining forces that discourage it. Driving forces generally are positive, reasonable,Driving forces generally are positive, reasonable, logical, conscious, and economic.logical, conscious, and economic. Restraining forces are often negative, emotional,Restraining forces are often negative, emotional, illogical, unconscious, and social/psychological.illogical, unconscious, and social/psychological.
    • 82. www.LeadershipSucc What is your “personality”? 4 categories I-E introvert (reserved) - extrovert (expressive) S-N sensory (observant) - intuitive (conceptual) T-F thinking - feeling P-J perceiving (probing) - judging (critiquing) ARTISANS (observant, probing) ESTP promoter (Roosevelt, Madonna) ISTP crafter (Bruce Lee, Earhart) ESFP performer (Elvis, Reagan) ISFP composer (Carson, Streisand) GUARDIANS (observant, critiquing) ESTJ supervisor (Colin Powell) ISTJ inspector (Truman) ESFJ provider (G Washington) ISFJ protector (Mother Teresa) IDEALISTS (intuitive, feeling) ENFJ teacher (Gorbachev, Billy Graham) INFJ counselor (Gandhi, E Roosevelt) ENFP champion INFP healer (Albert Schweitzer) RATIONALS (intuitive, thinking) ENTJ fieldmarshall (Gates, Greenspan) INTJ mastermind (D Eisenhower, Rand) ENTP inventor (Disney, Edison) INTP architect (Einstein, Darwin) David Keirsey, Please Understand Me II (similar to Myers-Briggs) • no “ranking” • don’t feel “boxed in”! • people are different
    • 83. www.LeadershipSucc Habit 7: Sharpen the saw. • When will YOU sharpen your saw? • What measures will you use in each category? Physical endurance, strength, flexibility, sleep, eating Mental reading, journaling, discussing, seminars, meetings Spiritual battle of good versus evil (atheism, Christianity, Hinduism, Islam, Judaism) Social family, friends, service (notes, phone calls, emails, visits)
    • 84. www.LeadershipSucc Self-Management Self-ManagementSelf-Management when an individualwhen an individual consciously controlsconsciously controls the learning processthe learning process of acquiring newof acquiring new behavior through thebehavior through the interplay ofinterplay of environmental cues,environmental cues, consequences andconsequences and cognitive processescognitive processes
    • 85. www.LeadershipSucc Social Learning Model of Self-Management Person (Psychological Self)  Symbolic coding  Rehearsal  Self-talk Behavior  Behavior changes needed for self- improvement  Reminders and attention focusers  Self-observation data  Avoidance of negative cues  Seeking of positive cues  Personal goal setting  Self-contracts  Self-reinforcement/self- punishment  Building activities into the task that are naturally rewarding (e.g. activities that increase one’s sense of competence, self- control and purpose)  Reinforcement from relevant others Situational cues Consequences McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
    • 86. www.LeadershipSucc Creation Principle All things are created twice mental or first creation a physical or second creation Most non-productive endeavors fail with the first creation
    • 87. www.LeadershipSucc The Two Creating Forces Management’s main focus: How can I best accomplish certain things? Leadership’s focus: What are things that I want to accomplish?
    • 88. www.LeadershipSucc Rescripting Personal leadership: the first creation Through self-awareness, discover ineffective scripts, deeply embedded habits that are incongruent with values Proactively rescript
    • 89. www.LeadershipSucc Personal Mission Statement The most effective way to begin with the end in mind is to develop a personal mission statement The key to the abilityThe key to the ability to change is ato change is a changeless sense ofchangeless sense of who you are,who you are, what you are about,what you are about, & what you value& what you value
    • 90. www.LeadershipSucc Circle of Influence To create a mission statement begin with the center Principles & values: security, guidance, wisdom, & power The Circle of Influence
    • 91. www.LeadershipSucc Mission Statement What are you first things?What are you first things? List those things that are mostList those things that are most important in your life.important in your life. How effective are you at keeping thoseHow effective are you at keeping those things first in your life? Why?things first in your life? Why?
    • 92. www.LeadershipSucc Mission Statement If you were to do one thing in yourIf you were to do one thing in your professional life that would have the mostprofessional life that would have the most positive impact, what would that one thingpositive impact, what would that one thing be?be? If you were to do one thing in your personalIf you were to do one thing in your personal life that would have the most positivelife that would have the most positive impact, what would that one thing be?impact, what would that one thing be?
    • 93. www.LeadershipSucc Mission Statement Record your personal mission statement,Record your personal mission statement, philosophy, or creed. Your missionphilosophy, or creed. Your mission statement is your personal “contribution”statement is your personal “contribution” and represents the deepest and best withinand represents the deepest and best within you.you.
    • 94. www.LeadershipSucc Writing a Mission Statement Your personal constitution values purpose service/role in community what you will achieve how you will accomplish Not something written overnight goals hopes dreams Timeless. . . but review & revise
    • 95. www.LeadershipSucc Whole Brain Activity Self-awareness empowers examination of thoughts Left side: Logical & verbal Parts & specifics Sequential thinking Right side: Intuitive & creative Wholes & relationships between parts Simultaneous & holistic thinking
    • 96. www.LeadershipSucc Identify Roles & Goals Organize mission statement by specific role areas & goals that you want to accomplish in these areas Professional role Family role Community role Political role
    • 97. www.LeadershipSucc Preparing for TurbulencePreparing for Turbulence Focus on core valuesFocus on core values Revisit goalsRevisit goals Prioritize servicesPrioritize services Build for the futureBuild for the future Measure and evaluate progressMeasure and evaluate progress
    • 98. www.LeadershipSucc Strategic LeadershipStrategic Leadership Build a teamBuild a team  Identify talentIdentify talent  Training and deploy as necessaryTraining and deploy as necessary Build communityBuild community  Establish and nurture partnershipsEstablish and nurture partnerships  Establish support groupsEstablish support groups Build relationshipsBuild relationships  Focus on people, not policiesFocus on people, not policies  Value diversity and inclusionValue diversity and inclusion
    • 99. www.LeadershipSucc Envisioned LeadershipEnvisioned Leadership Develop your personal portfolioDevelop your personal portfolio  Understand your power and influenceUnderstand your power and influence  Prepare relentlesslyPrepare relentlessly Communicate your visionCommunicate your vision  Have a planHave a plan  See the big pictureSee the big picture Focus on the organizationFocus on the organization  Foster a collaborative and cooperative environmentFoster a collaborative and cooperative environment  Streamline operationsStreamline operations Enjoy the journey!Enjoy the journey!
    • 100. www.LeadershipSucc Homework … ablish your “big rocks” – the important changes, not just the urgent. 1 Decide that you CAN in fact change your life. 2 Get away one weekend with a pen and pad of paper. Write down what you HOPE for in life, and what you feel called towards (e.g., family, work, opera). If you don’t know … talk with friends or family. If you don’t know … try things! Athletics, service, camping, animal rights, politics, research. If you don’t know … read biographies and newspapers. If you don’t know … look at http://www.dosomething.org/index.cfm. Plan toward your vision. 3 Record how you spend a typical week … then decide how well it matches your vision. Use a daily planner (e.g., a date book, a Palm) to plan by weeks, focusing on today. If in a rut, find a small victory and win it. arpen the saw. mental: Learn a hobby (e.g., chess, golf, piano), or about people (Mars & Venus, Dale Carnegie) physical: Exercise, eat right, sleep. social: Find friends with whom you can share your deepest struggles, biggest triumphs, most guarded weaknesses and fears. spiritual: Good versus evil questions are the biggest you’ll face.
    • 101. www.LeadershipSucc Summary Follower role includes responsibility, service,Follower role includes responsibility, service, challenging authority, participating in change,challenging authority, participating in change, knowing when its time to leave organizationknowing when its time to leave organization Developing Personal PotentialDeveloping Personal Potential Covey defines a habit as the intersection ofCovey defines a habit as the intersection of knowledge, skill and desireknowledge, skill and desire He arranges seven habits along a continuumHe arranges seven habits along a continuum from dependence to interdependencefrom dependence to interdependence When a person moves to interdependence, heWhen a person moves to interdependence, he steps into a leadership rolesteps into a leadership role
    • 102. www.LeadershipSucc Seven Habits of Highly Successful People by Steven Covey Habit 1 - Be ProactiveHabit 1 - Be Proactive Habit 2 - Begin with the End in MindHabit 2 - Begin with the End in Mind Habit 3 - Put First Things FirstHabit 3 - Put First Things First Habit 4 - Think Win/WinHabit 4 - Think Win/Win Habit 5 - Seek First to Understand, Then to BeHabit 5 - Seek First to Understand, Then to Be UnderstoodUnderstood Habit 6 - SynergizeHabit 6 - Synergize Habit 7 - Sharpen the SawHabit 7 - Sharpen the Saw
    • 103. www.LeadershipSucc SituationalSituational LeadershipLeadership
    • 104. www.LeadershipSucc Overview Two leadership stylesTwo leadership styles Variables that influence styleVariables that influence style Situational Leadership ModelSituational Leadership Model
    • 105. www.LeadershipSucc Leadership Styles:2 Extremes • DemocraticDemocratic • ParticipatoryParticipatory • Accepting input from subordinatesAccepting input from subordinates • Providing support, encouraging their effortsProviding support, encouraging their efforts • Facilitating their involvement in decision-making andFacilitating their involvement in decision-making and problem-solvingproblem-solving • Loosely supervisingLoosely supervising • AutocraticAutocratic Non-participatoryNon-participatory Telling what to do, how to do it, where to do it, when to do itTelling what to do, how to do it, where to do it, when to do it Closely supervisingClosely supervising
    • 106. www.LeadershipSucc Continuum DemocraticDemocratic AutocraticAutocratic • Followers/ Subordinates • Boss • Associates/ •Peers • Organization • Type of Job • TimeWhat variablesWhat variables would determinewould determine which stylewhich style to use?to use?
    • 107. www.LeadershipSucc Continuum DemocraticDemocratic AutocraticAutocratic • Followers/ Subordinates The Hersey and Blanchard “SituationalThe Hersey and Blanchard “Situational Leadership Model” is based on this loneLeadership Model” is based on this lone variable… because if you tried to considervariable… because if you tried to consider all variables before deciding, you’d becomeall variables before deciding, you’d become immobilized.immobilized.
    • 108. www.LeadershipSucc 8 S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior DEVELOPMENT LEVEL OF FOLLOWER(S) DEVELOPED DEVELOPING HIGH LOWMODERATE D4 D1D2D3 THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (High)(Low) S U P P O R T I V E B E H A V I O R
    • 109. www.LeadershipSucc Development Level of FollowersDevelopment Level of Followers • Low skillLow skill • New to jobNew to job • MotivatedMotivated • NeedsNeeds specificspecific directiondirection • NeedsNeeds closeclose supervisionsupervision ““EnthusiasticEnthusiastic Beginner”Beginner” • Low toLow to moderatemoderate developmentdevelopment • Unsure theyUnsure they can do itcan do it • Leader givesLeader gives direction butdirection but also seeksalso seeks inputinput ““DisillusionedDisillusioned Learner”Learner” • ModerateModerate to highto high skill levelskill level • JustJust absentabsent adequateadequate motivationmotivation • Leader’sLeader’s key role iskey role is facilitatingfacilitating ““ReluctantReluctant Contributor”Contributor” • High skillHigh skill and highand high motivationmotivation • Needs lowNeeds low directiondirection or supportor support • LeaderLeader empowersempowers followersfollowers ““PeakPeak Performer”Performer”
    • 110. www.LeadershipSucc S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior DEVELOPED DEVELOPING HIGH LOWMODERATE D4 D1D2D3 DIRECTIVE BEHAVIOR (High) (High)(Low) S U P P O R T I V E B E H A V I O R • Low skillLow skill • New to jobNew to job • MotivatedMotivated • NeedsNeeds specificspecific directiondirection • NeedsNeeds closeclose supervisionsupervision • High directionHigh direction • Low supportLow support • Leader definesLeader defines roles of followersroles of followers • Leader initiatesLeader initiates problem solvingproblem solving and decisionand decision makingmaking • One-wayOne-way communicationcommunication EnthusiasticEnthusiastic BeginnerBeginner
    • 111. www.LeadershipSucc S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior DEVELOPED DEVELOPING HIGH LOWMODERATE D4 D1D2D3 DIRECTIVE BEHAVIOR (High) (High)(Low) S U P P O R T I V E B E H A V I O R • Low toLow to moderatemoderate developmentdevelopment • Unsure theyUnsure they can do itcan do it • Leader givesLeader gives direction butdirection but also seeksalso seeks inputinput • High directionHigh direction • High supportHigh support • Leader nowLeader now solicits ideas,solicits ideas, opinionsopinions • Two-wayTwo-way communicationcommunication • Leader stillLeader still controlscontrols decisionsdecisions DisillusionedDisillusioned LearnerLearner
    • 112. www.LeadershipSucc S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior DEVELOPED DEVELOPING HIGH LOWMODERATE D4 D1D2D3 DIRECTIVE BEHAVIOR (High) (High)(Low) S U P P O R T I V E B E H A V I O R • ModerateModerate to highto high skill levelskill level • Just absentJust absent adequateadequate motivationmotivation • Leader’sLeader’s key role iskey role is facilitatingfacilitating • High supportHigh support • Low directionLow direction • Control shiftsControl shifts to followersto followers • Leader listensLeader listens actively andactively and providesprovides recognitionrecognition ReluctantReluctant ContributorContributor
    • 113. www.LeadershipSucc S3 S1S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior DEVELOPED DEVELOPING HIGH LOWMODERATE D4 D1D2D3 DIRECTIVE BEHAVIOR (High) (High)(Low) S U P P O R T I V E B E H A V I O R • High skillHigh skill and highand high motivationmotivation • Needs lowNeeds low directiondirection or supportor support • LeaderLeader empowersempowers followersfollowers • Low supportLow support • Low directionLow direction • Leader doesLeader does discuss & definediscuss & define problem to beproblem to be solvedsolved • Followers makeFollowers make decisions, rundecisions, run the showthe show PeakPeak PerformerPerformer
    • 114. www.LeadershipSucc Look at it this way… It’s all about “matching” the style (of the leader) to theIt’s all about “matching” the style (of the leader) to the level (of the followers)level (of the followers) Think of leaders needing to fill in what’s missing…Think of leaders needing to fill in what’s missing… provide their people with what they can’t do forprovide their people with what they can’t do for themselves at the momentthemselves at the moment Mismatch results in…Mismatch results in… Over-supervision (gets you frustrated followers)Over-supervision (gets you frustrated followers) Under-supervision (gets you insufficient results)Under-supervision (gets you insufficient results)
    • 115. www.LeadershipSucc And finally… What about changing styles? When would you changeWhat about changing styles? When would you change styles? Would you… ever?styles? Would you… ever? Yes! As the name implies, “Situational Leadership”Yes! As the name implies, “Situational Leadership” is task-specificis task-specific Change it when warranted by change in task orChange it when warranted by change in task or change in personnel doing itchange in personnel doing it Your goal…Your goal… Build your follower’s development level so you canBuild your follower’s development level so you can use less time-consuming styles (S3 and S4) and stilluse less time-consuming styles (S3 and S4) and still get high quality resultsget high quality results
    • 116. www.LeadershipSucc SUMMARY Two leadership stylesTwo leadership styles Variables that influence styleVariables that influence style Situational Leadership ModelSituational Leadership Model
    • 117. www.LeadershipSucc The End