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Maintain the compass


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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>