၂၀၁၆ခုႏွစ္၊ ၾသဂုတ္လ (၁၄)ရက္ေန႔ (တနဂၤေႏြေန႔) ရန္ကုန္ျမိဳဳ႕ ၊ အမ်ိဳးသား ကဇာတ္ရံုမွာ "Primary Greatness ” ေခါင္းစဥ္ျဖင့္ Device Business Management Academy ရဲ႕ Principal ဦးတင္ဇံေက်ာ္ ေဟာေျပာခဲ့တဲ့ PowerPoint file ကို Download လုပ္ႏိုင္ပါျပီ။

1. Leading Your Team to Greatness:
The Key For Successful Living

2. “Good is the enemy of
great.”
Jim Collins

3. Do You Want To Be Safe And
Good, Or Do You Want To Take A
Change And Be Great?
- Jimmy Johnson

7. Wheel playing changes beliefs.
Wagon must stop.
People must play.

8. How things really work in some organizations!
Or, maybe
more like
this:

9. WHAT DO YOU SEE IN THE PICTURE?
Wagon Leader
Followers
Square
Wheels
Round Wheels Rope

11. COMMUNICATIONS

12. The 5 C’s (Traits)
of a (Life) Leader
1. Communicator
2. Character-builder
3. Competent
4. Contributor
5. Collaborator

13. VISION – The 5 L’s
1. We live by working to be the best we can be.
2. We love by caring for others.
3. We laugh by sharing our joys with each other.
4. We learn by always being ready to learn and always doing
our best.
5. We leave a legacy by making some difference in the world.

14. Primary Greatness
(is within everyone)
Character
Competence
Inspiration
Contribution
Everyday Greatness

15. Secondary Greatness
(may come to some)
Fame
Awards
High Positions
Heroic Feats
Momentary Greatness

16. There Are Two Primary
Choices In Life: To Accept
Conditions As They Exist, Or
Accept The Responsibility
For Changing Them.
Denis Waitley
“
”

17. What is Greatness?
Superior Performance
Distinctive Impact
Lasting Endurance

18. “Greatness...is largely a
matter of conscious
choice and discipline.”
Jim Collins

19. “Know
Thyself”
The First Person You Lead Is Yourself
Who Said…

20. The Most Consistently Admired
Characteristics of Leaders:
Honest
Forward-Looking
Competent
Inspiring

21. How Leaders Earn Credibility
 “They practice what they preach.”
 “They walk the talk.”
 “Their actions are consistent with their words.”
 “They put their money where their mouth is.”
 “They follow through on their promises.”
 “They do what they say they will do.”

22. Highly Capable Individual
Contributing Team-Member
Competent Manager
Effective Leader
Level 5 Executive
Level 1
Level 2
Level 3
Level 4
Level 5
LEVEL 5
LEADERSHIP

23. Aligning for Greatness
Develop a Relationship of Mutual
Trust & Respect
Set Clear Performance Expectations –
No Surprises!
1
2
3
Establish a Shared Vision & Values

24. Four Disciplines
of a Healthy
Organization

25. Cohesive teams build trust, eliminate politics, and increase efficiency by
 Knowing one another’s unique strengths and weaknesses.
 Openly engaging in constructive, ideological conflict.
 Holding one another accountable for behaviors and actions.
 Committing to group decisions.
1: Build a Cohesive Leadership Team

26. Healthy organizations minimize the potential for confusion by
clarifying…
 Why do we exist?
 How do we behave?
 What do we do?
 How will we succeed?
 What is most important—right now?
 Who must do what?
2: Create Clarity

27. How Clear Is Your Organization About Its...
Vision
Mission
What is the organization really trying to accomplish?
Is it compelling? Will it make a significant difference?
How will the organization proceed with making this vision a
reality?
Values
What are the core things the organization will use to guide and
evaluate all of its actions and behaviors?

28. The Power of Clarifying Values to Guide Behaviors and Actions
FORWARD-LOOKING & INSPIRING
 We dare to be different.
 We are willing to take risks.
 We lead with passion.
We are not limited by others.
 We are persistent.
 We strive to exceed expectations.
 We inspire growth in ourselves and others.

29. INTEGRITY & RESPECT
 We tell the truth.
 We are open to feedback.
 We trust each other to speak our minds.
 We always strive to do the right things for the right reasons.
 We communicate with candour and tact.
 We are tough on the issue, not on the person.
 We value people for who they are and what they bring.
The Power of Clarifying Values to Guide Behaviors and Actions

30. Healthy organizations align their employees around organizational clarity by
communicating key messages through…
Repetition: Don’t be afraid to repeat the same message again and again.
Simplicity: The more complicated the message, the more potential for confusion and
inconsistency.
Multiple Mediums: People react to information in many ways; use a variety of
mediums.
Cascading Messages: Leaders communicate key messages to direct reports; the
cycle repeats itself until the message is heard by all.
3: Over-Communicate Clarity

31. “Doing everything keeps
us so busy we don’t have
time to think about what
is really important to us.”

32. WHAT REALLY MATTERS
Ensuring all students
are prepared for success in
college, work and life.

34. Organizations sustain their health by ensuring consistency in…
Hiring
Managing performance
Rewards and recognition
Employee dismissal
4: Reinforce Clarity

35. “ What Gets Rewarded
Gets Repeated.”

36. The Same
Old Thinking
The Same
Old Results

37. “Great spirits have
always encountered
violent opposition from
mediocre minds.”
Albert Einstein

38. Five Practices of
Exemplary Leaders
Kouzes and Posner

39. | 39
Model the Way1

40. | 40
Inspire a Shared Vision
2

41. | 41
Challenge
the Process
3

42. | 42
Enable
Others to Act
4

43. | 43
Encourage
the Heart
5

44. The Key for Successful Living
Primary and secondary greatness
Quit lacking at the leaves of attitude and
behavior (secondary greatness)
Get to work on the root, the character
(primary greatness) from which these attitude
and behavior flow.

45. Being Is Seeing
Be  See  Think  Feel  Behave
We cannot change our seeing without changing our
being
If you want to have…. Be….
The seven habits paradigm:
• An “inside-out” approach to personal and interpersonal
effectiveness

46. Knowledge
(What to, Why to)
Desire
(Want to)
Skills
(how to)
HABITS

47. Effectiveness Is Defined As P/Pc Balance
P= Production = What is produced, the desired results produced
PC = Production Capacity = Producing asset. Maintaining, preserving
and enhancing the resources that produces the desired results
Maintain the P/PC balance:
oBalance short term with long term
oTake time to invest in a relationship
oWin the customer more than the call

48. The Maturity Continuum

49. Character & Personality
Although image, techniques and skills can influence your
outward success, the weight of real effectiveness lies in good
Character.

50. Character & Competence
Character A person with high character exhibits integrity, maturity
and an Abundance Mentality.
Competence A person with high competence has knowledge and ability
in a given area.
As people balance these two elements, they build their
personal trustworthiness and their trust with others.

51. Character & Competence
Character Competence

52. JUDGEMENT
CHARACTER
 Integrity
 Maturity
 Abundance Mentality
 Interdependency
COMPETENCE
 Technical skills
 Qualifications
 Knowledge
 Experience

53. Emotional Bank Account

54. Build
Relationships
In & outside your
team
Identify
Analyze
Manage
Develop/Coach
Be Open
Lead
Persuade
Inform
Communicate
In all interactions
Relationship
Management
Emotional
Intelligence
Your ability to
Skills You need to
develop

55. What Skills Do You
Expect From A
Manager?

56. Skills For Developing
Emotional Intelligence

57. An emotion is a feeling of Joy,
Sorrow, Fear, Hate, Love, etc.

58. Effective Management of one’s emotions is important.

60. IQ EQ
PERSONALITY
Emotional
intelligence is an
essential part of the
whole person.

61. Self-
Awareness
 Emotional
Connection
 Self-
Acceptance
 Self-Esteem
 Confidence
 Self-
Awareness
Self-
Management
 Assertiveness
 Discipline
 Self-Control
 Trustworthin
ess
 Adaptability
 Positive
Thinking
 Planning
 Problem-
Solving
Energizers
 Motivation
 Initiative
 Drive
 Resilience
 Attitude
 Passion
 Engagement
Social
Awareness
 Empathy
 Social
Responsibility
 Communicati
on
 Rapport
 Tolerance
Relationship
Management
 Relationship
Management
 Teamwork
 Collaboration
 Conflict
Management
 Leadership
 Influence
 Service
Emotional Intelligence
Intra-Personal Catalysts Inter-Personal

62. Proactive
Model
Freedom
To
ChooseStimulus Response
Self-
Awareness
Imagination Conscience
Independent
Will
Happiness is like unhappiness, a proactive choice

63. Proactive Model
Responsibility = “Response-ability”
Proactive people:
Behavior in the product of one’s decision based on
values
Personal leaders
Take the initiative and are solutions to problems
Successfully handle direct, indirect and no control
problems

64. Proactive Model
Reactive people:
Behavior is the product of one’s condition
based on feelings
Unhappy people who feel victimized and
immobilized, who focus on the
weaknesses of other people
Blame other people and circumstances
they feel are responsible for their own
stagnant situation.

65. There's noting I can do
That’s just the way I am
He makes me so mad
They won’t allow that
I have to do that
I can’t
I must
If only
Let’s look at our alternations
I can choose a different approach
I control my own feelings
I can create an effective presentation
I will choose an appropriate response
I choose
I prefer
I will
Reactive Language Proactive Language

66. Time Management Matrix
I - Procrastinator
Urgent
Important
II-Prioritizer
Not Urgent
Important
III – ‘Yes Man’
Urgent
Not Important
IV - Slacker
Not Urgent
Not Important

67. . Crisis
. Pressing problems
. Deadline-driven projects,
meetings, preparations
. Preparation
. Prevention
. Values clarification
. Planning
. Relationship building
. True re-creation
. Empowerment
. Interruptions, some
phone calls
. Some mail, some reports
. Some meetings
. Many proximate,
pressing matters
. Many popular activities
. Trivia, busywork
. Some phone calls
. Time wasters
. “Escape” activities
. Irrelevant mail
. Excessive TV
I II
III IV
Urgent Not Urgent
ImportantNotImportant

68. Habit Three -
Put First things
First
The Habit of
Personal
Management
URGENT
IMPORTANT
NOT URGENT
NOTIMPORTANT
Crises
Management
Attach to
Mission
Distractions
Time
Wasters

69. Six Paradigms Of Human Interactions:
1. Win / Win
2. Win / Lose
3. Lose / Win
4. Lose / Lose
5. Win
6. Win / Win or no deal

70. Five Dimensions of Win/Win
1 2 3
Win/Win
Character
Win/Win
Relationship
Win/Win
Agreements
Supportive Systems (4) and Processes (5)

71. FOUR UNIQUE
HUMAN ENDOWMENTS
1. Self-awareness
2. Conscience
3. Imagination
4. Willpower

72. Six Levels Of
Initiative
1
Wait for instructions
2
Ask for instructions
3
Bring recommendations
4
Use own judgement, report immediately
5
Use own judgement, report routinely
6
Use own judgment, not necessary to report

73. The 7 Habits of Highly Effective People is a holistic, integrated,
principle centered approach for solving our personal and
professional problems
Principles that give us the security to adapt to change and the
wisdom and power to take advantage of the opportunities that
change creates.

74. Habit# 1: Be Pro-Active
I am a responsible person
I take INITIATIVE
I choose may actions, attitudes, and moods
I do not blame others for my wrong actions
I do the right thing without being asked

75. Habit#2 Begin With The End In Mind
I plan ahead and set goals
I do things that have meaning and make a difference
I am an important part of my classroom
I contribute to my school’s mission and vision
I look for ways to be a good CITIZEN

76. Habit#3: Put Things First
I spend my time on things that are most important
I say no to things I know I should not do
I set PRIORITIES, make a schedule, and follow my plan
I am disciplined and organized

77. Habit#4: Think Win-win
I BALANCE courage for getting what I want while considering others
I make deposits in other’s emotional bank accounts
I look for a win-win solution when conflicts arise

78. Habit#5: Seek First To Understand, Then To
Be Understood
I listen to other people’s ideas and feelings
I try to see things from their VIEWPOINTS
I listen to others without interrupting
I listen with my ears, my eyes, and my heart
I am confident voicing my ideas

79. Habit#6: SYNERGIZE!
I value other people’s strengths and learn from them
I get along with others, even people who are different from me
I seek out other people’s ideas to solve problems & create better
solutions
I look for (other) alternatives
I am HUMBLE

80. Habit#7: Sharpen the saw!
I take care of my body by eating right, exercising, and getting sleep
I learn in lots of ways and lots of places, not just at school
I spend time with family and friends
I take time to find meaningful ways to help people
I balance all parts of myself above (body, brain, heart, & soul)

81. Start with you
Habit 3 PUT FIRST THINGS FIRST
Work First, Then Play
Habit 2 BEGIN WITH THE END IN MIND
Have a Plan
Habit 1 BE PROACTIVE
You’re In Charge

82. Habit 6 SYNERGIZE
Together Is Better
Habit 5 SEEK FIRST TO UNDERSTAND, THEN TO BE
UNDERSTOOD
Listen Before You Talk
Habit 4 THINK WIN - WIN
Everyone Can Win
Then play well with
others

83. The 7 Habits Tree
And remember to
take care of yourself
Habit 7 SHARPEN THE SAW
Balance Feels Best

84. THE FIVE LEVELS OF GREAT LEADERSHIP
1) Position:
2) Permission:
People follow because they have to.
Your influence will not extend beyond your lines of authority.
People follow because they want to.
People will follow you beyond your stated lines of authority.
3) Production: People follow because of what you have done for the organization.
People like you and what you are doing.
4) People
Development:
People follow because of what you have done for them.
Here your focus is on developing others; you mentor
them and help them and you make them more valuable.
5) Personhood:
People follow because of who you are
and what you represent. Few people
make this level, and only others can put
you here. It takes years of working

85. Thank You