1.
Leading
Individuals
33rd Degree Conference
19-21 March 2012, Krakow
Tomasz de Jastrzebiec Wykowski
Tomasz.Wykowski@procognita.com

2.
4 things you’re expected
to do with people
Manage them
Motivate them
Change them
Appraise them

3.
4 things you cannot do
with people
Manage them
Motivate them
Change them
Appraise them

4.
As a leader I’d like to
understand what
impact’s people
behavior so that I can
work and live with
others little easier

5.
Scope:
1. Variation
2. Ingredients
3. Working with

6.
Leadership:
- People
- Individual
- Personal

7.
1.
Individuals and Variation
(people differs)

8.
Theory:
Positive feedback –> good results
Negative feedback –> no results
Practice:
Positive feedback –> bad results
Negative feedback –> good results

9.
Variation

10.
Variation is built into
a process
(common causes of variation)
External events can
cause additional
variation
(special causes of variation)

11.
“Insanity is doing the
same thing over and
over again but
expecting different
exactly the same results”
- Anonymous -

12.
“We hold these truths to be self-evident, that
all men are created equal,
that they are endowed by their Creator
with certain unalienable Rights,
that among these are Life, Liberty and the pursuit
of Happiness.”
- US Declaration of Independence -

13.
Not every method
works for everyone.
Find those that work for you.
Not every method
works every day.
Be prepared to adopt.

14.
Positive feedback
Negative feedback

15.
Focus on improving
the system, not
blaming individuals

16.
2. Human Ingredients

17.
Skills & Knowledge
Talents
Filters
Networks
Values
Goals, Motivators and Passions
Emotions
Roles, Games and Scripts

18.
3.
How to work with
others?

19.
4 things you cannot do
with people
Manage them
Motivate them
Change them
Appraise them

20.
I.
You cannot manage
them, …

21.
Theory X
People work to live (so they need to be
controlled)
Theory Y
People live to work (so they need to be
empowered)

22.
Leadership – helping
others achieve
common goals

23.
… but you can lead
them!

24.
II.
You cannot motivate
them, …

25.
“Between stimulus
and response is our
greatest power - the
freedom to choose”
- Stephen R. Covey
“The Seven Habits of Highly Effective People” -

26.
$

27.
my motivators are not
yours motivators

28.
… but you can ensure
they’re not demotivated
and have everything they
need to motivate
themselves.

29.
II.
You cannot change
them, …

30.
“People don’t resist
change, they resist
being changed”
- Irving Borwick -

31.
Verba docent
exempla trahunt

32.
… but you can:
- show desired behaviors
yourself,
- change environment, and
- clearly state expectations

33.
IV.
You cannot appraise
them, …

34.
Rating

35.
72
John
64
Mary

36.
Developing

37.
Theory Ą:
People need to be developed
Theory Ę:
People want to develop
themselves

38.
Getting feedback

39.
… but you can listen to
people and help them
develop themself

40.
4.
Leading Individuals

41.
I.
Start from yourself

42.
II.
Understand others

43.
III.
I’m OK – You’re OK

44.
IV.
Work with individuals

45.
V.
Improve the system,
not people

46.
“It’s the job of the
leader to see to it,
that leadership occurs”
- Peter R. Scholtes “The Leader’s Handbook” -

47.
Thank You!
Tomasz de Jastrzebiec Wykowski
Tomasz.Wykowski@procognita.com
http://procognita.com
http://www.linkedin.com/in/wykowski