Leading at a Higher Level Flashcards
Leadership
is defined as the capacity to influence others by unleashing their power and potential to impact a greater good
Serve First
lead second
Trustworthiness
do the right thing
kenship
value compassion humility and abundance
Ken Blanchard mission statement
Unleash the power and potential in people and organizations for the greater good
Dialogue
value conversation and encourage thinking
Ownership
take personal responsibility for keeping and company streamlined
focus and clarity
set clear goals and act to achieve them
Getting the D4
Value high level performance and competence
Those that will brag about your company
raving fan customers
HPO’s
High performance organizations are enterprises that over time continue to have high results
SCORES S=
Shared information and open communication
SCORES C=
Compelling vision
SCORES O=
Ongoing learning
SCORES R=
Relentless focus on customer results
SCORES E=
Energizing systems and structures
SCORES S=
Shared power and high involvement
Leadership is the engine
if becoming a HPO is the destination
Lack of clear vision for everyone to serve
the biggest impediment blocking most managers from being great leaders.
Disney has four rank order values
safety
courtesy
show
efficiency
Characteristic of a good leader
ability to mobilize people around shared vision
leader ensures the vision becomes a reality
how the vision is created
how its communicated
how its lived
Empowerment requires a major shift in attitude, the most crucial place that this shift must occur.
In the heart of every leader
Resistance to empowerment
managers who fill threatened
Most powerful way to share information
Organizational learning
To become effective in using SLII you should master three skills
Goal setting
Diagnosis
Matching
Its common for one manager to supervise
25-75 direct reports
People should become partners with?
Their leaders
One of the key elements of a HPO is essential to self leadership
Individual learning
Three skills of leadership
Challenge assumed constraints
Activate points of power
Be proactive
When you use the “I need” phrase
its a position of strength
D1
Enthusiastic beginner /low competence high commitment
D2
Dillusioned Learner/Low to some competence low commitment
D3
Capable but caution/Moderate to high competence variable commitment
D4
Self Reliant achiever/High competence high commitment
Establishing an Effective Performance Management System consists of three parts:
1) Performance planning: During this time leaders agree with their direct reports about the goals and objectives they should be focusing on.
2) Performance coaching. Leaders do everything they can to help direct reports be successful.
3) Performance review. A manager and direct reports sit down and assess the direct report’s performance over time.
Forced distribution curve
where a certain percentage of your people must be average or less.
There are four steps in the Performance Management Game Plan (first three steps are the same as the three skills needed to be an effective SLII leader):
1) Goal setting ensures people are clear about the task they are responsible for.
2) Diagnosis is where the leader and direct report individually diagnose the direct report’s development level for each of the goals agreed on.
3) Matching ensures the leader provides the kind of behaviors – a leadership style – that the direct report needs to perform the task well and, at the same time, enhances his commitment.
Delivering
the appropriate leadership style. Performance is what triggers a change in leadership style.
Dealing with decommitment
a change in motivation or confidence – is one of the biggest challenges facing managers.
80/20 rule: Eighty percent of the results that leaders need to get in working with their people come from about
20% of the leadership activities they could do.
According to research, _____ is the single most powerful motivational tool in a leader’s tool kit.
Goal Setting
One of the biggest obstacles to productivity improvement is the problem of
unclear organizational expectations and accountability.
That habitual practice by managers leads to the most commonly used management style in the United States:
leave-alone-then-zap
“seagull management
When someone makes a mistake, seagull managers fly in, make a lot of noise, dump on everyone, and fly out.
SMART.
- Specific and measurable
- Motivating
- Attainable
- Relevant
- Trackable and time-bound
Of all the keys of the One Minute Manager
One Minute Praisings are the most powerful
You should set aside at least ____ hours a week for cheering people on.
2
A One Minute Apology
begins with surrender and ends with integrity.
A One Minute Apology
begins with surrender and ends with integrity.
Trust is the foundation on all healthy relationships. Studies show that productivity, income, and profits are positively or negatively impacted depending on the level of trust in the work environment. Only __% of workers strongly agree that the trust their senior leaders to look out for their best interests.
7%
__% of respondents indicated they had left an organization due to trust issues, citing lack of communication and dishonesty as key contributing factors
59%
ABCD Trust Model
Able
Believable
Connected
Dependable
Damaged trust
is when a breach of trust is so severe that the relationship is strained to the breaking point, or breaks completely.
The following is a five-step process to begin rebuilding the relationship and restoring trust
1) Acknowledge and assure. Acknowledge there’s a problem and assure the other person your intention is to restore trust.
2) Admit
3) Apologize
4) Assess. Invite feedback
5) Agree to future positive behavior
Coaching
is a deliberate process using focused conversations to create an environment that results in accelerated performance and development.
Like coaching, mentoring is a one-to-one process. There are three primary concerns people have about getting involved in mentoring:
1) Time
2) Fear
3) Confusion
There are two aspects of working with someone in a mentoring relationship: Essence is all about sharing heart-to-heart and finding common values. Form is about structure – how you will work together
Essence, Form
The MENTOR Model: six guidelines for an effective mentoring relationship: MENTOR
- Mission
- Engagement
- Networking
- Trust
- Opportunity
- Review and renew
Twelve thousand male Swedish workers were studied over a 14-year period. Workers who felt isolated and had little influence over their jobs were ___% more likely to have a fatal heart attack than those who had greater influence in decisions at work and who worked in teams.
162%
We define a ____ as two or more persons who come together for a common purpose and who are mutually accountable for results.
Team
