Presentation on theme: "South Seattle Community College With Paul L. Gerhardt"— Presentation transcript:
1South Seattle Community College With Paul L. Gerhardt Leadership and Seven Habits of Highly Effective People Based on literature by Stephen R. CoveySouth Seattle Community CollegeWith Paul L. GerhardtPaul L. Gerhardt
2“… 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
3Introduction Some Basics: Some people are consistently successful because of qualities and abilities they have developed in addition to their education and experience.Value, as perceived by the customer, will determine your worth.Genuine career happiness comes from achieving personal goals in harmony with organizational goals.The objective of this presentation is to present some strategies that a professional can use to improve their chances of a productive career.
4What are the qualities of a great leader? Long-term success requires good leadership.Understands the Big Picture.Has vision and is a systems thinkerThe ability to effectively empower, develop, and lead people/teams.A great leader is able to see the context of the situation they are in -- whatever that is -- and react accordingly. They ADAPT to the situation and those they lead.
5Personal LeadershipPersonal Strategic Planning combines strategic planning and time management together.Know where YOU fit in the organization and on your team.Continuous improvement in all areas of lifeBecome a student of leadership and management stylesFind a one or two mentorsRead and take notes
6Team Orientation / Learning Communities Leadership -Long-term success requires good leadership.Teamwork -Effective and empowered teams responsible for problem solving and product development.Culture -Core values and operating norms. Sense of community.It is important for you to know the status of each so you can assess your future.
7Four Levels of Leadership Personal—TrustworthinessInterpersonal—TrustManagerial—EmpowermentOrganizational--Alignment
8Seven Habits of Highly Effective People A. Inside Out1. Be proactive2. Begin with the end in mind3. Put first things first4. Think win-win5. Seek first to understand, then to be understood6. Synergize7. Sharpen the saw: physical, mental, emotional/social, spiritualB. Inside Out Again 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
9Examples of Defective Habits: React-Blame all your problems on your friends, teachers, parents; take no responsibility for things that happen to you.Begin with No End in Mind-Have no goal or plan and never think about tomorrow.Put First Things Last-Always put off doing what’s important by talking on your mobile and surfing the net. Always put off your homework until tomorrow.
10Examples of Defective Habits: (Continued) Think Win-Lose-Don’t let anyone else succeed at anything because if they win, you lose.Seek First to Talk, Then Pretend to Listen-If you want their opinion, give it to them.Don’t Cooperate-Teamwork is for losers; be your own island.Wear Yourself Out-Make being busy the only thing that matters; never exercise or improve yourself.
11The 7 Successful Habits ... an overview. InterdependencePUBLICVICTORYThink win-win4Understand5Synergize67Sharpen sawIndependenceDependence1Be ProactivePRIVATEVICTORY2End in mind31st things 1sthabit = knowledge+ skill+ desire
12Developing Personal Potential Covey’s first three habits deal with self-reliance and self-mastery. These are private victories; they only involve the followerHabit 1: Be Proactive®Be responsible, don’t blame othersHabit 2: Begin With The End In Mind®Start with a clear mental image of your destinationHabit 3: Put First Things First®Focus on preserving and enhancing relationships and on accomplishing results
13Effective Interdependence The first three habits build a foundation on independence, from which one can move to interdependence—caring, productive relationships with others which Covey calls public victoriesWhen a person moves to interdependence, he steps into a leadership role
14Effective Interdependence Habit 4: Think Win-Win®Implies understanding that without cooperation, the organization cannot succeedHabit 5: Seek First To Understand, Then To Be Understood®Requires a nonjudgmental attitude. Emphatic listening gets inside another person’s frame of reference
15Effective Interdependence Habit 6: Synergize®Synergy is the combined action that occurs when people work together to create new alternatives and solutions. The essence of synergy is to value and respect differencesHabit 7: Sharpen The Saw®Process of using and continuously renewing the physical, mental, spiritual, and social aspects of life
16Trust: Emotional Bank Account Seeking first to understandKeeping promisesHonest, OpennessKindnesses, courtesiesWin-Win or no deal thinkingClarifying ExpectationsLoyalty to the AbsentApologiesReceiving feedback and giving “I” messagesSeeking first to be understoodBreaking promisesSmooth ManipulationUnkindnesses, DiscourtesiesWin-Lose or Lose-Win ThinkingViolating ExpectationsDisloyalty, DuplicityPride, conceit, ArroganceNot receiving feedback and giving “you” messages
177 Habits Reactive Stimulus Response Proactive Freedom to Choose Self-awarenessImaginationConscienceIndependent Will
18Habit One - Be Proactive Proactivity vs. ReactivityI am responsible for my lifeMy choices control my behaviorI stand for somethingFactors beyond my control create my lifeMy conditions, conditioning, and feelings control my behavior
19Habit 1: Be proactive. response stimulus the gap = our choice circle Victor Frankl, Man’s Search for Meaningproactive(forward acting, opportunity-focused, clear)I will read one book per month in my field.I will exercise and attend Weight Watchers weekly.I will cook dinners for my wife every Monday.circleofinfluencecircle ofconcernno concernNot until you can sayI am what I am todaybecause of the choices Imade yesterday.... can you sayI choose otherwise.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.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?
20Risking failure ... a shining example! Innovate or Die, Jack Matson1 outside of your circle of influence2 failure of planning3 failure of actionLess 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 ...... 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.more failuresbut moresuccesses! Write your “failure resume”. Did you risk time, energy, money, or reputation? Why did you fail (see reasons above)?
21Disowning vs. Owning “There’s not enough time in the day” “I was never very good at public speaking”“I lost my temper”“Find out what the prof wants and do it”“I’ve overscheduled myself”“I’ve avoided public speaking because I’m uncomfortable with it”“I gave way to my feelings”“I decide what’s needed & get the system working on it”
22ProjectIdentify one issue in your circle of concern, but not in your circle of influenceBreak this issue into areas of direct, indirect, and no controlOutline how you might recast your concern so that you release the “no control” area, and do something about the areas of “direct” and “indirect” control.
23Seven Habits - Number Two Habit Two: Begin with the end in mindMeaning of this habitAll things are created twiceThe two creationsRescriptingPersonal mission statementsValues at the center2. 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
24Value of Habit TwoStating why we exist & what we are about is difficultExpression - putting into words - changes usWhat lies behind usand what lies beforeus are tiny matterscompared towhat lies within us.Henry David Thoreau
25Habit 2: Begin with the end in mind. The law of the farm: You reap what you sow.translated “sacrifice”vision = what you want to seemission = immediate next step(s)Both tend to focus priorities.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?
26Begin With The End In Mind Identify the 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
27Stages in the Backward Design Process Identifydesiredresults.Determineacceptableevidence.What should studentsknow andbe able to do?Plan learningexperiencesand instruction.How will we knowthat they know?What activities,skills, informationand resources willbe best?
28Why “backward”?The stages are logical but they go against habitsWe’re used to jumping to lesson and activity ideas before clarifying our performance goals for studentsThe change in lesson design does not necessarily mean that we throw out everything that we’ve done but it is a matter of being more selective,It helps us modify and also helps us to decide what not to teach.By thinking through the assessments upfront, we ensure greater alignment of our goals and means that teaching is focused on desired results
29Stages in the Backward Design Process Identify desiredresultsWhat should studentsknow andbe able to do?What should othersknow andbe able to do?
30Curricular Priorities Worth being familiar withImportant to knowand to doThere is usually more content than can be reasonably addressed.“EnduringUnderstanding”Grant Wiggins & Jay McTighe Understanding by Design ASCD, 1998.
31Group Project 1. On Your Own… Name a curricular topic that you will addresswith 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.
32Stage 1 – Identify desired results Key: Focus on Big ideasEnduring Understandings: What specific insights about big ideas do we want clients to leave with?What essential questions will frame the process of learning, pointing toward key issues and ideas, and suggest meaningful and provocative inquiry into content?
33Short Assignment Stop With your partner, brainstorm some possible essential questions that will help you clarify a possible final goal in your life or work life.
34Key: Focus on Big ideasEnduring Understandings: What specific insights about big ideas do we want others to leave with?
35Stages in the Backward Design Process Identifydesiredresults.Determineacceptableevidence.What should othersknow?How will we knowthat they know?
36Someone who understands… ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
37The 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 viewFacet #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
38Assessment of Understanding via the 6 facets i.e. You really understand when you can:explain, connect, systematize, predict itshow its meaning, importanceapply or adapt it to novel situationssee it as one plausible perspective among others, question its assumptionssee it as its author/speaker saw itavoid and point out common misconceptions, biases, or simplistic views
39What this habit means Consider the end of your life image, picture, or paradigmcriterion by which everything else is examinedStart with a clear destinationknow where you are goingunderstand where you are nowtake steps in the right direction
41Habit 3: Put first things first. urgentnot urgentI: necessitycrisesdeadlines “maintaining”( )II: opportunityPC activitiesplanning & preventioncommitment(65-15)importantIIIinterruptionssome meetingssome reports(5-55)IVtriviabusy worktime wasters(5-5)not importantWe 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?
42Habit 3 ... a demonstration. 1 Identify big rocks (q2). 2 Schedule these FIRST!3 Surround with other.What is the lesson?
43Time Management Systems Describe the system you use to keep up with appointments, notes, tasks that need to be done, phone numbers and addresses
44What is the best system for me? Depends upon:Type of work you do (work with people vs. work with things)Amount of discretionary time you use (how much time is under your control)
45Nature of Work 100% 0% 100% 0% Work with Things Work with People 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.
46Discretionary Time 100% 0% 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.
47Time Management System Below the mid-point on both graphs?Use simple time management toolsAbove the mid-point on either graph?Use a more sophisticated system
48Time Management Systems PrimitiveSimplePaper-based OrganizersHand HeldsPIM (Personal Information Managers) - Software
49Primitive Crisis Management Running around putting out fires
50Primitive Priority Meandering Start on task a get distracted resume on task bjump to task c
51Primitive Jump to Others Wait for others to tell me what to do
52Primitive First Come - First Served Handle tasks in the order in which they arrive
53PrimitiveGroupingDo all the same types of tasks at the same time (phone calls, writing letters, etc.)
54Primitive Whimsical Do whatever you feel like doing
55SimpleFloating Pieces of Paper (including post-its, business cards, napkins)Write notes on assorted pieces of paperSooner or later the paper floats
56Simple“To Do” ListA “to do list is written on a notepad, business card, envelope, etc.
57Simple Pocket Calendar A variety of small calendars are used to record appointments
58SimpleDesk CalendarCalendar stays on desk, typically four days behind
59SimpleAddress bookA variety of devices are used to record addresses and phone numbers
60SimpleCombination - typically a combination of simple devices are used
61Paper Based Planners Day Runner Day-Timer Franklin Day Planner Day at a GlanceSeven Habits PlannerPriority ManagerRolodex
63Habit Four – Think Win/Win WinWin DefinitionThe win-win approach is a set of principles, practices, and tools, which enable a set of interdependent stakeholders to work out a mutually satisfactory (win-win) set of shared commitments.
64Habit 4: Think win-win. win-win or no deal lose-win consideration (you get hardfeelings)win-win or no deal(abundance mentality;get P and PC)lose-lose(never pays)win-lose(other person gets hardfeeling)courageconsideration 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”?
65Win-lose Generally Becomes Lose-lose Actually, nobody wins in these situations
66Key ConceptsWin Condition: objective which makes a stakeholder feel like a winnerIssue: conflict or constraint on a win conditionOption: A way of overcoming an issueAgreement: mutual commitment to an option or win condition
67Win/Win Negotiation Model Win ConditionIssueinvolvescoversaddressesAgreementOptionadoptsWinWin Equilibrium State - All Win Conditions covered by Agreements - No outstanding Issues
68Why Use Win/Win ? The alternatives don’t work Win-lose often leads to lose-loseAvoids costly rework100X cost to fix requirements after deliveryBuilds trust and manages expectationsLooking out for other’s needs builds trustBalancing needs leads to realistic expectationsHelps stakeholders adapt to changeShared vision and the flexibility of quick re-negotiation
69Win/Win Critical Success Factors Appropriate staffing of stakeholder representatives, facilitator functionStakeholder representatives: empowered, committed, representative, collaborative, knowledgeableFacilitators: some understanding of stakeholder domains, collaboration management abilityGood facilitators can be participants alsoBeginning of shared vision
70Habit 5: First understand ... then be understood. win-win area = L x hh = “understand”L = “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).Dale Carnegie How to Win Friends and Influence PeopleFisher & Ury, Getting to Yes 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?
71Actions for Success Exhibit a winning work ethic Show initiative Discover additional responsibilitiesAsk questions
72What are Competencies? Knowledge Skills/abilities Understanding Behavior/motivationCompetencies have definitions and key actions. Your actions demonstrate competencies.
73Initiative (An example) DefinitionTaking prompt action to accomplish objectives; takingaction to achieve goals beyond what is required;being proactive.Key ActionsResponds 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.
74Habit 6: Synergize. “Animal school” Once upon a time, the animals decided they must do somethingheroic 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)
75Principles of Creative Communication SynergyThe exercise of all the other habits prepares us for the habit of synergy.Synergy. The whole is greater than the sum of its parts.Few people experience synergy in their lives because most people have been scripted into defensive or protective communications.Synergy can be unnerving unless one has a high tolerance for ambiguity and gets security from integrity to principles and inner values.
76Synergy in the Classroom Many truly great classes teeter on the very edge of chaos.Synergy is possible in the classroom when the group collectively agrees to subordinate old scripts and to write a new one.
77Synergy in BusinessTo achieve synergy in business requires that people become open and authentic.When we open ourselves up to the influence of others, we gain new insights and facilitate the generation of new options.
78Synergy and Communication The lowest level of communication coming out of low trust situations is characterized by defensiveness, protectiveness, and legalistic language which covers all the bases and spells out qualifiers and escape clauses in the event things go sour.The middle level of communication is respectful communication -- where fairly mature people communicate.The highest level of communication is synergistic (win/win) communication.
79Negative SynergyMost highly dependent people are trying to succeed in an interdependent reality.Many people don't realize that the real strength of any relationship is having alternative points of view.
80Valuing the Differences Valuing the differences is the essence of synergy.The truly effective person has the humility and reverence to recognize his own perceptual limitations and to realize the rich resources available through interaction with the hearts and minds of other people.If two people have the same opinion, one person is unnecessary.
81Force Field AnalysisAny current level of performance or being is a state of equilibrium between the driving forces that encourage upward movement and the restraining forces that discourage it.Driving forces generally are positive, reasonable, logical, conscious, and economic.Restraining forces are often negative, emotional, illogical, unconscious, and social/psychological.
83Habit 7: Sharpen the saw. Spiritual Social Mental Physical battle of good versus evil(atheism, Christianity, Hinduism,Islam, Judaism)Socialfamily, friends, service(notes, phone calls, s, visits)Mentalreading, journaling, discussing,seminars, meetingsPhysicalendurance, strength, flexibility,sleep, eating When will YOU sharpen your saw? What measures will you use in each category?
84Self-ManagementSelf-Management when an individual consciously controls the learning process of acquiring new behavior through the interplay of environmental cues, consequences and cognitive processes
86Creation Principle All things are created twice mental or first creationa physical or second creationMost non-productive endeavors fail with the first creationBy Design or DefaultThere 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.
87The 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?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.
88Rescripting Personal leadership: the first creation Through self-awareness, discover ineffective scripts, deeply embedded habits that are incongruent with valuesProactively rescriptRescripting: Becoming Your Own First CreatorProactivity 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.
89Personal Mission Statement The most effective way to begin with the end in mind is to develop a personal mission statementThe key to the abilityto change is achangeless sense ofwho you are,what you are about,& what you valueA Personal Mission StatementThe 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
90Circle of InfluenceTo create a mission statement begin with the centerPrinciples & values: security, guidance, wisdom, & powerAt 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 createsa noble personalitya balanced character& a beautifully integrated individualThe Circle of Influence
91Mission Statement What are you first things? List those things that are most important in your life.How effective are you at keeping those things first in your life? Why?
92Mission StatementIf you were to do one thing in your professional life that would have the most positive impact, what would that one thing be?If you were to do one thing in your personal life that would have the most positive impact, what would that one thing be?
93Mission StatementRecord your personal mission statement, philosophy, or creed. Your mission statement is your personal “contribution” and represents the deepest and best within you.
94Writing a Mission Statement Your personal constitutionvaluespurposeservice/role in communitywhat you will achievehow you will accomplishNot something written overnightgoalshopesdreamsTimeless. . . but review & revise
95Whole Brain Activity Self-awareness empowers examination of thoughts Left side:Logical & verbalParts & specificsSequential thinkingRight side:Intuitive & creativeWholes & relationships between partsSimultaneous & holistic thinking
96Identify Roles & GoalsOrganize mission statement by specific role areas &goals that you want to accomplish in these areasProfessional roleFamily roleCommunity rolePolitical role
97Preparing for Turbulence Focus on core valuesRevisit goalsPrioritize servicesBuild for the futureMeasure and evaluate progress
98Strategic Leadership Build a team Identify talent Training and deploy as necessaryBuild communityEstablish and nurture partnershipsEstablish support groupsBuild relationshipsFocus on people, not policiesValue diversity and inclusion
99Envisioned Leadership Develop your personal portfolioUnderstand your power and influencePrepare relentlesslyCommunicate your visionHave a planSee the big pictureFocus on the organizationFoster a collaborative and cooperative environmentStreamline operationsEnjoy the journey!
100Homework …Establish 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 atPlan 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.Sharpen 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.
101SummaryFollower role includes responsibility, service, challenging authority, participating in change, knowing when its time to leave organizationDeveloping Personal PotentialCovey defines a habit as the intersection of knowledge, skill and desireHe arranges seven habits along a continuum from dependence to interdependenceWhen a person moves to interdependence, he steps into a leadership role
102Seven Habits of Highly Successful People by Steven Covey Habit 1 - Be ProactiveHabit 2 - Begin with the End in MindHabit 3 - Put First Things FirstHabit 4 - Think Win/WinHabit 5 - Seek First to Understand, Then to Be UnderstoodHabit 6 - SynergizeHabit 7 - Sharpen the Saw
104Overview Two leadership styles Variables that influence style Situational Leadership Model
105Leadership Styles:2 Extremes DemocraticParticipatoryAccepting input from subordinatesProviding support, encouraging their effortsFacilitating their involvement in decision-making and problem-solvingLoosely supervisingAutocraticNon-participatoryTelling what to do, how to do it, where to do it, when to do itClosely supervising
106Continuum What variables would determine which style to use? Followers/SubordinatesBossAssociates/PeersOrganizationType of JobTimeDemocraticAutocratic
107Continuum Democratic Followers/ Subordinates Autocratic The Hersey and Blanchard “SituationalLeadership Model” is based on this lonevariable… because if you tried to considerall variables before deciding, you’d becomeimmobilized.Followers/SubordinatesDemocraticAutocratic
108Leadership The Hersey & Blanchard Styles Situational Leadership Model Low Supportive andLow DirectiveBehaviorHigh Directive andLow SupportiveHigh SupportiveHigh Supportive andDEVELOPMENT LEVEL OF FOLLOWER(S)DEVELOPEDDEVELOPINGHIGHLOWMODERATED4D1D2D3THE FOUR LEADERSHIP STYLESDIRECTIVE BEHAVIOR(High)(Low)SUPORTIVEBHALeadershipThe Hersey& BlanchardSituationalLeadershipModelStylesDevelopmentLevel ofFollowers8
109Development Level of Followers High skilland highmotivationNeeds lowdirectionor supportLeaderempowersfollowers“PeakPerformer”Moderateto highskill levelJust absentadequatemotivationLeader’skey role isfacilitating“ReluctantContributor”Low tomoderatedevelopmentUnsure theycan do itLeader givesdirection butalso seeksinput“DisillusionedLearner”Low skillNew to jobMotivatedNeedsspecificdirectionclosesupervision“EnthusiasticBeginner”
110D1 S3 S1 S4 S2 Enthusiastic Beginner Low skill New to job Motivated Low Supportive andLow DirectiveBehaviorHigh Directive andLow SupportiveHigh SupportiveHigh Supportive andDEVELOPEDDEVELOPINGHIGHLOWMODERATED4D1D2D3DIRECTIVE BEHAVIOR(High)(Low)SUPORTIVEBHALow skillNew to jobMotivatedNeedsspecificdirectionclosesupervisionHigh directionLow supportLeader definesroles of followersLeader initiatesproblem solvingand decisionmakingOne-waycommunicationEnthusiasticBeginnerD1
113D4 S3 S1 S4 S2 Peak Performer High skill and high motivation Needs low Low Supportive andLow DirectiveBehaviorHigh Directive andLow SupportiveHigh SupportiveHigh Supportive andDEVELOPEDDEVELOPINGHIGHLOWMODERATED4D1D2D3DIRECTIVE BEHAVIOR(High)(Low)SUPORTIVEBHAHigh skilland highmotivationNeeds lowdirectionor supportLeaderempowersfollowersLow supportLow directionLeader doesdiscuss & defineproblem to besolvedFollowers makedecisions, runthe showPeakPerformerD4
114Look at it this way…It’s all about “matching” the style (of the leader) to the level (of the followers)Think of leaders needing to fill in what’s missing… provide their people with what they can’t do for themselves at the momentMismatch results in…Over-supervision (gets you frustrated followers)Under-supervision (gets you insufficient results)
115And finally…What about changing styles? When would you change styles? Would you… ever?Yes! As the name implies, “Situational Leadership” is task-specificChange it when warranted by change in task or change in personnel doing itYour goal…Build your follower’s development level so you can use less time-consuming styles (S3 and S4) and still get high quality results
116SUMMARY Two leadership styles Variables that influence style Situational Leadership Model