1. The Leadership Challenge

2. Lessons in Leadership Creating a High Performance Environment (cont..)
Results Organizer
Influence Wheel
Believability
Prioritizing
Delegation
Resistance to Change
Relating During Conflict
Conflict Styles
Focus
Strategic Thinking
Self Analysis
SWOT model
See-Do-Get
Best Practices
LCS feedback model
Creating a High Performance Environment
Diversity
Maslow’s hierarchy
Enabling Equation

3. If we don’t believe the messenger, we won’t believe the message!
Strategic Thinking
1st Law of Leadership:
If we don’t believe the messenger, we won’t believe the message!
That means TRUST
Leaders MUST be
Credible
Competent
Honest
Inspiring

4. Self Analysis
Establish your placement on the following development models:
1. Risk/Uncertainty vs. Skill/Confidence
2. Leadership Development Model

5. Where are you? Where are your people?
HIGH
Anxiety
High Risk, but Low Skill
In Charge
of Change
Risk &
Uncertainty
Skill equal to the Risk
Boredom
High Skill but no Risk
LOW
LOW
HIGH
Skill &
Confidence
Where are you? Where are your people?

6. Leadership Development Model
Technical
Interpersonal
Visionary
TOP
We all need these skills all the time
Middle
High need for technical skills
Front Line
Technical Skills:
Operational
Equipment
Systems & Procedures
Interpersonal Skills:
Performance management
Communication
Leading
Relating
Visionary Skills:
Planning & organizing
Strategic Thinking
Vision & mission

7. Using your last leadership survey, identify the following:
Self Analysis
Using your last leadership survey, identify the following:
What are my TOP 3 Leadership Practices?
What are my 3 Leadership practices that need Improvement?
Focus on areas of high Neutral

8. 4-Step Strategic Thinking Process
1. Create a SWOT using an environmental scan.
2. Identify 3 high priority OPPORTUNITIES to focus on.
3. Identify 3 high-priority THINGS TO FIX to improve weaknesses.
4. Develop 3 actions and activities to address your opportunities and weaknesses.

9. SWOT Strengths Weaknesses Opportunities Threats Start Here!
What internal strengths exist in your operations that will allow you to overcome or minimize the threats & maximize your opportunities?
These things will give you a competitive advantage!
What internal weaknesses in your operation exist that need to be fixed?
These things are competitive disadvantages.
internal
Opportunities
Threats
Good external issues & conditions that create opportunities. These situations can be taken advantage of.
Bad external issues and conditions that create threats If these happen, it could impact the business negatively.
external
Start Here!

10. Environmental Scan What new businesses have moved into your area?
What businesses are closing or moving out of your area?
What current local issues are making news in your community or affecting your business?
What demographic changes are occurring in your area?
Which industries are hiring? Which are laying off?
What was the #1 area for improvement on your Grass Roots survey?
What is the turnover rate for your work unit?

11. From the SWOT and the Environmental Scan...
Three High Priority Opportunities 1.
Actions/Activities: 2. 3.
Three High Priority Weaknesses 1.
Actions/Activities: 2. 3.

12. So if you want to get different results... Take a look at
your mindset,
and theirs, too!
It all starts here!
with your MINDSET
If you can't see it,
you can't be it
SEE
reality DO
GET
Your mindset results
in your BEHAVIOR
Your behavior gets
specific RESULTS

13. Best Practice: The specific actions which raise the level of performance when applied consistently.

14. LCS Feedback Model L C S “I Like it because…” “And my concern is…”
“My suggestion would be…”
NO Buts
NO Howevers (soft buts)

15. Creating a High Performance Environment
“What do I want from you?
To walk in to the building and feel proud to be a member of your team.
For you to be the finest example of Wal-Mart culture in the company. There can be no exposure to failure if you follow Sam’s principles. The quality of leadership is the only difference between succeeding and not.
Balance in your life. You cannot live the Wal-Mart culture if you cheat or compromise your family.
Develop all of those around you. There is no greater pleasure.
End your career at Wal-Mart knowing that you’ve made a difference.”
- Lee Scott

16. Define ‘Diversity’ Variety a mosaic being different
“Our commitment to diversity is in essence our commitment to our customers:
To treat with fairness and respect, to be their advocates, to be sensitive to their causes, to value their differences and to serve as best we can.
Today, with more than 1.4 million of us, we are indeed a diverse community of Associates... As Mr. Sam said, ‘ordinary people joined together to accomplish extraordinary things.”
- Lee Scott

17. Diversity in the real world
We can look at 4 areas to focus on:
Ways to demonstrate respect: knowing just a little bit about who we’re interacting with can avoid a lot of unintentional mistakes.
Deal with Discomfort: Remember that 1 person or a group of people do not represent the entire race, religion, etc. One bad experience should not create a stereotype, which is often driven by fear.
Find common ground: Educate yourself. Don’t believe or tolerate gossip or even humor that promotes stereotypes.
Appreciate differences: There is strength in the fact that we are different from each other. We can learn from each other, or gain new perspectives that we wouldn’t otherwise have. Celebrate our strengths.

18. How do we poorly position low performers?
SEE DO
GET
reality
How do we poorly position low performers?
We don’t position them for their strengths, so we’re not surprised when they fail
we promote or transfer them to get rid of them
we use stereotypes: only young men in orderfilling/shipping, men in sporting goods, etc.
We sugar coat feedback
we give them less interaction, even avoid them
lack of patience
we always find something wrong with them, because we expect to
Our mindset about them changes our behavior
towards them, their low performance is partly a result of that mindset.

19. Wal-Mart does not tolerate an environment of exclusion!
Its the right thing to do!
Business considerations
Compliance
“If all the people in a group think the same, only one of us is needed.”

20. The Smell of the Place
You can’t change people, but you can change the environment. Create an environment that’s fresh and makes you want to be there.
Consider that the same person behaves differently in a different context: When in Calcutta in the summer, 100 degrees and 100% humidity, we tend to be tired and lethargic. But in Paris in springtime, the freshness in the air, the beauty of the landscape makes us want to dance with joy. This is the energy we want to fill our environment with. Does your area smell like Calcutta or Paris?
What context are you performing in? Can you incorporate these ideas into your environment:
Stretch (NOT Control!): aggressive ambition, big picture, teamwork
Discipline (NOT Compliance!): challenge, agree and commit
Support (NOT Control!): coaching as guidance
Trust (NOT Accountability!): building relationships

21. Maslow’s Heirarchy of Needs
Abraham Maslow theorized that whatever a person is experiencing at the moment are the primary influences on their motivations, priorities,and behavior.
A need creates tension, and the goal of behavior is to reduce that tension. Knowing the source of these tensions provides valuable insight on the reason behind people’s behavior.
The needs are categorized in five groups, with the understanding that they work like a ladder; you must have secure footing to get to the next step. A need must be partially met before ascending to the next level.
Inability to satisfy a low level need may result in immature behavior patterns!

22. Desire to be accepted & liked
Maslow's Heirarchy of Needs
Creative expression
personal best
risk taking
growth motivated
Recognition
promotion
self-worth
how others see us
Self Actualization
Desire to be accepted & liked
friendships
teams
clubs
Esteem & Ego-Status
Security
insurance
medical
emotional
Belongingness & Social
food
water
shelter
clothing
sleep
Safety
Basic

23. Enabling Equation Model
PERFORMANCE = CAPABILITY x COMMITMENT
Since this is multiplied,
if any one of these is Zero,
the whole performance
is Zero!
K x KH
N x R x C
KNOWLEDGE= What I know, have read, have seen
KNOW HOW= What I can do
NEED= the extent to which I need to perform to expectations
REWARD= What I get if I perform
CONSEQUENCES= What happens if I don’t perform

24. Applying the Enabling Matrix
HIGH
High Capability
High Commitment
High Capability
Low Commitment
Capability
Low Capability
Low Commitment
Low Capability
High Commitment
LOW
LOW
HIGH
Commitment
Interacting with a High/High is very different than with a Low/Low. Their needs are different. What they bring to the table is different. Their mindset is different.
Your mindset should be different.

25. Results Organizer Use this to plan your meeting/coaching
1. Facts (Specific behaviors, actions and/or results you have identified)
2. Why are you addressing this issue?
3. The meeting results and outcome desired
4. Win/Win
Their Needs My needs
5. Anticipated reactions and responses
6. Next steps and follow ups
7. Date Time Location
8. Materials and resources needed

26. Results Organizer Use this to plan your meeting/coaching
High/High
example
1. Facts (Specific behaviors, actions and/or results you have identified)
High production, always stays busy, helps others get their work done, perfect attendance
2. Why are you addressing this issue? Recognition for positive impact on our department
3. The meeting results and outcome desired
Recognition, maintain high morale, identify future career path and potential
4. Win/Win
Their Needs My needs
recognition, ego/self-esteem high morale & production
promotion development plan
5. Anticipated reactions and responses
surprise, pride in good performance, eager to take it to the next level
6. Next steps and follow ups: schedule mentor meeting, daily follow up and encouragement
7. Date Time Location
8. Materials and resources needed: matrix, last evaluation, notebook to write suggestions

27. Results Organizer Use this to plan your meeting/coaching
Low/High
example
1. Facts (Specific behaviors, actions and/or results you have identified)
Positive attitude, low accuracy/quality numbers, repeated mistakes, new associate
2. Why are you addressing this issue? Low quality scores affecting customer service
3. The meeting results and outcome desired
continued improvement, understanding of quality standards and accountability
4. Win/Win
Their Needs My needs
understanding, training? Continued improvement to
encouragement and support standards, commitment
5. Anticipated reactions and responses
frustration, no idea how to move forward, guilt for low performance, possibly angry
6. Next steps and follow ups: daily encouragement, weekly follow up, celebrate small successes
7. Date Time Location
8. Materials and resources needed: procedures, retraining plan to offer, encouraging mindset

28. Influence Wheel Conduct the meeting
Influence Wheel Conduct the meeting. Use all 5 areas effectively to accomplish the intended results.
How important is
Listen Listen
Listen?
Build on
others’
comments
Where do
I start?
Credit
others’
ideas
Appreciate
others’
comments
Discuss
what & why
Listen
for
facts
Build
Self-esteem
Discuss
impact
Listen
for
feelings
Listen
Give
information
person
Specify
and
summarize
Listen
for
understanding
Ask for
information
Should I give
info to a
Hi/Hi?
Ask for and
provide support
Understand
motivation
Do I ask
a Low/Low
for info?
Develop
consensus
Understand
why Be
consistent
Check
facts and
feelings Be
proactive

29. Believability
The weight of how much an inconsistency will detract from believability:
Verbal 7%
Vocal 38%
Visual 55% Watch that body language! Make them feel like they are the center of the universe. LISTEN LISTEN LISTEN
On the phone:
Verbal 14%
Vocal 86% Our biggest qualifier is unavailable! On
Verbal % this is dangerous and easily misunderstood!

30. Prioritizing
Successful people do stuff that failures don’t like to do. They don’t like it either, but they do it anyway.
Eat That Frog!
Don’t spend a dollar’s worth of time on a 10 cent decision.
Long term thinking + short term planning=Results
Gain support for your priorities

31. Practical Prioritizing Exercise
List your 10 most important work-related activities:
Establish the priority level of each task: A
Urgent & important A B
Not Urgent & important
URGENCY
Not Urgent &
Not important C C B D
Delegate
Importance E
Eliminate

32. Delegation 1. Assess associate’s readiness (we often forget this part)
2. Delegate
Common mistakes:
Assuming the assignment is understood (repeat it back)
“Just do it” (explain what & why)
Not tailored to readiness (think 1st)
Choosing the wrong time (set up for success)
Giving too many orders at once (3 things done well are better than 10 things undone)
How do you assess the associate’s readiness?

33. Analysis process 1. What skills are needed for this project?
2. Does the associate possess these skills? Need to develop these skills?
3. At what “needs level” (Maslow) is the associate motivated?
4. Can this project create rewards for the associate?
5. What consequences could this project create for this associate?
Review your answers and then determine what Enabling quadrant the associate is operating in for this project. Remember, new tasks may take a Hi/Hi into Lo/Hi...

34. Analysis process, contd.
A RESULT is the outcome of several small ACTIVITIES.
An ACTIVITY is one specific action or step.
For High Capability people, delegate a RESULT.
For Low Capability people, delegate an ACTIVITY.
HIGH
Delegate a RESULT.
Participate in planning the job.
“Keep me posted”
High level of authority.
Delegate a RESULT.
Ask what they need
“Call me if you need me”
Let them go
High level of authority.
CAPABILITY
Delegate an ACTIVITY.
Explain How and Why.
Check each step of the way.
Low level of authority.
Delegate an ACTIVITY.
Provide training.
Check each step of the way.
Low level of authority.
LOW
LOW
HIGH
COMMITMENT

35. Resistance to Change The phases of resistance to change:
Anger Denial Confusion Experimentation
You can’t avoid these, but you can minimize their duration.
Training is no good during phase 1 and 2, but useful before and after.
Acknowledge anger by saying “You’re angry.” This should help deflate the anger and frustration level.
Remember the Armadillo: particular survival skills don’t work in every environment. Adapt or die! Get new survival skills yourself, then help others to adapt.
Which is stronger?
My urge to grow or My resistance to change ?

36. Conflict Resolution
As a member of Wal-Mart management, how often do you have to handle conflict?
Because of this, it is vital for us to know our personal conflict styles, and through understanding the different styles and where they come from, make a positive change on the outcome of some of the daily conflict resolutions we participate in.
If you are not getting the results you want, you have to change your behavior.
Changing your behavior means changing your style, and that means shifting your point of view.

37. Relating during Conflict
Leaders who want Productive Associates and Strong Relationships must
Set a good example
Establish high standards
Practice what you preach
What is your dominant Conflict style? What result is that style giving you?
When interacting with other conflict styles, what are the Dos and Don’ts?

38. Conflict styles HIGH Assertive LOW Cooperative HIGH Competing
Collaborating
Compromising
Assertive
Avoiding
Accommodating
LOW
Cooperative
HIGH

39. Competing Style Goal: to win! (win/lose)
Needs: to be right, control, my way or the highway, ego/self-esteem
Long term impact: fear, avoidance, others will fight you
Do: be understanding, find common ground, move to collaborating
Don’t: argue (it just escalates), put off

40. Accommodating Style
Goal is to yield, get out of the conflict (lose/win)
Needs: to be liked, keep the peace
Impact long term: take advantage of you, become bitter, develop martyr complex

41. Avoiding Style
Goal: to delay (gather info, only compete when they can win,on their own time)
Needs: reduce personal risk of failure, dislike confrontation, keep emotions in check
Long term impact: distrusted by others, forces others to make decisions, credibility/trust becomes an issue

42. Compromising Style Lowest form of win/win, but fair
Needs: to reach an agreement, minimize disagreement, give & take
Long term impact: Everyone gets something, everyone gives up something, can make getting ANY decision more important than getting the BEST decision.

43. Collaborating Style Goal is win/win
Needs: results are higher than you can get alone, commitment from others
Long term impact: High trust, cooperation, people seek out this person
Collaboration is a mindset and a behavior of great leaders that results in long-lasting relationships.

44. The End