Gud

Leadership
and Seven Habits of Highly Effective People

Based on literature by Stephen R. Covey
Ajay Khedkar
23 Dec 2011
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
Introduction
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.
What are the qualities of a great leader?
LongLong-term success requires good leadership. Understands the Big Picture. Has vision and is a systems thinker The 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.
t
Personal Leadership
Personal 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 life Become a student of leadership and management styles Find a one or two mentors Read and take notes
Team Orientation / Learning Communities

Leadership LongLong-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.
Four Levels of Leadership

Personal PersonalTrustworthiness Interpersonal InterpersonalTrust Managerial ManagerialEmpowerment Organizational--Alignment Organizational--Alignment
Seven Habits of Highly Effective People

A. Inside Out 1. Be proactive 2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. Seek first to understand, then to be understood 6. Synergize 7. Sharpen the saw: physical, mental, emotional/social, spiritual B. Inside Out Again
www.LeadershipSuccess.net
Examples of Defective Habits:

ReactReact-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 Mindnever think about tomorrow. Put First Things Last-Always put off doing whats Lastimportant by talking on your mobile and surfing the net. Always put off your homework until tomorrow.
Examples of Defective Habits:

Think Win-Lose-Dont let anyone else succeed at Win-Loseanything because if they win, you lose.
(Continued)
Seek First to Talk, Then Pretend to Listen-If you want Listentheir opinion, give it to them. Dont Cooperate-Teamwork is for losers; be your own Cooperateisland. Wear Yourself Out-Make being busy the only thing Outthat matters; never exercise or improve yourself.
The 7 Successful Habits

7 Sharpen saw
... an overview.
Interdependence
Understand Synergize 5 6 PUBLIC VICTORY Think win-win 4
Independence
3 1st things 1st PRIVATE VICTORY 2 1 End in mind Be Proactive
habit = knowledge + skill + desire
Dependence
Developing Personal Potential

Coveys first three habits deal with self-reliance and selfselfselfmastery. These are private victories; they only involve the follower Habit 1: Be Proactive Be responsible, dont blame others Habit 2: Begin With The End In Mind Start with a clear mental image of your destination Habit 3: Put First Things First Focus on preserving and enhancing relationships and on accomplishing results
Effective Interdependence
The first three habits build a foundation on independence, from which one can move to interdependence interdependencecaring, productive relationships with others which Covey calls public victories When a person moves to interdependence, he steps into a leadership role
Habit 4: Think Win-Win WinImplies understanding that without cooperation, the organization cannot succeed Habit 5: Seek First To Understand, Then To Be Understood Requires a nonjudgmental attitude. Emphatic listening gets inside another persons frame of reference
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 differences Habit 7: Sharpen The Saw Process of using and continuously renewing the physical, mental, spiritual, and social aspects of life
Trust: Emotional Bank Account

Seeking first to understand Keeping promises Honest, Openness Kindnesses, courtesies WinWin-Win or no deal thinking Clarifying Expectations Loyalty to the Absent Apologies Receiving feedback and giving I messages Seeking first to be understood Breaking promises Smooth Manipulation Unkindnesses, Discourtesies WinWin-Lose or Lose-Win LoseThinking Violating Expectations Disloyalty, Duplicity Pride, conceit, Arrogance Not receiving feedback and giving you messages
7 Habits
Reactive Stimulus Response
Stimulus
Proactive Freedom to Choose Response

Self-awareness Imagination Conscience Independent Will
Habit One - Be Proactive

Proactivity vs. Reactivity I am responsible for my life My choices control my behavior I stand for something Factors beyond my control create my life My conditions, conditioning, and feelings control my behavior
Habit 1: Be proactive.
the gap = our choice
proactive (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.
stimulus response
no concern
Victor Frankl, Mans Search for Meaning
circle of circle of influence concern reactive

(reverse acting, problem-bound, vague) I am not as smart as others in this company. People think Im too heavy. I wish our Monday evenings were better.
Not until you can say

I am what I am today because of the choices I made yesterday.
... can you say

I choose otherwise.
y Examples of your reactive statements ... and your proactive counterparts. y What to do when frustrated? Discouraged? Imposter? What is your fix routine? y Why not be proactive? What is the risk? Are you willing to risk failure? www.LeadershipSuccess.net
Risking failure ... a shining example!

Innovate or Die, Jack Matson Less 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 more failures ... then another who died ... then another who died ... then another. Ran for Congress ... and lost ... but more and again, and lost ... and again, and lost ... successes! ... then elected ...but was too unpopular to be re-elected. Became one of the leading lawyers in his state. Ran for Senate .. and lost. y Write your failure resume. Ran for President ... and won. y Did you risk time, energy, money, or reputation? Presided successfully over a war. Re-elected President. y Why did you fail www.LeadershipSuccess.net (see reasons above)?
1 outside of your circle of influence 2 failure of planning 3 failure of action
Disowning vs. Owning

Theres 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 Ive overscheduled myself Ive avoided public speaking because Im uncomfortable with it I gave way to my feelings I decide whats needed & get the system working on it
Identify one issue in your circle of concern, but not in your circle of influence Break this issue into areas of direct, indirect, and no control Outline 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.
Seven Habits - Number Two

Habit Two: Begin with the end in mind
Meaning of this habit All things are created twice The two creations Rescripting Personal mission statements Values at the center
Value of Habit Two

Stating why we exist & what we are about is difficult Expression - putting into words - changes us
What lies behind us and what lies before us are tiny matters compared to what lies within us. Henry David Thoreau
Habit 2: Begin with the end in mind.
The law of the farm: You reap what you sow. translated sacrifice vision = what you want to see mission = immediate next step(s) Both tend to focus priorities. y Specifically write what you want to reap. What do you HOPE for? A prestigious job? A girlfriend or boyfriend? Money? y Write what you are willing to sow. Time? Personal energy? Money? Your friends? y Any books or movies or models that guide you?
Begin 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 youre 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
Stages in the Backward Design Process

Identify
desired results.
What should students know and be able to do?
Determine acceptable evidence. Plan learning experiences and instruction. What activities, skills, information and resources will be best?
How will we know that they know?
Why backward?
The stages are logical but they go against habits
Were used to jumping to lesson and activity ideas before clarifying our performance goals for students The change in lesson design does not necessarily mean that we throw out everything that weve 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
Stage 1
Identify desired results
What and know should others know and be able to do? be able to do?
What should students
Curricular Priorities
Worth being familiar with
Important to know and to do
Enduring Understanding
There is usually more content than can be reasonably addressed.
Grant Wiggins & Jay McTighe
Understanding by Design ASCD, 1998.
Group Project
1. On Your Own Name a curricular topic that you will address with 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.
Stage 1 Identify desired results

Key: Focus on Big ideas
Enduring Understandings: What specific Understandings: 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?
Short 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.
Key: Focus on Big ideas

Enduring Understandings: What specific insights about big ideas do we want others to leave with?

Identify
desired results.
What should others know?
Determine acceptable evidence.
How will we know that they know?
Someone who understands ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________
The 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 persons feelings and world view Facet #6 Self-Knowledge: The wisdom to know ones ignorance and how ones pattern of thought and action inform as well as prejudice understanding. Grant Wiggins and Jay McTighe, 1998
Assessment of Understanding via the 6 facets i.e. You really understand when you can: explain, connect, systematize, predict it show its meaning, importance apply or adapt it to novel situations see it as one plausible perspective among others, question its assumptions see it as its author/speaker saw it avoid and point out common misconceptions, biases, or simplistic views
What this habit means

Consider the end of your life image, picture, or paradigm criterion by which everything else is examined Start with a clear destination know where you are going understand where you are now take steps in the right direction
Habit 3: Put First Things First
Habit 3: Put first things first.

important urgent I: necessity crises deadlines maintaining
(25 - 25)
not urgent II: opportunity PC activities planning & prevention commitment

(65-15)
not important
III interruptions some meetings some reports

(5-55)
IV trivia busy work time wasters

(5-5)
We want Quadrant II > Quadrant I. Quadrant II comes from Quadrants III and IV. y Estimate how much time you spend in Quadrant II (and what IS Quad IV?) ... y How do you plan your day? Datebook? Palm Pilot? y How much is your time worth to you, in dollars/hour?
Habit 3 ... a demonstration.
1 Identify big rocks (q2). 2 Schedule these FIRST! 3 Surround with other. What is the lesson?
Time Management Systems

Describe the system you use to keep up with appointments, notes, tasks that need to be done, phone numbers and addresses
What 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)
Nature of Work
0%
Work with Things
100%
Work with People
100%
0%
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.
Discretionary Time
100%
Amount of control you have over your time
0%
The higher up the line you go, the more sophisticated your time management system needs to be.
Time Management System

Below the mid-point on both graphs? midUse simple time management tools Above the mid-point on either graph? midUse a more sophisticated system
Time Management Systems

Primitive Simple PaperPaper-based Organizers Hand Helds PIM (Personal Information Managers) Software
Primitive
Crisis Management Running around putting out fires
C RTN_A-H
Primitive
Priority Meandering Start on task a get distracted resume on task b get distracted jump to task c
Primitive
Jump to Others Wait for others to tell me what to do
Primitive
First Come - First Served Handle tasks in the order in which they arrive
Primitive
Grouping Do all the same types of tasks at the same time (phone calls, writing letters, etc.)
Primitive
Whimsical Do whatever you feel like doing
Simple
Floating Pieces of Paper (including postpostits, business cards, napkins) Write notes on assorted pieces of paper Sooner or later the paper floats
Simple
To Do List A to do list is written on a notepad, business card, envelope, etc.
Simple
Pocket Calendar A variety of small calendars are used to record appointments
Simple
Desk Calendar Calendar stays on desk, typically four days behind
Simple
Address book A variety of devices are used to record addresses and phone numbers
Simple
Combination typically a combination of simple devices are used
Paper Based Planners
Day Runner Day-Timer Franklin Day Planner Day at a Glance Seven Habits Planner Priority Manager Rolodex
Habit Four Think Win/Win

WinWin Definition
The win-win approach winis a set of principles, practices, and tools, which enable a set of interdependent stakeholders to work out a mutually satisfactory (win-win) (winset of shared commitments. commitments.
Habit 4: Think win-win.

lose-win consideration
(you get hard feelings)
win-win or no deal
(abundance mentality; get P and PC)
lose-lose
(never pays)
win-lose
(other person gets hard feeling)
courage y Are there times when paradigms others than win-win are appropriate? y How do you develop courage? Consideration? Emotional bank account? y What causes conflict? Tools for conflict resolution? Your boundaries?
Win-lose Generally Becomes Lose-lose

Proposed Solution Quick, Cheap, Sloppy Product Lots of bells and whistles Driving too hard a bargain Winner Developer & Customer Developer & User Customer & User Loser User Customer Developer
Actually, nobody wins in these situations

Key Concepts
Win Condition: objective which makes a stakeholder feel like a winner Issue: conflict or constraint on a win condition Option: A way of overcoming an issue Agreement: mutual commitment to an option or win condition
Win/Win Negotiation Model

Win Condition
involves covers
Issue
addresses
Agreement
adopts
Option
WinWin Equilibrium State - All Win Conditions covered by Agreements - No outstanding Issues
Why Use Win/Win ?

The alternatives dont work WinWin-lose often leads to lose-lose loseAvoids costly rework 100X cost to fix requirements after delivery Builds trust and manages expectations Looking out for others needs builds trust Balancing needs leads to realistic expectations Helps stakeholders adapt to change Shared vision and the flexibility of quick re-negotiation rewww.LeadershipSuccess.net
Win/Win Critical Success Factors

Appropriate staffing of stakeholder representatives, facilitator function
Stakeholder representatives: empowered, committed, representative, collaborative, knowledgeable Facilitators: some understanding of stakeholder domains, collaboration management ability Good facilitators can be participants also
Beginning of shared vision

Habit 5: First understand ... then be understood.

win-win area = L x h h = understand L = be understood
4 tips for dealing with people y Do not criticize, condemn, or complain. y Express sincere appreciation. y Give them emotional air and learn their story. y Focus on their interests (know your best alternative coming in).
Dale Carnegie How to Win Friends and Influence People Fisher & Ury, Getting to Yes
y y y y
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?
Actions for Success

Exhibit a winning work ethic Show initiative Discover additional responsibilities Ask questions
What are Competencies?

Knowledge Skills/abilities Understanding Behavior/motivation Competencies have definitions and key actions. Your actions demonstrate competencies.
Initiative
(An example)
Definition Taking prompt action to accomplish objectives; taking action to achieve goals beyond what is required; being proactive.
Key Actions Responds 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.
Habit 6: Synergize.
Animal school
Once upon a time, the animals decided they must do something heroic 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 ducks web feet were so badly worn that he couldnt swim, the rabbit had a nervous breakdown and couldnt 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. y What are your unique gifts? What talents do you need from others? y What qualities often seem like a disadvantage, but are necessary? y How do you contact or talk with people, if you are shy? (Carnegie)
Principles of Creative Communication

Synergy The 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.
Synergy 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.
Synergy in Business
To 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.
Synergy 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.
Negative Synergy
Most 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.
Valuing 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.
Force Field Analysis

Any 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.
What is your personality?

David Keirsey, Please Understand Me II (similar to Myers-Briggs)
4 categories I-E introvert (reserved) - extrovert (expressive) S-N sensory (observant) - intuitive (conceptual) T-F thinking - feeling P-J perceiving (probing) - judging (critiquing)
no ranking dont feel boxed in! people are different
ARTISANS (observant, probing) IDEALISTS (intuitive, feeling) ESTP promoter (Roosevelt, Madonna) ENFJ teacher (Gorbachev, Billy Graham) ISTP crafter (Bruce Lee, Earhart) INFJ counselor (Gandhi, E Roosevelt) ESFP performer (Elvis, Reagan) ENFP champion ISFP composer (Carson, Streisand) INFP healer (Albert Schweitzer) GUARDIANS (observant, critiquing) RATIONALS (intuitive, thinking) ESTJ supervisor (Colin Powell) ENTJ fieldmarshall (Gates, Greenspan) ISTJ inspector (Truman) INTJ mastermind (D Eisenhower, Rand) ESFJ provider (G Washington) ENTP inventor (Disney, Edison) ISFJ protector (Mother Teresa) INTP architect (Einstein, Darwin) www.LeadershipSuccess.net
Habit 7: Sharpen the saw.

Spiritual
battle of good versus evil (atheism, Christianity, Hinduism, Islam, Judaism)
Social
family, friends, service (notes, phone calls, emails, visits)
Mental
reading, journaling, discussing, seminars, meetings
Physical
endurance, strength, flexibility, sleep, eating
y When will YOU sharpen your saw? y What www.LeadershipSuccess.net measures will you use in each category?
Self-Management
SelfSelf-Management
when an individual consciously controls the learning process of acquiring new behavior through the interplay of environmental cues, consequences and cognitive processes
Social Learning Model of Self-Management

Person
(Psychological Self) Symbolic coding Rehearsal Self-talk
Behavior
Behavior changes needed for selfimprovement
Situational cues
Reminders and attention focusers Self-observation data Avoidance of negative cues Seeking of positive cues Personal goal setting Self-contracts
McGraw-Hill
Consequences
Self-reinforcement/selfpunishment Building activities into the task that are naturally rewarding (e.g. activities that increase one s sense of competence, selfcontrol and purpose) Reinforcement from relevant others
2004 The McGraw-Hill Companies, Inc. All rights reserved.
Creation Principle
All things are created twice mental or first creation a physical or second creation Most non-productive endeavors fail with the first creation
The Two Creating Forces

Managements main focus: How can I best accomplish certain things? Leaderships focus: What are things that I want to accomplish?
Rescripting
Personal leadership: the first creation Through self-awareness, discover ineffective scripts, deeply embedded habits that are incongruent with values Proactively rescript
Personal Mission Statement

The 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, & what you value
Circle of Influence
To create a mission statement begin with the center Principles & values: security, guidance, wisdom, & power
The Circle of Influence
Mission 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?
Mission Statement
If 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?
Mission Statement
Record your personal mission statement, philosophy, or creed. Your mission statement is your personal contribution and represents the deepest and best within you.
Writing a Mission Statement

Your personal constitution values purpose service/role in community what you will achieve how you will accomplish Not something written overnight goals hopes dreams Timeless. . . but review & revise
Whole Brain Activity

Self-awareness empowers examination of thoughts Left side: Logical & verbal Parts & specifics Sequential thinking Right side: Intuitive & creative Wholes & relationships between parts Simultaneous & holistic thinking
Identify Roles & Goals

Organize mission statement by specific role areas & goals that you want to accomplish in these areas Professional role Family role Community role Political role
Preparing for Turbulence

Focus on core values Revisit goals Prioritize services Build for the future Measure and evaluate progress
Strategic Leadership
Build a team Identify talent Training and deploy as necessary Build community Establish and nurture partnerships Establish support groups Build relationships Focus on people, not policies Value diversity and inclusion
Envisioned Leadership
Develop your personal portfolio Understand your power and influence Prepare relentlessly Communicate your vision Have a plan See the big picture Focus on the organization Foster a collaborative and cooperative environment Streamline operations Enjoy the journey!
Homework
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 dont know talk with friends or family. If you dont know try things! Athletics, service, camping, animal rights, politics, research. If you dont know read biographies and newspapers. If you dont know look at http://www.dosomething.org/index.cfm.
Plan 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 youll face. www.LeadershipSuccess.net
Summary
Follower role includes responsibility, service, challenging authority, participating in change, knowing when its time to leave organization
Developing Personal Potential
Covey defines a habit as the intersection of knowledge, skill and desire He arranges seven habits along a continuum from dependence to interdependence When a person moves to interdependence, he steps into a leadership role
Seven Habits of Highly Successful People by Steven Covey

Habit 1 - Be Proactive Habit 2 - Begin with the End in Mind Habit 3 - Put First Things First Habit 4 - Think Win/Win Habit 5 - Seek First to Understand, Then to Be Understood Habit 6 - Synergize Habit 7 - Sharpen the Saw
Situational Leadership
Overview
Two leadership styles Variables that influence style Situational Leadership Model
Leadership Styles:2 Extremes

Democratic Participatory Accepting input from subordinates Providing support, encouraging their efforts Facilitating their involvement in decision-making and decisionproblemproblem-solving Loosely supervising Autocratic NonNon-participatory Telling what to do, how to do it, where to do it, when to do it Closely supervising
Continuum
What variables would determine which style to use?
Time Associates/ Peers
Democratic
Followers/ Subordinates Type of Job Boss Organization

Autocratic
Continuum
Democratic
Followers/ Subordinates Autocratic
The Hersey and Blanchard Situational Leadership Model is based on this lone variable because if you tried to consider all variables before deciding, youd become immobilized.
(High)
S U P P O R T I V E B E H A V I O R
THE FOUR LEADERSHIP STYLES

High Supportive and Low Directive Behavior High Directive and High Supportive Behavior
S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW
(Low) HIGH
DIRECTIVE BEHAVIOR MODERATE
D4
DEVELOPED
D3
D2
D1
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)

Development Level of Followers
High skill Moderate Low to to high and high moderate skill level motivation development Needs low Just absent Unsure they adequate direction can do it motivation Leader gives or support Leaders Leader direction but empowers key role is also seeks facilitating followers input
Low skill New to job Motivated Needs specific direction Needs close supervision
Peak Reluctant Disillusioned Enthusiastic Performer Contributor Beginner Learner

(High)
High Supportive and Low Directive Behavior
High Directive and High Supportive Behavior
Enthusiastic Beginner
Low skill New to job Motivated Needs specific direction Needs close supervision
High direction Low support Leader defines roles of followers Leader initiates problem solving and decision making One-way Onecommunication
S3 S4
S2 S1
Low Supportive and Low Directive Behavior (Low)
High Directive and Low Supportive Behavior (High)
DIRECTIVE BEHAVIOR
HIGH
MODERATE
LOW
D4
DEVELOPED
D3
D2
D1
DEVELOPING
(High)
Disillusioned Learner
Low to moderate development Unsure they can do it Leader gives direction but also seeks input
High direction High support Leader now solicits ideas, opinions Two-way Twocommunication Leader still controls decisions
S3 S4
S2 S1
DIRECTIVE BEHAVIOR
HIGH
MODERATE
LOW
D4
DEVELOPED
D3
D2
D1
DEVELOPING
(High)
Reluctant Contributor
Moderate to high skill level Just absent adequate motivation Leaders key role is facilitating
High support Low direction Control shifts to followers Leader listens actively and provides recognition
S3 S4
S2 S1
DIRECTIVE BEHAVIOR
HIGH
MODERATE
LOW
D4
DEVELOPED
D3
D2
D1
DEVELOPING
(High)
Peak Performer
High skill and high motivation Needs low direction or support Leader empowers followers
Low support Low direction Leader does discuss & define problem to be solved Followers make decisions, run the show
S3 S4
S2 S1
DIRECTIVE BEHAVIOR
HIGH
MODERATE
LOW
D4
DEVELOPED
D3
D2
D1
DEVELOPING
Look at it this way

Its all about matching the style (of the leader) to the level (of the followers) Think of leaders needing to fill in whats missing provide their people with what they cant do for themselves at the moment Mismatch results in OverOver-supervision (gets you frustrated followers) UnderUnder-supervision (gets you insufficient results)
And finally
What about changing styles? When would you change styles? Would you ever? Yes! As the name implies, Situational Leadership is task-specific taskChange it when warranted by change in task or change in personnel doing it Your goal Build your followers development level so you can use less time-consuming styles (S3 and S4) and still timeget high quality results
SUMMARY
Two leadership styles Variables that influence style Situational Leadership Model
The End

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Leadership

and Seven Habits of Highly Effective People

What are the qualities of a great leader?

Team Orientation / Learning Communities

Four Levels of Leadership

Seven Habits of Highly Effective People

Examples of Defective Habits:

Examples of Defective Habits:

The 7 Successful Habits

habit = knowledge + skill + desire

Developing Personal Potential

Trust: Emotional Bank Account

Proactive Freedom to Choose Response

Habit One - Be Proactive

circle of circle of influence concern reactive

Not until you can say

... can you say

Risking failure ... a shining example!

1 outside of your circle of influence 2 failure of planning 3 failure of action

Disowning vs. Owning

Seven Habits - Number Two

Value of Habit Two

Habit 2: Begin with the end in mind.

Begin With The End In Mind

Stages in the Backward Design Process

What should students know and be able to do?

How will we know that they know?

Stages in the Backward Design Process

What should students

Worth being familiar with

Important to know and to do

There is usually more content than can be reasonably addressed.

Grant Wiggins & Jay McTighe

Understanding by Design ASCD, 1998.

Stage 1 Identify desired results

Key: Focus on Big ideas

Stages in the Backward Design Process

What should others know?

Determine acceptable evidence.

How will we know that they know?

The Six Facets of Understanding

What this habit means

Habit 3: Put First Things First

Habit 3: Put first things first.

not urgent II: opportunity PC activities planning & prevention commitment

III interruptions some meetings some reports

IV trivia busy work time wasters

Habit 3 ... a demonstration.

Time Management Systems

What is the best system for me?

Time Management System

Time Management Systems

Paper Based Planners

Habit Four Think Win/Win

Habit 4: Think win-win.

Win-lose Generally Becomes Lose-lose

Actually, nobody wins in these situations

Win/Win Negotiation Model

Why Use Win/Win ?

Win/Win Critical Success Factors

Beginning of shared vision

Habit 5: First understand ... then be understood.