Maintain the CompassMaintain the Compass 88thth Habit- Leadership Roles Habit- Leadership Roles

Modeling & PathfindingModeling & Pathfinding FocusFocus

Alignment & EmpowermentAlignment & Empowerment ExecutionExecution

Hierarchy DevelopmentHierarchy Development Whole person Whole person Understanding Need, Understanding Need,

Passion, Talent, Passion, Talent, Conscience.Conscience.

The Sweet SpotThe Sweet Spot

7 Habits7 Habits Build bank accountsBuild bank accounts Four quadrantsFour quadrants

Efficiency & ControlsEfficiency & Controls Time ManagementTime Management Triangle of SuccessTriangle of Success Set the ClockSet the Clock Triage TriangleTriage Triangle

The 7 Habits

7 Habits

Habit Principle Paradigm

1. Be Proactive Responsibility/Initiative Self-Determination

2. Begin with the End in Mind

Vision/Values Two Creations/ Focus

3. Put First Things First Integrity/Execution Priority/ Action

4. Think Win – Win Mutual Respect/Benefit Abundance

5. Seek First to Understand, Then to be Understood

Mutual Understanding Consideration/Courage

6. Synergize Creative Cooperation Value Differences

7. Sharpen the Saw Renewal Whole Person

•Covey, S. (1989). The 7 Habits of Highly Effective People (1 ed.). United States: Free Press.

Efficiency and Control

Triangle of Success

Performance

Attendance

Attitude

Success

Set your clock• Identify, proclaim a

mission and values. • Develop and maintain

the values.• Set clear, fair, attainable

goals according to position.

• Measure the goals and reward promote based achievement.

• Plan weekly, delegate (empower).

• Plan yourself weekly.• Plan daily (only out of

quadrant II). Monitor bank accounts daily, including extra training, growth opportunities, or a spontaneous group lunch. Identify Mission &

Values

Set Goals-Measure

Plan Weekly

Plan Daily

Levels of Initiative? Self- Empowerment

Wait Until told

Ask

Make a recommendation

“I intend to do it”

Do it and report it immediately

Do it and report periodically

Do it

Repeat and mentor (C. Brawley)

Triage Triangle

R T

--------------------------CYCLE----------------------------

Demand

X

F

The 8th Habit Leadership lead or get out of the way

The 8th Habit-

• The four roles & resulting paradigms

• Hierarchy development• Leadership values ranked• Levels of initiative• Whole person• Voice (significance)• The Sweet Spot

Four Roles of LeadershipFocus

• Modeling (conscience)- Set a good example. Establish trust from above. Exemplify work ethic, time management, mutual respect, and honesty.

• Pathfinding (vision)- Jointly determine the course. Establish goals. Allows teams after alignment to translate the organizations strategic goals into day to day work and team goals.

Execution• Aligning- (discipline)- Setup and manage systems to stay on course.

The creation of structures, systems, and processes that intentionally enable individuals and teams to succeed.

• Empowering (passion)- focus your talent on results, then get out of the way and provide support as requested This allows teams and individuals to establish voice and significance.

Covey, S. (2004). The 8th Habit (1 ed.). United States: Free Press.

Four Roles of Leadership-Results Covey, S. (2004). The 8th Habit (1 ed.). United States: Free Press.

MODELING• Develop trust• Inspire trust• Creative cooperation• Established core values

PATHFINDING

• Creates order

•Creates involvement in strategic decisions.

• Established ownership of the modeling

• Emotional connection established

ALIGNING

• Creates structure, systems, and processes that support

• Affirms the spirit of trust, vision, and empowerment.

• Instills accountability.

EMPOWERING

• The fruit of modeling, path finding, and aligning.

• Unleashes human potential without external motivation

• Increases productivity, awareness

Level 5 Hierarchy

Level 5

Effective Leader

Competent Manager

Contributing Team Member

Highly capable Team Member

Level 2

Level 1

Level 3

Level 4

Level 5

The 8th Habit Whole Employees

Leadership Focus- Leadership Focus-

Exemplify trust and trustworthinessExemplify trust and trustworthiness CommunicationCommunication People focusedPeople focused VisionaryVisionary CaringCaring Decision MakerDecision Maker ModelModel MotivatorMotivator ExpertExpert CourageousCourageous

Whole Person in a whole job

In servicing human needs in principled ways

SPIRIT

Treat me kindly

Use me creatively

Pay (compensate)

me Fairly

The 8th Habit

Passion

Talent

Need

Conscience

V

(V) Voice is what gives us unique personal significance

Principle-Centered Focus & Execution

Personal GreatnessVision, discipline,

Passion, Conscience

Leadership

GreatnessModeling

PathfindingAligning

Empowering

Organizational

GreatnessVision

MissionValues

Sweet Spot

S

Fayol’s Laws

Fayol’s Laws• 1. Division of work- divide the work into specialized tasks and assign responsibility.• 2. Authority- delegate authority along with responsibility.• 3. Discipline- make expectation and punish violations.• 4. Unity of Command- each employee reports to one supervisor.• 5. Unity of Direction- employees’ efforts should be focused on achieving

organizational objectives.• 6. Subordination of individual interest to the general interest.• 7. Remuneration- systematically reward efforts that support the organization's

direction.• 8 Centralization– determine the relative importance of superior and subordinate roles.• 9. Scalar chain- keep communication within the chain of command.• 10 Order- order jobs and material so they support the organizations direction• 11. Equity- ensure there is fair discipline. Fair discipline and rewards enhance

employee commitment.• 12 . Stability and tenure- “shit rolls down hill”. Promote employee loyalty and

longevity.• 13. Initiative- encourage employees to act on their own in support of the organizations

direction.• 14. Esprit de corps- promote a unity of interest between employees and

management.

Deming• Create constancy of purpose for the improvement of product and service,

with the aim to become competitive, stay in business, and provide jobs. • Adopt a new philosophy of cooperation (win-win) in which everybody wins

and put it into practice by teaching it to employees, customers and suppliers.

• Cease dependence on mass inspection to achieve quality. Instead, improve the process and build quality into the product in the first place.

• End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost in the long run. Move toward a single supplier for any one item, based on a long-term relationship of loyalty and trust.

• Improve constantly, and forever, the system of production, service, planning, of any activity. This will improve quality and productivity and thus constantly decrease costs.

• Institute training for skills. • Adopt and institute leadership for the management of people, recognizing

their different abilities, capabilities, and aspiration. The aim of leadership should be to help people, machines, and gadgets do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.

Deming• Drive out fear and build trust so that everyone can work more

effectively. • Break down barriers between departments. Abolish competition and

build a win-win system of cooperation within the organization. People in research, design, sales, and production must work as a team to foresee problems of production and use that might be encountered with the product or service.

• Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

• Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership1.

• Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates competition and conflict2.

• Institute a vigorous program of education and self-improvement. • Put everybody in the company to work to accomplish the

transformation. The transformation is everybody's job.

References• Anderson, L. (2006, Mar). The 7 Habits of Highly Effective People.

Sales & Marketing Management, Vol. 158(Issue 2), 26-26.• Covey, S. (1989). The 7 Habits of Highly Effective People (1 ed.).

United States: Free Press.• Covey, S. (2004). The 8th Habit (1 ed.). United States: Free Press.• Covey, S. (2006, April). Power to the People. Training, Vol. 43(Issue

4), 64-64.• Covey, S. (2006, Mar). The Strong Leader Habit. Training, Vol.

43(Issue 3), 80-80.• Deming, W. Edwards, (1982-1986) Out of the Crisis • Deming, W. Edwards (1993) ,The New Economics for Industry,

Government, Education• Fayol, H (1917) General and Industrial Management. • Mignerey, S. (2006, May). Rules for writing life.. Writer,

Vol.119(Issue 5), 15-16.• Schambra, W. A. (2006, 09 Feb). 7 (Bad) Habits of (In) effective

Foundations. Chronicle of Philanthropy, Vol. 18(Issue 8), 35-37.