The art of caring leadership

Confusion

Anxiety

Gradual Change

Frustration

False Starts

Vision Skills Incentives Resources Action Plan

Skills Incentives Resources Action Plan

Vision Incentives Resources Action Plan

Vision Skills Resources Action Plan

Vision Skills Incentives Action Plan

ResourcesIncentivesSkillsVision

OrganizationSuccess

OrganizationSuccess

“An army’s success depends on its size,

equipment, experience, and morale . . . and

morale is worth more than all of the other

elements combined.”

“An army’s success depends on its size,

equipment, experience, and morale . . . and

morale is worth more than all of the other

elements combined.”

P4C203 Graphics by MACCS Consulting Service, 2002

What % of your job is:

Work Morale

Work

Play

Hell

100%

The Concept of “Flow”

In all fields of work, when we are challenged by something we are truly good at, we become so absorbed in the flow of activity that we lose consciousness of self and time.

Flow

Flow

Low Skill

HighSkill

Low Challenge

High Challenge

ANXIETY FLOW

APATHY BOREDOM

Flow

What’s It Like To Be In A State of Flow? A clear and present purpose distinctly known.

Immediate feedback on how well one is doing.

Supreme concentration on the task at hand as other concerns are temporarily suspended.

A sense of growth and being part of some greater endeavor as ego boundaries are transcended.

An altered sense of time that usually seems to go faster.

Where Leaders Learn to Where Leaders Learn to LeadLead

Experience Experience

Examples Examples

Education EducationGraphics by MACCS Consulting Service, 2002Int07

What People Want in a What People Want in a LeaderLeader

Integrity Integrity

Job Knowledge Job Knowledge

People Building Skills

People Building Skills

Graphics by MACCS Consulting Service, 2002Int08

• Works toward a common goal

• Is committed to continuous improvement

• Maintains a positive attitude toward everyone’s ideas

• Stays on task

• Shares pride in its accomplishments-Celebrates success!

PROFILE

OF A DREAM TEAM

PROFILE

OF A DREAM TEAM

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Henry David ThoreauHenry David ThoreauHenry David ThoreauHenry David Thoreau

““If a man does not keep If a man does not keep pace with his friends, pace with his friends, perhaps it is because perhaps it is because he hears a different he hears a different drummer. Let him step drummer. Let him step to the music he hears, to the music he hears, however measured or however measured or far away.”far away.”

““If a man does not keep If a man does not keep pace with his friends, pace with his friends, perhaps it is because perhaps it is because he hears a different he hears a different drummer. Let him step drummer. Let him step to the music he hears, to the music he hears, however measured or however measured or far away.”far away.”

P6C301P6C301 Graphics by MACCS Consulting Service, 2002

““He He ain’t ain’t heavy, heavy, he’s my he’s my brotherbrother.”.”

““He He ain’t ain’t heavy, heavy, he’s my he’s my brotherbrother.”.”


“A drop of honey catches more flies than a gallon of gall. So it is with men as well. If you would win a man to your cause, first convince him that you are his friend. It is a drop of honey that catches his heart, which, say what he will, is the highroad to his reason.”Abraham LincolnAbraham Lincoln


Patrick Henry


“Give me liberty, or give me death”

““To every thing there is a To every thing there is a season, and a time to every season, and a time to every purpose under the heaven: purpose under the heaven: A time to be born, and a A time to be born, and a time to die; a time to plant, time to die; a time to plant, and a time to pluck up that and a time to pluck up that which is planted.”which is planted.”

““To every thing there is a To every thing there is a season, and a time to every season, and a time to every purpose under the heaven: purpose under the heaven: A time to be born, and a A time to be born, and a time to die; a time to plant, time to die; a time to plant, and a time to pluck up that and a time to pluck up that which is planted.”which is planted.”

Ecclesiastes 3:1-2

Ecclesiastes 3:1-2


I shall be telling this with a sigh I shall be telling this with a sigh

Somewhere ages and ages hence:Somewhere ages and ages hence:

Two roads diverged in a wood,Two roads diverged in a wood,

And I – And I –

I took the one less traveled by,I took the one less traveled by,

And that has made all the And that has made all the difference.difference.

Robert FrostRobert FrostP6C306 Graphics by MACCS Consulting Service, 2002


LEGENDS AND LOGOS


“ “I Want You!”I Want You!”

TraditionalTraditional

““United We Stand,United We Stand,Divided We Fall”Divided We Fall”

ParticipativeParticipative

““Live FreeLive FreeOr Die!”Or Die!”

IndividualisticIndividualistic



STEP ONESTEP ONESTEP ONESTEP ONE

STEP TWOSTEP TWOSTEP TWOSTEP TWO

Talk It OutTalk It OutTalk It OutTalk It Out

Be UnderstandingBe UnderstandingBe UnderstandingBe Understanding

Give A LittleGive A LittleGive A LittleGive A Little

Be TolerantBe TolerantBe TolerantBe TolerantSTEP FOURSTEP FOURSTEP FOURSTEP FOUR

STEP THREESTEP THREESTEP THREESTEP THREE


TRADITIONALTRADITIONALSS• Provide clarity of Provide clarity of

directiondirection

• Organize effortsOrganize efforts

• Give attention to detailGive attention to detail

• Adhere to standardsAdhere to standards

• Appreciate traditionsAppreciate traditions

• Remember facts and Remember facts and figuresfigures

• Give structure and orderGive structure and order

• Provide consistencyProvide consistency

What Can Individualists and What Can Individualists and Participatives Gain From Participatives Gain From

Traditionals?Traditionals?


What Can Traditionals and What Can Traditionals and Individualists Gain From Individualists Gain From

Participatives? Participatives? PARTICIPATIVEPARTICIPATIVESS• Care about peopleCare about people

• Bring harmony and peaceBring harmony and peace

• Teach and give counselTeach and give counsel

• Give encouragement to othersGive encouragement to others

• Instill team spiritInstill team spirit

• Persuade and motivatePersuade and motivate

• Are sensitive to others and aware of their Are sensitive to others and aware of their needsneeds

• Provide warmth and supportProvide warmth and supportP6C313 Graphics by MACCS Consulting Service, 2002

What Can Participatives and What Can Participatives and Traditionals Gain From Traditionals Gain From

Individualists? Individualists? INDIVIDUALISTSINDIVIDUALISTS

• Challenge the systemChallenge the system

• Find flaws in proceduresFind flaws in procedures

• tackle problems with zesttackle problems with zest

• Provide reform where Provide reform where neededneeded

• generate new ideasgenerate new ideas

• Focus on the presentFocus on the present

• Accentuate possibilitiesAccentuate possibilities

• Celebrate the individualCelebrate the individualP6C314 Graphics by MACCS Consulting Service, 2002

Lives life fully in the moment

Needs to be needed

Prepares for the future

Special Characteristics:

Meaningful work and freedom to act

Encouragement, involvement, appreciation

Clarity, predictability, dependability

Leadership Needs:

Liberal, unconventional

Collegial, flexible

Conservative, traditional

Public Persona:

FreedomLoveResponsibilityCore Value:

Individual decides

Group decidesLeader decidesDecision Making:

Independent effort

Warmth and support

Rules, policies, procedures

Behavioral Norms:

Innovation and change

Communication and teamwork

Stability and standards

Strategic Emphasis:

Entrepreneurial, creative

Participative, inclusive

Organizer, director

Leadership Style:

IndividualismGroup interaction

Formal organization

Preferred Social Form:

INDIVIDUALISTICINDIVIDUALISTICPARTICIPATIVEPARTICIPATIVETRADITIONALTRADITIONALISSUE/SUBJECTISSUE/SUBJECT

An Overall Description of Each Style of Interpersonal Relations


People join companies, but leave managers

Retention

These are two of the oldest questions in the business world, and maybe the most important.These are two of the oldest questions in the business world, and maybe the most important.

What attracts the best employees to a company, and what makes them stay?What attracts the best employees to a company, and what makes them stay?

Graphics by MACCS Consulting Service, 2002P8C205

Now the Gallup Organization of Princeton, NJ, claims to have answered this, once and for all. Marcus Buckingham, a senior consultant at the Gallup School of Management, explains that the opinion-polling company has identified 12 questions that appear to measure the “core elements” needed to attract and keep the most loyal, productive and talented employees.

Gallup culled these dozen from the multitude of questions it has asked in interviews with more than one million employees during the past 25 years. Using factor analysis, regression analysis, concurrent validity studies, focus groups and follow-up interviews, Gallup statisticians isolated the questions that most accurately measure the likelihood that a given workplace will attract and keep the best people.

The exact wording of the questions is important.


1. Do I know what is expected of me at work?

2. Do I have the materials and equipment I need to do my best work right?


4. In the past seven days, have I received recognition or praise for good work?

3. At work, do I have the opportunity to do what I do best every day?


5. Does my super-visor, or some-one at work, seem to care about me as a person?

6. Is there someone at work who encourages my development?


8. Does the mission of my company make me feel like my work is important?

7. At work, do my opinions seem to count?

IDEAS


10. Do I have a best friend at work?

9. Are my co-workers committed to doing quality work?


11. In the last six months, have I talked with someone about my progress?

12. At work, have I had opportunities to learn and grow?


It isn’t just that employees who answered yes to these questions are more likely to stay with the company; the beauty of these 12, according to Gallup, is that they address factors that are particularly important to the most talented and productive employees.


Tips for High Performance

Pay attention to the “middle stars.” Avoid the trap of focusing only on the “super stars” (those with exceptional performance) and the “fallen stars” (those with significant performance problems). Most people shine somewhere in the middle.


Get enthused about others who are enthusiastic – its contagious and can snowball quickly. Recognize and reward those who help contribute to a culture of contagious enthusiasm.


Pay attention when someone has a performance problem. Unaddressed deficiencies can have a negative effect on every member of your team. By dealing with performance issues as early as possible, you can prevent them from growing more serious…and more distasteful for both you and the individual to face.

Personal Personal Conditions Conditions

Conducive To Conducive To GrowthGrowth

Personal Personal Conditions Conditions

Conducive To Conducive To GrowthGrowth

1. People grow when there is a felt need.1. People grow when there is a felt need.1. People grow when there is a felt need.1. People grow when there is a felt need.

2. People grow when they are encouraged by 2. People grow when they are encouraged by someone they respect.someone they respect.

2. People grow when they are encouraged by 2. People grow when they are encouraged by someone they respect.someone they respect.

3. People grow when their plans move from 3. People grow when their plans move from general goals to specific actions.general goals to specific actions.

3. People grow when their plans move from 3. People grow when their plans move from general goals to specific actions.general goals to specific actions.

5. People grow as they move from external 5. People grow as they move from external to internal commitment.to internal commitment.

5. People grow as they move from external 5. People grow as they move from external to internal commitment.to internal commitment.

4. People grow as they move from a 4. People grow as they move from a condition of lower to higher self-esteem.condition of lower to higher self-esteem.

4. People grow as they move from a 4. People grow as they move from a condition of lower to higher self-esteem.condition of lower to higher self-esteem.


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The art of caring leadership