Haysville USD 261 Leadership Academy first, break all the rules What the World’s Greatest Managers...

Haysville USD 261 Leadership Academy

first, break all first, break all the rulesthe rules

What the World’s Greatest Managers What the World’s Greatest Managers Do DifferentlyDo Differently


a vision for schoolsa vision for schools

"Which elements will attract "Which elements will attract only talented employees and only talented employees and

keep them, and which keep them, and which elements are appealing to elements are appealing to

every employee, the best, the every employee, the best, the rest, and the ROAD (retired on rest, and the ROAD (retired on active duty) warriors?" (p. 26).active duty) warriors?" (p. 26).


a vision for schoolsa vision for schools

Best Rest Best Rest ROADROAD


question #1question #1

Do I know Do I know what's expected what's expected of me at work?of me at work?



Do I have the Do I have the materials and materials and

equipment I need to equipment I need to do my work right?do my work right?



At work, do I have At work, do I have the opportunity to the opportunity to do what I do best do what I do best

every day?every day?



In the last seven In the last seven days, have I received days, have I received recognition or praise recognition or praise for doing good work?for doing good work?



Does my supervisor, Does my supervisor, or someone at work, or someone at work, seem to care about seem to care about

me as a person?me as a person?



Is there someone Is there someone at work who at work who

encourages my encourages my development?development?



At work, do my At work, do my opinions seem opinions seem

to count?to count?



Does the Does the mission/purpose of mission/purpose of my company make my company make me feel my job is me feel my job is

important?important?



Are my co-workers Are my co-workers committed to doing committed to doing

quality work?quality work?



Do I have a Do I have a best friend best friend at work?at work?



In the last six In the last six months, has months, has

someone at work someone at work talked to me about talked to me about

my progress?my progress?



This last year, have This last year, have I had opportunities I had opportunities

at work to learn at work to learn and grow?and grow?


why do why do people people leave?leave?


why do people leave?why do people leave?

"People leave "People leave managers, not managers, not

companies...in the end, companies...in the end, turnover is mostly a turnover is mostly a

manager issue" (p. 33).manager issue" (p. 33).



"An employee may join…lured by "An employee may join…lured by their generous benefits package their generous benefits package and their reputation for valuing and their reputation for valuing

employees. But it is (the) employees. But it is (the) relationship with (the) immediate relationship with (the) immediate manager that will determine how manager that will determine how

long…and how productive" (p. long…and how productive" (p. 36).36).



"The longer your lower-"The longer your lower-level needs remain level needs remain

unmet, the more likely it unmet, the more likely it is that you will burn out, is that you will burn out, become unproductive, become unproductive,

and leave" (p. 46).and leave" (p. 46).


managemmanagement versus ent versus leadershipleadership


“To manage a system effectively, you might focus

on the interactions of the parts rather than their

behavior taken separately.”Russell L. Ackoff

management versus management versus leadershipleadership



We all do both; Some of us We all do both; Some of us are in roles that require are in roles that require

more management more management (achieving the vision), while (achieving the vision), while others have opportunities for others have opportunities for

leadership (setting the leadership (setting the vision)vision)



"People don't change that "People don't change that much.much.

Don't waste time trying to put Don't waste time trying to put in what was left out.in what was left out.

Try to draw in what was left in.Try to draw in what was left in.

That is hard enough" (p. 57).That is hard enough" (p. 57).



"The manager's function "The manager's function is to speed up the is to speed up the

reaction between two reaction between two substances, thus substances, thus

creating the desired end creating the desired end product" (p. 59).product" (p. 59).



"A manager must be able to "A manager must be able to do four activities extremely do four activities extremely

well: select a person, set well: select a person, set expectations, motivate the expectations, motivate the

person, develop the person, develop the person" (p. 59). person" (p. 59).


talentalentt


talenttalent

Three Kinds of TalentThree Kinds of Talent• StrivingStriving

– explains the why of a personexplains the why of a person

• ThinkingThinking– explains the how of a personexplains the how of a person

• RelatingRelating– explains the who of a personexplains the who of a person


talenttalent

"Try to identify one critical talent in each "Try to identify one critical talent in each of the three talent categories, striving, of the three talent categories, striving,

thinking, relating. Use these three thinking, relating. Use these three talents as your foundation. Focus on talents as your foundation. Focus on

them during the interviewing process. them during the interviewing process. Mention them when asking people for Mention them when asking people for

referrals. Do not compromise on them, referrals. Do not compromise on them, no matter how alluring a candidate's no matter how alluring a candidate's

résumé might appear." (pg. 102)résumé might appear." (pg. 102)


rulesrules


rulesrules

"Every time you make a "Every time you make a rule you take away a rule you take away a

choice and choice, with choice and choice, with all of its illuminating all of its illuminating

repercussions, is the fuel repercussions, is the fuel for learning." (pg. 115)for learning." (pg. 115)


rules of thumbrules of thumb

1.1. Follow certain steps in terms of Follow certain steps in terms of accuracy or safety.accuracy or safety.

2.2. Standards rule.Standards rule.

3.3. Don’t let the creed overshadow Don’t let the creed overshadow the message.the message.

4.4. There are no steps leading to There are no steps leading to customer satisfactioncustomer satisfaction


what what the the best best dodo


what the best do…what the best do…

"I deliberately look "I deliberately look for something to like for something to like

about each of my about each of my people." pg. 143people." pg. 143



"Investing in the best was, "Investing in the best was, first, the fairest thing to first, the fairest thing to do; second, the best way do; second, the best way to learn; and, third, the to learn; and, third, the only way to stay focused only way to stay focused on excellence" (p. 155).on excellence" (p. 155).



"Go back and 'rehire' your best "Go back and 'rehire' your best people--that is, go back and tell them people--that is, go back and tell them why they are so good. Tell them why why they are so good. Tell them why they are one of the cornerstones of they are one of the cornerstones of

the team's success....Simply tell the team's success....Simply tell them why their contribution is so them why their contribution is so valued today. Don't assume your valued today. Don't assume your

best know" (p. 156).best know" (p. 156).



"Excellence is not the "Excellence is not the opposite of failure. It is just opposite of failure. It is just

different...includ(ing) different...includ(ing) behaviors that look behaviors that look

surprisingly similar to the surprisingly similar to the behaviors of your behaviors of your

strugglers" (p. 157).strugglers" (p. 157).



"Define excellence vividly, "Define excellence vividly, quantitatively. Paint a quantitatively. Paint a

picture for your most talented picture for your most talented employees of what excellence employees of what excellence looks like....It's fairer...more looks like....It's fairer...more productive. And, most of all, productive. And, most of all, it's much more fun" (p. 163).it's much more fun" (p. 163).



"The best managers are more "The best managers are more deliberate. They talk with each deliberate. They talk with each

individual, asking about individual, asking about strengths, weaknesses, goals, and strengths, weaknesses, goals, and

dreams...they know the surest dreams...they know the surest way to identify each person's way to identify each person's talents is to watch his or her talents is to watch his or her behavior over time" (p. 149).behavior over time" (p. 149).



"You succeed by finding "You succeed by finding ways to capitalize on ways to capitalize on who you are, not by who you are, not by trying to fix who you trying to fix who you

aren't" (p. 171).aren't" (p. 171).



"It is a rare thing to be able to find a role that "It is a rare thing to be able to find a role that gives you a chance to express the specialness gives you a chance to express the specialness inside you, a role where what makes you You inside you, a role where what makes you You is also what makes you good. It is rare, not is also what makes you good. It is rare, not

because there aren't enough interesting because there aren't enough interesting roles--virtually every role performed at roles--virtually every role performed at excellence has the potential to interest excellence has the potential to interest

somebody--but because so few individuals somebody--but because so few individuals ever come to know their true talent and so ever come to know their true talent and so

many managers fail to notice the clues" many managers fail to notice the clues" (p.150).(p.150).



How to better unleash an How to better unleash an employee's distinct talents:employee's distinct talents:

•Carve out a unique set of Carve out a unique set of expectations that will stretch and expectations that will stretch and focusfocus

•Highlight and perfect their unique Highlight and perfect their unique style, helping him understand why it style, helping him understand why it works and how to perfect itworks and how to perfect it

•Run interference: Our teachers don't Run interference: Our teachers don't work for me. I work for them.work for me. I work for them.

Haysville USD 261 Leadership Academy first, break all the rules What the World’s Greatest Managers...

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