Principle Centered Leadership
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Transcript of Principle Centered Leadership
PRINCIPLE-CENTERED
LEADERSHIP
Written byWritten bySTEPHEN R. COVEYSTEPHEN R. COVEY
Presented byPresented by
DOUGLAS KARALISDOUGLAS KARALIS
Characteristics of Principle-Characteristics of Principle-Centered LeadersCentered Leaders
• Continually Learning Continually Learning (Physical and Emotional)(Physical and Emotional)
• Service Oriented Service Oriented (Yoking up)(Yoking up)
• Enthusiastic, Upbeat, HopefulEnthusiastic, Upbeat, Hopeful• Believe in unseen potential Believe in unseen potential (In them not in you)(In them not in you)
• Think in terms of ContinuumsThink in terms of Continuums• Edifying Edifying (Genuinely happy for others)(Genuinely happy for others)
• Synergistic Synergistic (Change Catalyst)(Change Catalyst)
Chapter 1Chapter 1
Seven Habits RevisitedSeven Habits Revisited
1.1. Be Proactive –Be Proactive – Self Knowledge or Self AwarenessSelf Knowledge or Self Awareness
2.2. Begin With the End in Mind -Begin With the End in Mind - Imagination and ConscienceImagination and Conscience
3.3. First Things FirstFirst Things First – – WillpowerWillpower
4.4. Think Win/WinThink Win/Win – – Abundance MentalityAbundance Mentality
5.5. Seek First to Understand, Then to be Understood –Seek First to Understand, Then to be Understood – Courage Balanced with ConsiderationCourage Balanced with Consideration
6.6. Synergize – Synergize – CreativityCreativity
7.7. Sharpen the Saw- Sharpen the Saw- Continuous ImprovementContinuous Improvement
Chapter 2Chapter 2
Three ResolutionsThree Resolutions
1.1. Resolve to exercise self-discipline and self-denialResolve to exercise self-discipline and self-denial
2.2. Resolve to work on character and competenceResolve to work on character and competence
3.3. Resolve to dedicate talents and resources to noble purposesResolve to dedicate talents and resources to noble purposes
Chapter 3Chapter 3
1.1. We don’t have a clear We don’t have a clear knowledge of who we areknowledge of who we are
2.2. We don’t have a clear picture We don’t have a clear picture of where we want to goof where we want to go
Restraining ForcesRestraining Forces1.1. Appetites and PassionsAppetites and Passions
2.2. Pride and PretensionsPride and Pretensions
3.3. Aspiration and AmbitionAspiration and Ambition
ResolutionsResolutions
MistakesMistakes
Primary GreatnessPrimary Greatness
• You reap what you sowYou reap what you sow• Self-mastery and Self-disciplineSelf-mastery and Self-discipline• ““What you are shouts so loudly in my ears I cannot What you are shouts so loudly in my ears I cannot
hear what you say” – Emersonhear what you say” – Emerson• Don Quixote’s – Dulcinea Don Quixote’s – Dulcinea (Treat a man as he can be)(Treat a man as he can be)
• Integrity, Maturity, and Abundance MentalityIntegrity, Maturity, and Abundance Mentality• Stewardship (Return kindness for offense)Stewardship (Return kindness for offense)• TrustTrust
Chapter 4Chapter 4
A Break With the PastA Break With the Past
• Paradigm ShiftsParadigm Shifts• Columbus egg standing on endColumbus egg standing on end• Guided and governed by proven principlesGuided and governed by proven principles• Personal contribution as human motivationPersonal contribution as human motivation
• Gain PerspectiveGain Perspective• Make decisions and commitments based on Make decisions and commitments based on
perspectiveperspective
Chapter 5Chapter 5
MAKING NEW HABITSMAKING NEW HABITS
Six Days of CreationSix Days of Creation
• No ShortcutsNo Shortcuts• Emotional GrowthEmotional Growth• Personal GrowthPersonal Growth• Start at Day 1Start at Day 1
Chapter 6Chapter 6
1.1. Growth is a natural processGrowth is a natural process
2.2. We are all at different daysWe are all at different days
3.3. Your day 4 may be my day 2Your day 4 may be my day 2
4.4. Comparisons are dangerousComparisons are dangerous
5.5. There is no short cutThere is no short cut
6.6. To improve- we must start To improve- we must start from where we are from where we are
DEVELOPMENTAL PROCESSDEVELOPMENTAL PROCESS
Seven Deadly SinsSeven Deadly Sins
1.1. Wealth without work Wealth without work (Forgetting the law of the farm)(Forgetting the law of the farm)
2.2. Pleasure without conscience Pleasure without conscience (Pulled from the natural law)(Pulled from the natural law)
3.3. Knowledge without character Knowledge without character (Sound mind sound body)(Sound mind sound body)
4.4. Commerce without morality Commerce without morality (Divorced from natural laws)(Divorced from natural laws)
5.5. Science without humanity Science without humanity (Technocracy)(Technocracy)
6.6. Religion without sacrifice Religion without sacrifice (No Synergy)(No Synergy)
7.7. Politics without principle Politics without principle (Loss of true north on moral (Loss of true north on moral compass)compass)
Chapter 7Chapter 7
Moral CompassingMoral Compassing
• The magnetic principle of respect for The magnetic principle of respect for people and propertypeople and property
• ““You can’t talk yourself out of a problem You can’t talk yourself out of a problem you behave yourself into”you behave yourself into”
• Exchange maps for a compassExchange maps for a compass• Train yourself and others in principlesTrain yourself and others in principles
Chapter 8Chapter 8
Principle-Centered Principle-Centered PowerPower
10 Power Tools10 Power Tools• PersuasionPersuasion• PatiencePatience• GentlenessGentleness• TeachablenessTeachableness• AcceptanceAcceptance• KindnessKindness• OpennessOpenness• Compassionate Compassionate
ConfrontationConfrontation• ConsistencyConsistency• IntegrityIntegrity
Chapter 9Chapter 9
SustainedProactive Influence
Functional ReactiveInfluence
TemporaryReactiveControl
Fear
Coercive Coercive PowerPower
Fairness
Utility Utility PowerPower
LEADERSHIPLEADERSHIPCHOICECHOICE
Principle-Principle-Centered PowerCentered Power
Honor
Clearing Communication Clearing Communication LinesLines
ESSENTIAL ESSENTIAL ATTITUDESATTITUDES and and BEHAVIORSBEHAVIORS
Chapter 10Chapter 10
Assume Good FaithAssume Good Faith
Never Question SanityNever Question Sanity
Care About RelationshipsCare About Relationships
Resolve DifferencesResolve Differences
Open to InfluenceOpen to Influence
Prepared to ChangePrepared to Change
Listen to UnderstandListen to Understand
Speak to be UnderstoodSpeak to be Understood
Dialogue from Common Dialogue from Common ReferenceReference
Move Slowly Toward Move Slowly Toward DisagreementDisagreement
Words and Words and RelationshipsRelationships
Map and TerritoryMap and Territory
Skill and SecuritySkill and Security
Logic and EmotionLogic and Emotion
Sympathy and EmotionSympathy and Emotion
False StartsFalse Starts
Thirty Methods of Thirty Methods of InfluenceInfluence
Chapter 11Chapter 11
OTHERS SEEOTHERS SEE
Unkind ActsUnkind ActsKindnessKindness
Behaviors and Behaviors and PerformancePerformance
Anonymous ServiceAnonymous ServiceProactive ResponsesProactive Responses
Promises keptPromises keptCircle of InfluenceCircle of Influence
Law of LoveLaw of Love
OTHERS FEELOTHERS FEEL
Assume best of othersAssume best of othersSeek to understandSeek to understand
Reward honest expressionReward honest expressionUnderstanding responsesUnderstanding responsesTake initiative if offendedTake initiative if offendedAdmit mistakes/apologizeAdmit mistakes/apologize
Forget ArgumentsForget ArgumentsGo one on oneGo one on one
Renew common commitmentsRenew common commitmentsBe influencedBe influenced
Accept people and their Accept people and their situationssituations
OTHERS HEAROTHERS HEAR
Prepare your mind and Prepare your mind and heart before your Speechheart before your SpeechTalk through differencesTalk through differences
Take time to teachTake time to teachAgree on limits, rules, and Agree on limits, rules, and
consequencesconsequencesDon’t give up or inDon’t give up or in
Be at the crossroadsBe at the crossroadsSpeak with logic and Speak with logic and
emotionemotionDelegate effectivelyDelegate effectivelyMeaningful projectsMeaningful projects
Law of harvestLaw of harvestNatural consequencesNatural consequences
Eight Ways to Enrich Eight Ways to Enrich Marriage and Family Marriage and Family
RelationshipsRelationships1.1. Retain a long-term perspectiveRetain a long-term perspective2.2. Rescript your marriage and family lifeRescript your marriage and family life3.3. Reconsider your rolesReconsider your roles4.4. Reset your goalsReset your goals5.5. Realign family systemsRealign family systems6.6. Refine three vital skills Refine three vital skills (Time management, (Time management,
Communication, and Problem solving)Communication, and Problem solving)
7.7. Regain internal securityRegain internal security8.8. Develop a family mission statementDevelop a family mission statement
Chapter 12Chapter 12
Making Champions of Making Champions of Your ChildrenYour Children
• Build our children’s self esteemBuild our children’s self esteem• Encourage primary greatnessEncourage primary greatness• Encourage them to develop their interestsEncourage them to develop their interests• Create an enjoyable family cultureCreate an enjoyable family culture• Plan aheadPlan ahead• Set an example of excellenceSet an example of excellence• Teach them to visualize and realize their potentialTeach them to visualize and realize their potential• Adopt their friendsAdopt their friends• Teach them to have faith, believe, trust others, affirm Teach them to have faith, believe, trust others, affirm
build, bless and serve othersbuild, bless and serve others• Provide support, resources, and feedbackProvide support, resources, and feedback
Chapter 13Chapter 13
Abundance ManagersAbundance Managers
• Return to right sources oftenReturn to right sources often• Seek solitude and enjoy natureSeek solitude and enjoy nature• Sharpen the saw regularlySharpen the saw regularly• Serve others anonymouslyServe others anonymously• Maintain long-term intimate Maintain long-term intimate
relationshipsrelationships• Forgive themselves and othersForgive themselves and others• Problem solversProblem solvers
Chapter 14Chapter 14
THETHELAWLAW
OFOFTHETHE
FARMFARM
Seven Chronic ProblemsSeven Chronic Problems
• No shared vision and values No shared vision and values (No Understanding) (No Understanding)
• No strategic path No strategic path (Disconnected to reality)(Disconnected to reality)
• Poor alignment Poor alignment (Structure does not reinforce values or path) (Structure does not reinforce values or path)
• Wrong style Wrong style (Incongruent philosophy) (Incongruent philosophy)
• Poor skills Poor skills (Lack of skills to use appropriate style) (Lack of skills to use appropriate style)
• Low trust Low trust (Depleted emotional bank)(Depleted emotional bank)
• No integrity No integrity (No correlation between what I value and what I do)(No correlation between what I value and what I do)
Chapter 15Chapter 15
Shifting Your Shifting Your Management ParadigmManagement Paradigm
Chapter 16Chapter 16
NEEDNEED
Physical/Physical/EconomicalEconomical
Social/EmotionalSocial/Emotional
PsychologicalPsychological
SpiritualSpiritual
METAPHORMETAPHOR
StomachStomach
HeartHeart
MindMind
SpiritSpirit(Whole Person)(Whole Person)
PARADIGMPARADIGM
ScientificScientificAuthoritarianAuthoritarian
Human Human RelationsRelations
Human Human ResourceResource
Principle-Principle-CenteredCentered
LeadershipLeadership
PRINCIPLEPRINCIPLE
FairnessFairness
KindnessKindness
Use and Use and Development of Development of
TalentTalent
MeaningMeaning
Advantages of the PCL Advantages of the PCL ParadigmParadigm
Four Four CharacteristicsCharacteristics
of PCLof PCLHolisticHolistic
EcologicalEcologicalDevelopmentalDevelopmental
ProactiveProactive
Chapter 17Chapter 17
SelfSelf
PeoplePeople
Style SkillsStyle Skills
Shared Vision and PrinciplesShared Vision and Principles
Structure SystemsStructure Systems
StrategyStrategy
StreamsStreams
PCL PARADIGMPCL PARADIGMPersonalPersonal
InterpersonalInterpersonal
ManagerialManagerial
OrganizationalOrganizational
TrustworthinessTrustworthiness
TrustTrust
EmpowermentEmpowerment
AlignmentAlignment
Six Conditions of Six Conditions of EmpowermentEmpowerment
Chapter 18Chapter 18
SKILLSSKILLSCommunication
Planning/OrganizationSynergetic Problem Solving
CharacterCharacterIntegrityMaturity
Abundance Mentality
Helpful structures and systemsHelpful structures and systems
Win-Win AgreementWin-Win Agreement
AccountabilityAccountability Self-SupervisionSelf-Supervision
Managing ExpectationsManaging Expectations
TRUST and COMMUNICATIONTRUST and COMMUNICATION
• Separate the people from the problemSeparate the people from the problem• Focus on interests, not positionsFocus on interests, not positions• Invent options for mutual gainInvent options for mutual gain• Insist on using objective criteriaInsist on using objective criteria
Chapter 19Chapter 19
Organizational Control Organizational Control Versus Self SupervisionVersus Self Supervision
Mechanical Versus Agriculture ParadigmMechanical Versus Agriculture Paradigm
• Utilize circle of influenceUtilize circle of influence• Principles of growth and changePrinciples of growth and change
Chapter 20Chapter 20
Win-Win AgreementsWin-Win AgreementsCharacterCharacter
Organizational SelfOrganizational SelfControl SupervisionControl Supervision
SkillsSkillsHelpful SystemsHelpful SystemsAnd StructuresAnd Structures
Involving People in the Involving People in the ProblemProblem
• Old views, ways, habits, and stylesOld views, ways, habits, and styles• 10*2 < 6*7 10*2 < 6*7 (Quality * Commitment)(Quality * Commitment)• Broaden thinking toward desired goalsBroaden thinking toward desired goals• Increase driving forcesIncrease driving forces• Identify restraining forcesIdentify restraining forces
Chapter 21Chapter 21
Using Stakeholder Using Stakeholder Information SystemsInformation Systems
Classic Problem Classic Problem Solving ProcessSolving Process
Gather DataDiagnose Data
Select and Prioritize ObjectivesCreate and Analyze Alternatives
Select One (Make a DecisionPlan the Action StepsImplement the Plan
Study Results Against Objectives
Chapter 22Chapter 22
“From the cowardice that is afraid of new truth, from the laziness that is content with half truth, from the arrogance that thinks it has all truth, O God of
Truth deliver us”
Completed Staff WorkCompleted Staff Work
Getting CompletedGetting CompletedStaff WorkStaff Work
Provide clear understanding of desired resultsGet a sense of individual’s initiative
Clarify AssumptionsProvide time, resources and access
Set a time and place for presentation
Chapter 23Chapter 23
““Good, now I’ll read it.” – Henry Good, now I’ll read it.” – Henry KissingerKissinger
Managing from the Left, Managing from the Left, Lead from the RightLead from the Right
LEFT BRAIN RIGHT BRAINLEFT BRAIN RIGHT BRAIN
Chapter 24Chapter 24
• Logic Logic (LOGOS)(LOGOS)• WordsWords• Parts and SpecificsParts and Specifics• AnalysisAnalysis•Sequential ThinkingSequential Thinking• Time BoundTime Bound•Stereotyped MasculineStereotyped Masculine
• Emotion Emotion (ETHOS)(ETHOS)• PicturesPictures• Wholes and RelationshipsWholes and Relationships• SynthesisSynthesis• Holistic ThinkingHolistic Thinking• Time freeTime free• Stereotyped FeminineStereotyped Feminine
Principles of Total Principles of Total QualityQuality
• Continuous Continuous ImprovementImprovement
• Personal ChangePersonal Change• Proactive LeadershipProactive Leadership• Professional Professional
DevelopmentDevelopment• Principle-CenteredPrinciple-Centered
Chapter 25Chapter 25
ORGANIZATIONALORGANIZATIONALAlignmentAlignment
MANEGERIALMANEGERIALEmpowermentEmpowerment
INTERPERSONALINTERPERSONALTrustTrust
PERSONALPERSONALTrustworthinessTrustworthiness
Total Quality LeadershipTotal Quality Leadership
• Principle-Centered LeadershipPrinciple-Centered Leadership• Inside-OutInside-Out• Seven HabitsSeven Habits• Transforming Paradigms of members of Transforming Paradigms of members of
the organizationthe organization
Chapter 26Chapter 26
Seven Habits and Seven Habits and Deming’s 14 PointsDeming’s 14 Points
1. Constancy of Purpose2. Adopt new Philosophy3. Cease dependence on inspection4. Single Supplier5. Improve production and Service6. Institute Job Training7. Teach and Institute Leadership8. Drive Out Fear9. Break Down Barriers10. Eliminate Slogans11. Eliminate Numerical Goals12. Remove Barriers13. Self-Improvement14. Action Plan to Transform
Chapter 27Chapter 27
1.1. Be Proactive Be Proactive 2.2. Begin With the End in Begin With the End in
Mind Mind 3.3. First Things FirstFirst Things First4.4. Think Win/WinThink Win/Win5.5. Seek First to Understand, Seek First to Understand,
Then to be Understood Then to be Understood 6.6. Synergize Synergize 7.7. Sharpen the SawSharpen the Saw
Transforming a Swamp Transforming a Swamp into an Oasisinto an Oasis
• Transformational LeadersTransformational Leaders• Principle-CenteredPrinciple-Centered• Create Common VisionCreate Common Vision• Constant Stream of Fresh WaterConstant Stream of Fresh Water
Chapter 28Chapter 28
Stomach Heart Mind SpiritStomach Heart Mind Spirit
Corporate ConstitutionsCorporate Constitutions
• EXPAND PERSPECTICEEXPAND PERSPECTICE• CLARIFY VALUESCLARIFY VALUES• TEST IT AGAINST YOURSELFTEST IT AGAINST YOURSELF• TEST YOURSELF AGAINST ITTEST YOURSELF AGAINST IT
Chapter 29Chapter 29
Universal Mission Universal Mission StatementStatement
““To improve the To improve the economic well-beingeconomic well-being and and quality quality of lifeof life of of all stakeholdersall stakeholders””
Chapter 30Chapter 30
5 Basic Virtues5 Basic VirtuesEcological BalanceEcological Balance
Short and Long term Short and Long term perspectiveperspective
Professional ChallengeProfessional Challenge
Management ContextManagement ContextPersonal sense of Personal sense of
StewardshipStewardship
• Economic dimensionEconomic dimension
• Acceptance and LoveAcceptance and Love
• Challenge and GrowthChallenge and Growth
• Purpose and MeaningPurpose and Meaning
• Fairness and opportunityFairness and opportunity
• Who will suffer?Who will suffer?
Principle-Centered Principle-Centered Learning EnvironmentsLearning Environments
Chapter 31Chapter 31
PRINCIPLE CENTEREDPRINCIPLE CENTERED
LEARNING ENVIRONMENTLEARNING ENVIRONMENT
EMPOWERED EMPOWERED STUDENTSTUDENT
STUDENTSTUDENT
BUILDING LEVEL BUILDING LEVEL ADMINISTRATIONADMINISTRATION
PEER PEER GROUPGROUP
PARENTS ANDPARENTS ANDFAMILIESFAMILIES
CENTRAL OFFICECENTRAL OFFICEADMINISTRATIONADMINISTRATION TEACHERTEACHER
SCHOOL BOARDSCHOOL BOARDANDAND
GOVERNMENTALGOVERNMENTALENTITIESENTITIES
BUISNESS ANDBUISNESS ANDADMINISTRATIONADMINISTRATION