1.5 - About University

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2TOOLS FOR BIG-PICTURETHINKINGOne organizational guru, Eliot Jaques, proposes that leadershipcompensation systems be based on the length of time a leaderneeds to look into the future. Another guru, Peter Senge, saysanother variable, breadth, should be factored in. Together, theymake the case for this section—the need for successful leaders tounderstand and use big-picture thinking tools.39
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Copyright © 2001 by McGraw-Hill. A
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➠ 8.4 Levels of Communicating: De
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➠ 13.9 Human Capital: Truly the M
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1.10 The GAS model: Designing pract
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S ECTION 5—TOOLS FOR L EADING C H
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7.8 Affinity diagrams: Organizing m
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10.9 Making information visible 323
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13.8 Job Competencies: Measuring an
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HOW TO USE AND BENEFITFROM THIS BOO
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locate and use the exact tool for y
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If your need is:Look for these reso
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The Leadership GurusJohnson, BarryJ
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ACKNOWLEDGMENTSA book is never the
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1.1L EADERSHIP IN THE T WENTY-FIRST
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Information[☛ 2.2 7S Model]Leader
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H OW TO USE THIS LEADERSHIP TOOL“
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1.3H OW E FFECTIVE L EADERS A CT: A
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F OUR STEPS TO IMPROVING YOUR LEADE
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Challenge and support,but don’t p
Page 86: R ELATED LEADERSHIP TOOLS1.5 Seven
Page 90: Fosterinterdependence.(Think win-wi
Page 94: 1.6 L EADERSHIP: THE B OARDS OF P L
Page 98: 2. Are you satisfied with leadershi
Page 102: Leadership starts at the top, be th
Page 106: 4. Follow through by holding leader
Page 110: R ECURSIVE M AXIM #1The best way to
Page 114: WEB WORKSHEETTake a few minutes to
Page 118: Work designWhat challenged theparad
Page 122: R ELATED LEADERSHIP TOOLS1.1 Twenty
Page 126: development paths of all positions
Page 130: 1.11I NTEGRITY: GUT-LEVEL E THICSCo
Page 134: What actions will you take to begin
Page 140: To illustrate systems thinking, we
Page 144: tance from those interacting system
Page 148: 2.2T HE 7S MODEL: ALIGNING FOR S UC
Page 152: StrategyHow will this initiative su
Page 156: Levels of Statements1. High-Level S
Page 160: 2.4 V ISIONING AND V ISION S TATEME
Page 164: 2. Vet with some key stakeholders:
Page 168: 2.5 V ALUES AND L EADERSHIPInspired
Page 172: A gang of thieves can share values,
Page 176: 2.6C LARIFYING P URPOSE: HARNESSING
Page 180: purpose comes as a result of allowi
Page 184: Action Plan: As you write your inte
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2.8M EASURING S UCCESS: THE B ALANC
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WEB WORKSHEETThink about a balanced
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3.1 T HE L EADER A S S TRATEGISTIns
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Think outside thebox.Think of youro
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3.2T HE S IGMOID C URVE: ANTICIPATI
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Reflect on the significance of wher
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C HECKLIST OF POSSIBLE PLACES TO LO
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3.4T HE F UNDAMENTALS OF B USINESS-
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Business-Unit Goals[☛ 2.7 Goal St
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UniqueGenericHigh Value-AddedChange
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WEB WORKSHEETS TRATEGIC R ESOURCING
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3.7RAIR LOGIC: ALIGNING C USTOMERS,
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Given the information you have prov
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High ConceptualPhase 1: Alliance Co
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R ELATED LEADERSHIP TOOLS2.3 Direct
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➎Integratethis strategyinto amark
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R ELATED LEADERSHIP TOOLS1.6 Boards
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4.1D ESIGNING P RODUCTIVE O RGANIZA
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4.2 H IERARCHY: LEADERSHIP L EVELSI
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What outputs? By when? With what im
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1. Honor the past. Invariably, curr
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✔✔Find the best possible people
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A RANGE OF INVOLVEMENT LEVELSLevel
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❑❑❑❑❑❑❑❑❑G UIDELI
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4.5O RGANIZATIONAL C ULTURE: SAIL O
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4.6O PEN- BOOK L EADERSHIP: DEVELOP
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✔✔✔✔✔✔✔✔✘✘T HE
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Communicatethe bigpicture.❑❑❑
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4.8R EVITALIZING THE B OARD OF D IR
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Board develop with policies of othe
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❑❑❑❑❑lying needs. A profe
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4.10S URVEYING E MPLOYEES: LEADINGT
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WEB WORKSHEETUse the workspace here
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5TOOLS FOR LEADINGCHANGEAs if you d
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5.3 A SSESSING R EADINESS FOR C HAN
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5.4 L EADING C HANGE: SMALL W INSOR
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Downsides of this approach:Downside
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• Real or not, if a person percei
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5.6A LIGNING S YSTEMS: BUILDING S Y
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WEB WORKSHEETA LIGNING S YSTEMS W O
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Examples are groups such as purchas
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WEB WORKSHEETS T AKEHOLDER G ROUP M
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1. The first meeting: Endings. They
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5.9S URFACING AND D EALING WITH R E
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How will you gently challenge this
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✔✔Real communication is possibl
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6TOOLS FOR CRITICALTHINKING AND INN
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InconsistencyCaricaturingApplying a
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6.2A SSUMPTION A NALYSIS: TESTING D
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R ELATED LEADERSHIP TOOLS5.7 Stakeh
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2. Brainstorm, makingthe elements o
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6.4 D EALING V ERBALLY WITH C OMPLE
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“In the time we have available, I
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6.5 F ORCE-FIELD A NALYSIS:O RGANIZ
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Desired goal:______________________
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Defines, sets boundariesfor discuss
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6.7 C REATIVITY AND I NNOVATION:T H
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Innovation assessmentYour personalq
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6.8M IND M APPING: A BREAKTHROUGH T
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Think of a situation in which mind
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H OW TO BRAINSTORM1. Ask the workgr
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7TOOLS FOR PROBLEMSOLVING, DECISION
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S COPING A PROBLEMWhen thinking abo
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The problem as currently definedQue
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5. Planimplementationof the change.
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7.3P ROBLEM S OLVING: A SYSTEMATIC
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seriously malfunctioning machines,
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R ELATED LEADERSHIP TOOLS6.2 Assump
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The Individual—Team PolarityIndiv
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7.5D ECISION M AKING: MAKING D ECIS
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7.6 P OTENTIAL P ROBLEM A NALYSIS:D
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7.7T OTAL Q UALITY L EADERSHIP O VE
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The QualityTool What it is and what
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7.8 A FFINITY D IAGRAMS: ORGANIZING
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The authors of this book had 150-pl
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8TOOLS FOR COMMUNICATIONEven in thi
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Y OU GET THREE CONVERSATIONS FOR TH
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2. Information(gleaned from thedata
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Communicationfactors➊ Use CORE to
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An effective communication strategy
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8.4 L EVELS OF C OMMUNICATING:D EBA
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Purpose__ to analyze and decideDisc
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M ETACOMMUNICATIONSCHEMATICProcess
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Empathy:❑ Positions and expressed
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8.7 A CTIVELY L ISTENING FOR C ONTE
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5. Actively listening to content:1
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8.9 C ROSS-CULTURAL C OMMUNICATIONI
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(e.g., speaking out of turn in meet
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into the official system. Make comm
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9TOOLS FOR LEADINGAND INFLUENCING O
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W HEN TO USENondirective• when a
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9.2 M ATCHING Y OUR L EADERSHIP S T
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9.3L EADERSHIP S TRATEGIES FOR D EL
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❑❑❑Delegate according to the
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influencing those areas that provid
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9.5 P RINCIPLED N EGOTIATION:C REAT
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WEB WORKSHEET1. SEPARATE THE PEOPLE
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9.6 M AKING G REAT P RESENTATIONSIn
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The Body—The FrameworkMain Point
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❻many presenters don’t allow pe
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9.8 S ELLING L ARGE P ROJECTS:A MUC
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Type of question What they are Comm
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9.9 P OWER: A FUNDAMENTAL E LEMENTO
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Source of PowerConnection-based ora
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Type of SupportChallengersFamily an
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10TOOLS FOR LEADING TEAMSAND GROUPS
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High-PerformingTeamHow work gets do
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10.2 I MPROVING T EAM IQContributed
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2. Signs of high Team IQ: Identify
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10.3 T EAM C OMPETENCIES:T HINKING,
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R ELATED LEADERSHIP TOOLS1.7 Result
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10.5 D EALING WITH D ISTURBANCESIN
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WEB WORKSHEETUse the workspace prov
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1 2 3 4 5 I can deal with typical d
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10.7 G ETTING P ARTICIPATIONInspire
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WEB WORKSHEETThink about specific s
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A FIVE- STEP PROCESS FOR ESTABLISHI
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10.9 M AKING I NFORMATION V ISIBLEI
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❑Sorting out complex situations
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T IPS FOR HELPING GROUPS REACH CLOS
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10.11 P RIORITY S ETTINGIN A W ORKG
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WEB WORKSHEETThink of situations in
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An alternative is to list the key p
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11TOOLS FOR LEADINGMEETINGSThe most
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H OW TO USE THIS TOOL“…If leade
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11.2M EETINGS: PURPOSE AND F UNCTIO
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What key functions are served by ou
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❑ Quickly refine the purpose, goa
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5. Following up on action plans dev
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11.4 M EETING R OLESInspired by Ric
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TimekeeperProcess Advisor (meeting
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Keeping the meeting on track:❑ Ge
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11.6 T HE M EETING A GENDA:W HY, WH
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Person Time Measurable/observableAg
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➍Agree onthe Agenda➟❑❑❑Di
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11.8 T HE M EETING M INUTES:W HY, W
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Agenda item Meeting decision and/or
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12.1 T HE R ELATIONSHIP B ANK:M AIN
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3.4.5.Copyright McGraw-Hill 2000. O
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Trusting otherspredisposes them tot
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12.3T RIANGULATION: THE S UREST W A
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Note a couple of ways you can you h
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12.5 P REPARING Y OURSELF TOG IVE N
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2. What specifically do you want th
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➍ConfrontConsequences➟➎Conclu
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12.7 C ONFLICT: FIVE L EVELS FORD E
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WEB WORKSHEETBest resolutionConflic
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the gang. Challenge Insecure Aggres
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12.9T HE E SSENTIALS OF C USTOMER S
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Current description(as of date: ___
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13.1 C OACHING AND S UPPORTINGTHE S
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➋Assessing andbenchmarking➌Esta
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13.2 C OACHING H IGH-PERFORMERS:A N
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paths to success, solidify old skil
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13.3A CCOUNTABILITY A GREEMENTS: DE
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AccountabilitiesI am personally acc
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➋➌➍➎Key Result Areas (KRAs)
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➎ Action PlansCopyright McGraw-Hi
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NotImportantActivities➌Activities
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13.6A TTRIBUTION T HEORY: ASSESSING
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The attributions others might make
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✔✔✔✔✔✔required for high
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13.8J OB C OMPETENCIES: MEASURING A
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WEB WORKSHEETJob: _________________
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ience, education, and training.”
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13.10 T HE F OUR S TAGES® M ODEL:U
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4. What barriers does this person n
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Expertise Key relationship Typical
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14TOOLS FOR LEARNINGChange is takin
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ScarcityAbundanceAppropriate UsesSc
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14.2S INGLE-LOOP AND D OUBLE-LOOP L
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List one or two key reasons why you
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Level ofvaluationA. PreparationB. T
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Improve your own leadership practic
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14.5T EACHING A J OB: AN E S SENTIA
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Major learning steps Bite-size lear
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What are the practical implications
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14.7P ERSONAL P REFERENCES: CAPITAL
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LeaderDirectreportIssues that might
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15.1B ALANCE: TAKE C ARE OF Y OURSE
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3. Nurturing my close relationships
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15.2 LEQ: THE L EADERSHIPE MOTIONAL
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Emotional competency My assessment
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15.3T HE J OHARI W INDOW: WHAT Y OU
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Things TheyDon’t KnowThings I kno
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In the example here, Lee is a Sr. V
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Use these questions to assess your
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15.5H ABITS: THE G OOD AND B AD N E
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FeelingBuild on the positive: What
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S TRESS HAS BOTH FINANCIAL AND HUMA
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R ELATED LEADERSHIP TOOLS4.7 Job Sa
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Contingency leadership model, 267-2
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Quality, tools for ensuring, 199-23
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1.5 - About University

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