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R ELATED LEADERSHIP TOOLS1.10 The GAS Model 2.3 Directional Statements 3.2 Sigmoid Curve2.2 7S Model 2.6 Clarifying Purpose 5.1 Change EquationF OR FURTHER ASSISTANCEBlock, Peter. Stewardship: Choosing Service Over Self-Interest. Berrett-Koehler, 1993.Kotter, John. Leading Change. Harvard Business School Press, 1996.Senge, Peter M. The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday, 1990.Senge, Peter, Richard Ross, Bryan Smith, Charlotte Roberts, and Art Kleiner. The Fifth Discipline Fieldbook: Strategiesand Tools for Building a Learning Organization. Currency Doubleday, 1994.54 SECTION 2 TOOLS FOR BIG-PICTURE THINKING
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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
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R ELATED LEADERSHIP TOOLS1.5 Seven
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Fosterinterdependence.(Think win-wi
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1.6 L EADERSHIP: THE B OARDS OF P L
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2. Are you satisfied with leadershi
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Leadership starts at the top, be th
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4. Follow through by holding leader
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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 138: 2.1 I NTRODUCTION TO S YSTEMST HINK
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Page 146: 4. As above, examine the subsystems
Page 150: This graphical illustration of a mi
Page 154: 2.3 D IRECTIONAL S TATEMENTS:T HREE
Page 158: ➌➍Next, have the group come tog
Page 162: H OW DOES A VISION STATEMENT FIT WI
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
Page 188: 2.8M EASURING S UCCESS: THE B ALANC
Page 192: WEB WORKSHEETThink about a balanced
Page 196: 3.1 T HE L EADER A S S TRATEGISTIns
Page 200: Think outside thebox.Think of youro
Page 204: 3.2T HE S IGMOID C URVE: ANTICIPATI
Page 208: Reflect on the significance of wher
Page 212: 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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