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R ELATED LEADERSHIP TOOLS1.6 Boards of Play 8.1 Conversations 12.6 Confrontation2.7 Goal Statements 8.5 Metacommunicating 12.7 Dealing with Conflict7.4 Polarities 12.1 The Relationship Bank 12.8 Difficult PeopleF OR FURTHER ASSISTANCEFisher, Roger, Elizabeth Kopelman, and Andrea Kupfer Schneider. Beyond Machiavelli: Tools for Coping with Conflict,2nd ed. Penguin, 1996.Fisher, Roger, and William Ury. Getting to Yes: Negotiating Agreement without Giving In. Houghton Mifflin, 1981.Ury, William. Getting Past No: Negotiating Your Way from Confrontation to Cooperation. Bantam, 1993.280 SECTION 9 TOOLS FOR LEADING AND INFLUENCING OTHERS
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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
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WEB WORKSHEETTake a few minutes to
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Work designWhat challenged theparad
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R ELATED LEADERSHIP TOOLS1.1 Twenty
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development paths of all positions
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1.11I NTEGRITY: GUT-LEVEL E THICSCo
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What actions will you take to begin
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2.1 I NTRODUCTION TO S YSTEMST HINK
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4. As above, examine the subsystems
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This graphical illustration of a mi
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2.3 D IRECTIONAL S TATEMENTS:T HREE
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➌➍Next, have the group come tog
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H OW DOES A VISION STATEMENT FIT WI
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R ELATED LEADERSHIP TOOLS1.10 The G
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Step ➌Communicatingand modelingva
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The values you currently practiceTo
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N ESTEDPURPOSESA specific purpose k
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2.7 W RITING C LEAR G OAL S TATEMEN
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GoalKeyActionItemsGoal #2IntentGoal
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Internal Process MeasuresEmployee a
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3TOOLS FOR STRATEGICTHINKINGWith th
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Michael Traceyand FredWiersmaJames
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Mintzberg, Henry. The Rise and Fall
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their product or service no longer
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3.3 SWOT: STRENGTHS, WEAKNESSES,O P
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strategy clarification. Having said
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Designing the Value ConstellationTh
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3.5 S TRATEGIC R ESOURCING: DEFININ
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High Value-Added or Business Necess
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3.6S TRATEGIC R ELATIONSHIPS: ANALY
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I NCREASING V ALUE-ADDED W ORKNeces
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AppropriateorganizationalcultureApp
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3.8P ARTNERING FOR S UCCESS: JOINT
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StrategicYour proposeddimension Key
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3.9M ARKETING A P ROFESSIONAL S ERV
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G ETTING THE PROCESS STARTEDAs a wa
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4TOOLS FOR DESIGNINGPRODUCTIVE PROC
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A N ORGANIZATIONAL DESIGN MODELAll
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WEB WORKSHEETWho You ServeThe Exter
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Mid-level leaderFrontline leaderSen
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4.3 B USINESS P ROCESS R EENGINEERI
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❑❑❑❑Form a steeringcommitte
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4.4 E MPLOYEE I NVOLVEMENT:A RANGE
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The guideline What to look for Rema
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1. What is the probable level of in
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➠➠➠➠thrive; inappropriate a
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Need to Start Need to Stop Need to
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In Jack Stack’s Springfield Reman
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WEB WORKSHEETLeadershipAction plans
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4.7J OB S ATISFACTION: INVOLVING W
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5. Meaningful work• Your work has
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3. Clarify limitations on the CEO
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4.9U SING P ROFESSIONAL E XPERTISE:
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❑ What concerns do you each have
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Act on survey results and changes p
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Questionnaire designWhat elements o
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5.1L EADING C HANGE: A CHANGE E QUA
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5.2 L EADING M A JOR C HANGE IN Y O
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R ELATED LEADERSHIP TOOLS5.1 Change
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➢➢➢If the Readiness Index is
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5.5C HANGE W INDOW: A BALANCED A PP
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1. On balance, quadrants ➊ and
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Past experience in your organizatio
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5.7S T AKEHOLDER G ROUPS: UNDERSTAN
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5.8H UMAN T RANSITIONS: HELPING P E
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Endings Turmoil period New beginnin
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1. Initially, treat the other peopl
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5.10 A PPRECIATIVE I NQUIRY:B UILDI
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• Explore the strengths and past
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6.1 T HE BS DETECTOR K IT:R ECOGNIZ
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❑❑❑If there’s a chain of ar
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A SSUMPTIONCertainMATRIXTriviaImpor
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6.3 S ORTING O UT C OMPLEX S ITUATI
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WEB WORKSHEETBrainstorm and list th
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D ANGER!—CAVEATIn cases in which
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R ELATED LEADERSHIP TOOLS6.3 Comple
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H INTS• This tool is easy to use
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6.6O PTIMIZING Y OUR T HINKING—A
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Green(creative, newideas)[☛ 6.7 C
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Using MetaphorsBlue-Skying/No Const
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How skilled are you as a changelead
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P ARTIAL EXAMPLE: LEADERSHIP DEVELO
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6.9B RAINSTORMING: GENERATING I DEA
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• Ask people to post their ideas
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7.1R EFRAMING: WORKING THE R EAL P
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7.2 A GENERAL P ROBLEM-S OLVINGM OD
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❑❑Integrate with the workgroup
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Step ➌ Every problem leaves a dis
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WEB WORKSHEETF INDING C AUSE W ORKS
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7.4 P OLARITIES: DEALING WITHI NTRA
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P OLARITY M AP W ORKSHEETPole 1: Po
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➎ Assess the risks and the limita
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Assess risks and limitations for ea
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➍AssessRisk✔ For each potential
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R ELATED LEADERSHIP TOOLS6.2 Assump
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The QualityTool What it is and what
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✔✔✔✔✔Leaders need to be a
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P ROCESSSTEPSStep❶ Materials❷ D
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WEB WORKSHEETNow think of situation
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8.1P OWERFUL L EADERSHIP C ONVERSAT
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2. Information(gleaned from data)3.
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8.2 D IRECT L EADER- TO-EMPLOYEEC O
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8.3 T HE L EADER’ S R OLE INO RGA
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WEB WORKSHEETUse the template provi
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Dialogue is about thinking together
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8.5M ETACOMMUNICATING: TALKING ABOU
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8.6C OMMUNICATION 101: DEALING E FF
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WEB WORKSHEETList strengths that yo
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can speak, use the extra processing
Page 566: 8.8 L ISTENING T ECHNIQUES: TACTICS
Page 570: R ELATED LEADERSHIP TOOLS8.1 Conver
Page 574: • Getting down to workimmediately
Page 578: 8.10M EDIA R ELATIONS FOR L EADERSC
Page 582: The media tends to be thought of as
Page 586: 9.1 L EADERSHIP V ERSATILITY:M ATCH
Page 590: 5. If there is an inconsistency in
Page 594: One very popular situational leader
Page 598: R ELATED LEADERSHIP TOOLS4.7 Job Sa
Page 602: ➟Step ❸Postdelegationfollow-thr
Page 606: 9.4I NCREASING Y OUR I MPACT: UNDER
Page 610: What actions could you take if you
Page 614: 3. INVENT NEW ALTERNATIVES TO FULFI
Page 620: 9.6 M AKING G REAT P RESENTATIONSIn
Page 624: The Body—The FrameworkMain Point
Page 628: ❻many presenters don’t allow pe
Page 632: 9.8 S ELLING L ARGE P ROJECTS:A MUC
Page 636: Type of question What they are Comm
Page 640: 9.9 P OWER: A FUNDAMENTAL E LEMENTO
Page 644: Source of PowerConnection-based ora
Page 648: Type of SupportChallengersFamily an
Page 652: 10TOOLS FOR LEADING TEAMSAND GROUPS
Page 656: High-PerformingTeamHow work gets do
Page 660: 10.2 I MPROVING T EAM IQContributed
Page 664: 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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