1.5 - About University

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3.4.5.Copyright McGraw-Hill 2000. Original purchasers of this book are permitted to photocopy or customize this worksheet by downloading it fromwww.books.mcgraw-hill.com/training/download. The document can then be opened, edited, and printed using Microsoft Word or other word processingsoftware.R ELATED LEADERSHIP TOOLS4.5 Culture 8.6 Communication 101 12.2 Trust8.4 Dialogue and Discussion 8.7 Active Listening 12.4 Feedback8.5 Metacommunicating 10.4 Team Commitment 15.2 Emotional IntelligenceF OR FURTHER ASSISTANCECovey, Stephen. Principle-Centered Leadership. Summit Books, 1991.Covey, Stephen. The Seven Habits of Highly Effective People: Powerful Lessons in Personal Change. Simon & Schuster,1989.Covey, Stephen, Roger Merrill, and Rebecca Merrill. First Things First: To Live, to Love, to Learn, to Leave a Legacy.Simon & Schuster, 1994.SECTION 12 TOOLS FOR LEADING RELATIONSHIPS 365
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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
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8.8 L ISTENING T ECHNIQUES: TACTICS
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R ELATED LEADERSHIP TOOLS8.1 Conver
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• Getting down to workimmediately
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8.10M EDIA R ELATIONS FOR L EADERSC
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The media tends to be thought of as
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9.1 L EADERSHIP V ERSATILITY:M ATCH
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5. If there is an inconsistency in
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One very popular situational leader
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R ELATED LEADERSHIP TOOLS4.7 Job Sa
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➟Step ❸Postdelegationfollow-thr
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9.4I NCREASING Y OUR I MPACT: UNDER
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What actions could you take if you
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3. INVENT NEW ALTERNATIVES TO FULFI
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R ELATED LEADERSHIP TOOLS1.6 Boards
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Step ❻PresentationClose➠ Summar
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9.7 S ELLING W HEEL: GETTING Y OURR
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WEB WORKSHEETG ETTING Y OUR R ECOMM
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In his best-seller, The Spin ® Sel
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Ferret out the benefits and value a
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in knowledge-based, fast-moving, cu
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9.10S UPPORT N ETWORKS: THE S ECRET
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Type of supportPeople who presently
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10.1 H IGH-PERFORMING T EAMS:O RGAN
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Sources of increased team IQLearn f
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4. Commit to implementing one to th
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10.4I NCLUSION, CONTROL, AND A FFEC
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R ELATED LEADERSHIP TOOLS8.1 Conver
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The need to deal with unresolved I
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10.6A SSESSING Y OUR G ROUP L EADER
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Group leadership development needsS
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H OW TO HANDLE PARTICIPATION IN A G
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10.8G ROUND R ULES: HELPING G ROUPS
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WEB WORKSHEETDevelop a few critical
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key words from a complex idea, and
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10.10C LOSURE: HELPING G ROUPS M AK
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A decision that will needto be made
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Method Best used when How toLogical
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10.12RASCI: A PLANNING T OOLFOR W O
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3. Decide on a format and complete
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11.1P ROCESS C YCLE: PLANNING E FFE
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➌ Steps(Brainstorm steps, thenput
Page 738: Typical functions of workgroup and
Page 742: 11.3 M EETING C HECKLIST: FROMP LAN
Page 746: ❑❑Evaluate the meeting to ensur
Page 750: R ELATED LEADERSHIP TOOLS11.1 Proce
Page 754: Recorder(scribe, minutetaker)Proces
Page 758: 11.5 T HE C HAIRPERSON’ S R OLE:D
Page 762: Your unique duties as chairperson(h
Page 766: ❑❑❑Consider placing agenda it
Page 770: 11.7T HE C HAIRPERSON’ S O PENING
Page 774: Step ➌: Set the meeting boundarie
Page 778: ❑❑❑Avoid writing minutes for
Page 782: 12TOOLS FOR LEADINGRELATIONSHIPS“
Page 786: H OW USE THIS LEADERSHIP TOOL“Whe
Page 792: Trusting otherspredisposes them tot
Page 796: 12.3T RIANGULATION: THE S UREST W A
Page 800: Note a couple of ways you can you h
Page 804: H OW TO USE THIS LEADERSHIP TOOL“
Page 808: 12.5 P REPARING Y OURSELF TOG IVE N
Page 812: 2. What specifically do you want th
Page 816: ➍ConfrontConsequences➟➎Conclu
Page 820: 12.7 C ONFLICT: FIVE L EVELS FORD E
Page 824: WEB WORKSHEETBest resolutionConflic
Page 828: the gang. Challenge Insecure Aggres
Page 832: 12.9T HE E SSENTIALS OF C USTOMER S
Page 836: 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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