1.5 - About University

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Keepperspective.(Put first thingsfirst.)[☛ 9.4 Leader Impact]Fosterinterdependence.(Think win–win.)[☛ 10.1 HiPo Teams]Show empathy.(Seek first tounderstand, thento be understood.)Valuedifferences.(Synergize.)[☛ 8.7 ActiveListening][☛ 14.7 PersonalPreferences]Continuallyimprove.(Sharpen your saw.)[☛ 3.2 Sigmoid Curve]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 TOOLS1.8 Recursive Leadership 4.4 Employee Involvement 9.1 Leadership Versatility1.9 Paradigms 4.7 Job Satisfaction 9.4 Leader Impact2.3 Directional Statements 5.1 Change Equation 13.5 Time ManagementF OR FURTHER ASSISTANCECovey, Stephen. The Seven Habits of Highly Effective People: Powerful Lessons in Personal Change. Simon & Schuster,1989.SECTION 1 FOUNDATIONAL CONCEPTS 17
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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
Page 42: HOW TO USE AND BENEFITFROM THIS BOO
Page 46: locate and use the exact tool for y
Page 50: If your need is:Look for these reso
Page 54: The Leadership GurusJohnson, BarryJ
Page 58: ACKNOWLEDGMENTSA book is never the
Page 62: 1.1L EADERSHIP IN THE T WENTY-FIRST
Page 66: Information[☛ 2.2 7S Model]Leader
Page 70: H OW TO USE THIS LEADERSHIP TOOL“
Page 74: 1.3H OW E FFECTIVE L EADERS A CT: A
Page 78: F OUR STEPS TO IMPROVING YOUR LEADE
Page 82: Challenge and support,but don’t p
Page 86: R ELATED LEADERSHIP TOOLS1.5 Seven
Page 90: Fosterinterdependence.(Think win-wi
Page 96: Major concernsas a leaderLeadership
Page 100: 1.7 T HE L EADERSHIP R ESULTS E QUA
Page 104: WEB WORKSHEETUse this matrix to spa
Page 108: 1.8 R ECURSIVE L EADERSHIP:T HE L O
Page 112: Creativity andinnovationTeamworkQua
Page 116: 1.9 U NDERSTANDING THE T HINKINGB E
Page 120: ➠ People feel a loss of control o
Page 124: 1.10 T HE GAS MODEL: DESIGNINGP RAC
Page 128: Level of Simplicityneeded and whyTr
Page 132: or little? Active or passive? If ye
Page 136: 2TOOLS FOR BIG-PICTURETHINKINGOne o
Page 140: To illustrate systems thinking, we
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tance from those interacting system
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2.2T HE 7S MODEL: ALIGNING FOR S UC
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StrategyHow will this initiative su
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Levels of Statements1. High-Level S
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2.4 V ISIONING AND V ISION S TATEME
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2. Vet with some key stakeholders:
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2.5 V ALUES AND L EADERSHIPInspired
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A gang of thieves can share values,
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2.6C LARIFYING P URPOSE: HARNESSING
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purpose comes as a result of allowi
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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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H OW TO USE THIS LEADERSHIP TOOL“
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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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