1.5 - About University

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Improve your own leadership practices. [☛ 1.8 Recursive Leadership]What you do speaks louder than what you say. Model the behavior you expect in others.❑❑❑Learn more about the skills of coaching.Learn more about employee performance and career development. [☛ 13.10 Careers]See your success as the success of others. Do not compete with your people; yourreward comes from their success.R ELATED LEADERSHIP TOOLS2.1 Systems Thinking 9.2 Situational Leadership 13.3 Accountability9.1 Leadership Versatility 13.1 Coaching 14.6 Learning StylesF OR FURTHER ASSISTANCEKirkpatrick, Donald. Evaluating Training Programs. American Society for Training and Development, 1975.Klatt, Bruce. The Ultimate Training Workshop Handbook: A Comprehensive Guide to Leading Successful Workshops andTraining Programs. McGraw-Hill, 1999.Mager, Roger, and Peter Pipe. Analyzing Performance Problems: Or, You Really Oughta Wanna, 2nd ed. David S. LakePublishers, 1984.SECTION 14 TOOLS FOR LEARNING 437
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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
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Typical functions of workgroup and
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11.3 M EETING C HECKLIST: FROMP LAN
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❑❑Evaluate the meeting to ensur
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R ELATED LEADERSHIP TOOLS11.1 Proce
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Recorder(scribe, minutetaker)Proces
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11.5 T HE C HAIRPERSON’ S R OLE:D
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Your unique duties as chairperson(h
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❑❑❑Consider placing agenda it
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11.7T HE C HAIRPERSON’ S O PENING
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Step ➌: Set the meeting boundarie
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❑❑❑Avoid writing minutes for
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12TOOLS FOR LEADINGRELATIONSHIPS“
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H OW USE THIS LEADERSHIP TOOL“Whe
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12.2B UILDING T RUST INTO W ORKINGR
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I am honest and forthright withpeop
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✘✘✘Triangulating damages rela
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12.4G IVING AND R ECEIVING F EEDBAC
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Improvements in how yougive feedbac
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- Confronting someone who has no ab
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12.6 T HE 5 CS : ESCALATINGC ONFRON
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➍Confront➎ConcludeCopyright McG
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Level ➌PersonalManagement ofthe C
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12.8D EALING WITH D IFFICULT P EOPL
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AggressorsKnow-It-AllsNegativistsSt
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Develop easy-touseservices.Make you
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13TOOLS FOR LEADINGPERFORMANCESucce
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➍Clarifyingwhat ispossible andset
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R ELATED LEADERSHIP TOOLS2.3 Direct
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End with goal achievement.✔ Coach
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No high-performers to coach? Perhap
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➎ Goal statements➏ Consequences
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13.4 M ANAGEMENT BY O BJECTIVESInsp
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Your design of an MBO-type processD
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13.5 U RGENCY AND I MPORTANCE:T HE
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WEB WORKSHEETImportantUrgentList ac
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If the personfailsThis person:• f
Page 882: 13.7D OCUMENTING E MPLOYEE P ERFORM
Page 886: unless you can verify them. Ensure
Page 890: Underlyingcharacteristics Definitio
Page 894: 13.9 H UMAN C APITAL: TRULY THEM OS
Page 898: 4. Implementationof Changes5. Follo
Page 902: ❑❑❑❑Not finding a coachor m
Page 906: 13.11P ROFESSIONAL L EADERSHIP:D EL
Page 910: having a clear professional group s
Page 914: 14.1 S CARCITY AND A BUNDANCE:T HE
Page 918: The situationA scarcity mind-setPot
Page 922: E XAMPLES OF SINGLE- AND DOUBLE- L
Page 926: 14.3N E EDS A NALYSIS: MEASURING R
Page 930: ✔✔✔✔Set goals and plan foll
Page 936: H OW TO USE THIS LEADERSHIP TOOL“
Page 940: 14.5T EACHING A J OB: AN E S SENTIA
Page 944: Major learning steps Bite-size lear
Page 948: What are the practical implications
Page 952: 14.7P ERSONAL P REFERENCES: CAPITAL
Page 956: LeaderDirectreportIssues that might
Page 960: 15.1B ALANCE: TAKE C ARE OF Y OURSE
Page 964: 3. Nurturing my close relationships
Page 968: 15.2 LEQ: THE L EADERSHIPE MOTIONAL
Page 972: Emotional competency My assessment
Page 976: 15.3T HE J OHARI W INDOW: WHAT Y OU
Page 980: 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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