1.5 - About University

Major concernsas a leaderLeadershipprocessesSample toolsfrom this bookthat would appealHow to supervisecompetentlyTechniques andstandards ofsupervision☛ 9.7 Selling Wheel☛ 12.4 Feedback☛ 13.7 DocumentingPerformance☛ 14.5 On-JobTrainingHow to establish apower base to setthe rules and controlrewardsTechniques of powerand control,particularly overBoard 1 supervisors☛ 2.7 GoalStatements☛ 5.7 StakeholderGroups☛ 13.3AccountabilityHow to establish orchange what isimportant to theorganizationUnderstanding thebig picture, coaching,empowerment,and group action☛ 2.5 Values☛ 2.6 ClarifyingPurpose☛ 2.8 BalancedScorecard☛ 7.1 ProblemFraming☛ 13.10 CareersHow to change thewhole system, be thebest at what you doVisioning andsystemic change,changing theparadigm☛ 1.9 Paradigms☛ 1.10 The GASModel☛ 2.1 SystemsThinking☛ 2.4 Visioning☛ 3.2 Sigmoid CurveH OW TO USE THIS LEADERSHIP TOOL“Games are consciously or implicitly played all the time. Expertise,power, value, and meaning are constant issues in our lives.”—Will McWhinney et al., CREATING PATHS OF CHANGEThis model can be helpful in a number of ways:• for your own personal development—At which board do you presently lead (or wantto lead), and what does this mean for you?• to coach others—At what board is a protege operating and what is he or she capable of?• to lead change—Change is more challenging at the higher boards of leadership.• to design development events for others—The training and development needed ateach board is dramatically different.WEB WORKSHEETFor your own personal development, complete this worksheet:1. Reading the descriptions of each board, on which board do you currently lead? What’s your evidence? How mightothers have the same assessment of you?SECTION 1 FOUNDATIONAL CONCEPTS 19