nexus point | Leadership Development ~ Talent Management ~ Realising Potential

Covey (1991) “Principle-centred Leadership”

COVEY, S. R.  (1991).  PRINCIPLE-CENTRED LEADERSHIP.  SIMON AND SCHUSTER, NEW YORK, NY.

  • Habits of ineffective people:
    • Be reactive – doubt yourself and blame others
    • Work without a clear end in mind
    • Do the urgent thing first
    • Think win/lose
    • Seek first to be understood
    • If you can’t win, compromise
    • Fear change and put off improvement
  • Our greatest resource is being wasted—hardly anyone is operating at capacity!
  • It often takes time to produce quality results
  • People don’t deal with what’s so.
  • Principle-centred leadership based on fundamental ‘laws of the universe’. Eg. Fairness, equity, honesty, justice, integrity, trust.
  • ‘To both value one’s self, and subordinate one’s self to higher purposes and principles is the paradoxical essence of highest humanity and the foundation of effective leadership’.  FOR BOOK!
  • Societies stand and fall by the degree to which they live / operate by principles.
  • Life based on principles, rather than rules, allows for responsibility and choice, as well as workability
  • Principles are the Why, Practices are the How.
  • Levels of operation of leadership:
    • Self – trustworthiness (relationship of self with self)
      • Based on competence and character
    • Interpersonal – trust (relationship of self with other)
    • Managerial – empowerment (my responsibility to get a job done with others)
    • Organisational – alignment
  • Dilemmas are a great place to look for access to blind-spots and to elevated power&performance.
  • Principle-centred leaders are:
    • Continually learning – includes reliability with word to self!
    • Service-oriented – powerful relationship with being a leader, and with leadership
    • Radiate positive energy – upbeat, breathe life into things / others
    • People who believe in other people – don’t over-react / criticise, not naïve, forgive.
    • Lead balanced lives – current, social, active (intellectually and physically), many interests, have a healthy sense of humour, courageous, appropriate, honesty, integrity.  Not extreme – think in terms of continuums.
    • People who see life as an adventure – their security is sourced internally, not externally.  They demonstrate willpower, unflappability, will power, adaptability, stamina, creativity, resourcefulness.
    • Synergistic – change catalysts, improve whatever situation they get into, work smart and hard, productive in new and creative ways.  Delegation is easy when you believe in the capacity of others (and empower it!)
    • Exercise for self-renewal – physical, mental, emotional, spiritual.  This is ‘sharpening the saw!’
  • SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE:
    1. BE PROACTIVE (self-knowledge / awareness.  Includes being responsible, and response-able – proactive in being).
    2. BEGIN WITH THE END IN MIND (Conscience and imagination.  Includes what you are going to do with what talent, resources and time!)
    3. PUT FIRST THINGS FIRST (this is will-power!)
    4. THINK WIN-WIN (abundance mentality!)
    5. SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD (courage and consideration)
    6. SYNERGISE (creativity)
    7. ‘SHARPEN THE SAW’ (overcomes entropy)
    • 1, 2, AND 3 FORM THE FOUNDATION FOR 4, 5 AND 6.
    • 7 ALLOWS FOR ALL!  This is self-renewal.

In the absence of values, habits become identity!

Without a clear picture of what there is to cause, old habits have room to kick in!!

Three resolutions:

1.    Overcome indulgence

2.    Overcome pride and pretension – work on character and competence (builds trust!)

3.    Overcome aspiration – resolve to dedicate talents and resources to provide service.

Primary greatness is in character.  Material, social greatness is secondary.

How we see ourselves determine our actions!

Three character traits:

1. Integrity

2. Maturity

3. Abundance mentality

Find the gaps in these as access to causing their expansion.

Power must be sourced from the inside –it will never last if we rely on someone else’s word.  It must be an authentic expression for us!

Always check foundation before going to build something!  Foundation in group is trustworthiness, and then trust.

Principle-centred Leadership founded on that highest motivator is the opportunity to contribute.  Such a program will be process-oriented.  It will include results, but will be focussed on the means as much as the end.

Capture content – seek to understand.

Expand on what you have learned.

Teach what you have learned.

Apply the principles.

Monitor the results.

Dealing with people as the prime asset can produce 500% increases in performance, not just 5%!  This requires breakthrough thinking, and breakthrough operations!

Access to breaking with old habits is to get clear of the costs!!!  And their impact!!!  That should be enough to cause great desire to change tack!

All of us have private battles!  Starting the day with a private, even small, victory can set the tenor of the day to one of victory!

Access – make promises that are appropriate, that are workable, and that you are going to keep.

Personal growth:

o      Physical, social, mental, emotional, spiritual – can have one person at different levels in different areas.

o      Comparisons are dangerous.

o      There is no short-cut (demonstrate this!)

o      To improve, we must start from where we are!  Deal in the facts!!

MORAL COMPASS

  • Reflects values and principles (NOTE – principles are not values!)
  • Principles are universal, values are personal!
  • Objective and internal
  • “An accurate map is a good management tool!  A compass is a leadership and empowerment tool!”  Maps are like values.  A compass is like principles.
  • If people are clear on principles, they can make their own choices consistent with the  ‘entity’.  Otherwise, they are stuck with rules!  Operating from principles is empowering!

PRINCIPLE-CENTRED POWER

  • People follow because they want to.  They follow knowledgeably, wholeheartedly, with uninhibited commitment.
  • If power is at least based on equity and fairness, the relationships can be sustained.  But, they really operate on a basis of individual rather than team.
  • Principle-centred power is sustaining for all involved, and sustainable.  It is proactive.  It uses self-control, not control of the masses.  People see themselves inside the vision and purpose and take it on as their own.  It is based on ethics.
  • Power tools:
    • Persuasion
    • Patience
    • Gentleness
    • Teachableness
    • Acceptance
    • Kindness
    • Openness
    • Compassionate confrontation
    • Consistency
    • Integrity

COMMUNICATION LINES

  • Most communication problems are sourced in credibility or perception problems!
  • Note – we tend to think that we see the world, and the people in it, as they ARE, and are not responsible for our perceptions filtering and interpreting what we see!
  • Ways around these blockers:
    • “I assert…”  (backed with evidence)
    • “It occurs to me that…”
    • “In my opinion…”
    • Just get the communication!!

In leadership, the most effective is through modelling.  The least effective is through telling / teaching / explaining.  (Pitfall for teachers as leadership coaches!)

METHODS OF INFLUENCE:

  1. Refrain from saying unkind things
  2. Exercise patience
  3. Distinguish between the person and the behaviour
  4. Perform anonymous service
  5. Choose the proactive response
  6. Keep your promises
  7. Focus on the circle of influence
  8. Show love
  9. Assume the best of others (and bring it out!)
  10. Seek first to understand
  11. Reward open, honest expressions and questions
  12. Give an understanding response
  13. If offended, take the initiative
  14. Admit mistakes, apologise, and ask for forgiveness
  15. Don’t get caught up in arguments
  16. Go one on one
  17. Renew your commitment to things you have in common.
  18. Be influenced!  (we have more infuence when we allow ourselves to be influenced!)
  19. Accept the person and the situation
  20. Prepare your mind and your heart before you prepare your speech.
  21. Avoid fight or flight – talk through differences
  22. Recognise and take time to teach (when people are not threatened, you’re not angry or frustrated, and not when they ‘need help’.)
  23. Agree on limits, rules, expectations and consequences
  24. Don’t give up and don’t give in.
  25. Be there at the cross-roads
  26. Speak both languages: logic and emotion
  27. Delegate effectively
  28. Involve people in meaningful projects
  29. Train people in ‘what we reap is what we sow’ – and that it takes time for results to develop.
  30. Let natural consequences teach responsible behaviour.

MISTAKES IN THIS:

  1. Giving advice before understanding the full situation.
  2. Attempting to build / rebuild relationships without changing conduct or attitude.
  3. Assume that good example and relationship are sufficient.  People often need to be trained!
  4. Vision with no love lacks motivation.
  5. Love with no vision has no outcome—goals, guidelines, aspirations.

IDENTIFY WHAT’S IMPORTANT TO YOU.  LOOK AT WHAT YOU DO – YOU DO WHAT’S IMPORTANT TO YOU!  WHERE DOES WHAT YOU SAY IS IMPORTANT TO YOU NOT MATCH WHAT YOU DO?  THIS IS AN ACCESS TO POWER!

NOTE – PERSONAL AND ORGANISATIONAL INTEGRITY ARE INTERLINKED!

MANAGEMENT AT LEVEL OF ORGANSATION, TO BE AT ITS BEST, RELIES ON BEST MANAGEMENT OF SELF, AND OF THE RELATIONSHIPS.

  • Empowerment at managerial level
  • Alignment at organisational level
  • If something is found to be out of alignment, it is best addressed at each of the four levels.

Abundance mentality – from internal security – share power, profit, recogntion – the success of others contributes to our lives!

    1. Return often to the right sources to renew
    2. Seek solitude and enjoy nature
    3. Sharpen the saw regularly
    4. Serve others anonymously
    5. Maintain long-term intimate relationship with another
    6. Forgive themselves and others
    7. They are problem-solvers

CHRONIC PROBLEMS IN ORGANISATIONS:

  1. No shared vision and values
  2. No strategic path
  3. Poor alignment
  4. Wrong style.
  5. Poor skills
  6. Low trust
  7. No integrity (values do not equal habits)

CAUSING PARADIGM SHIFTS

    1. Change focus – something new becomes important!
    2. Crisis – inherited or by design
    3. Paradigms such as

o     Right/wrong

o     Good/bad

o     Self/other

o     Top-down hierarchy

o     More/less

o     Human resource: pawn or thinking, breathing, creating entity worth gold!

o     Principle-centred leadership is a paradigm

o     Leadership as position vs leadership as quality

LEVELS –

1. PERSONAL TRUSTWORTHINESS

2. INTERPERSONAL TRUST

3. MANAGERIAL EMPOWERMENT

4. ORGANISATIONAL ALIGNMENT

INVOLVES APPROPRIATE:

  • SKILLS
  • STYLE
  • PEOPLE
  • STRUCTURE
  • SYSTEMS
    • INFORMATION
    • COMPENSATION
    • TRAINING AND DEVELOPMENT
    • RECRUITING AND SELECTING
    • JOB DESIGN
    • COMMUNICATION
  • STRATEGY
  • SHARED VISION & PRINCIPLES
  • OPERATIONAL ENVIRONMENT
  • (DON’T FORGET SELF!)

EMPOWERMENT:

  • CHARACTER
  • SKILLS
  • WIN-WIN:
    • SPECIFIC MEASURABLE RESULTS
    • EXPECTATIONS (IMPLICIT AND EXPLICIT)
    • GUIDELINES (CF PROCEDURES!)
    • RESOURCES (BUDGET, STRUCTURE, SYSTEM)
    • ACCOUNTABILITY (CREATE THIS TOGETHER – DO NOT IMPOSE!)
    • CONSEQUENCES (FINANCIAL, PSYCHOLOGICAL, PERKS, SCOPE OF RESPONSIBILITY ETC.)
  • SELF-MANAGEMENT (INSIDE OF AGREEMENT WITH OTHER)
  • WORKABLE, SUPPORTIVE STRUCTURES AND SYSTEMS
  • ACCOUNTABILITY

IN PROBLEM-SOLVING – MUCH BETTER TO REMOVE BARRIERS THAN TO INCREASE DRIVING FORCE!!!

  1. Gather data
  2. Diagnose data
  3. Select and prioritise objectives
  4. Create and analyse alternatives
  5. Select one of them (make a decision!)
  6. Plan action steps to effect the decision
  7. Implement the plan
  8. Study results against objectives.

SEVEN MEASURABLE TYPES OF INTELLIGENCE:

    • VERBAL-MATHEMATICAL (I.Q.)
    • KINESTHETIC
    • SPATIAL
    • INTERPERSONAL
    • INTRAPERSONAL
    • CREATIVE
    • AESTHETIC
    • …most people rate very high on at least one of these!

MANAGING TASKS BY OTHERS:

  • PROVIDE CLEAR UNDERSTANDING OF WHAT’S REQUIRED – RESULTS TO BE PRODUCED
  • GIVE A CLEAR SENSE OF AMOUNT OF ROOM FOR INITIATIVE
  • CLARIFY ASSUMPTIONS
  • PROVIDE TIME AND RESOURCES
  • SET TIME AND PLACE FOR PRESENTING AND REVIEWING COMPLETED RESULT

DISTINGUISHING MANAGEMENT AND LEADERSHIP

  • MANAGEMENT:
    • BOTTOM-LINE
    • STRUCTURE / OUTCOME ORIENTED
    • UTILISATION OF RESOURCES
    • STRUCTURE, SYSTEMS, EFFICIENCY, LOGISITCS, METHODS, POLICIES
  • LEADERSHIP:
    • TOP-LINE
    • VISION / DIRECTION ORIENTED
    • VALUES, PURPOSES, INSPIRING, MOTIVATING
    • BUILD TEAMS WITH COMMON GOAL
  • ‘MANAGE FROM THE LEFT-BRAIN, LEAD FROM THE RIGHT BRAIN!’

TOTAL QUALITY (AS A PARADIGM):

  • FAITH, HOPE, HUMILITY
  • WORKS, INDUSTRY, RESEARCH, TESTING
  • CONSTANCY, CONSISTENCY, PREDICTABILITY
  • CONTINUOUS IMPROVEMENT AND PROGRESSION
  • FEEDBACK BASED ON DISCERNMENT AND MEASUREMENT
  • VIRTUE AND TRUTH IN HUMAN RELATIONS

TRANSFORMATIONAL LEADERSHIP:

  • BUILDS ON NEED FOR MEANING
  • VALUES, MORALS, ETHICS
  • TRANSCENDS DAILY AFFAIRS
  • ORIENTED TOWARDS LONG-TERM GOALS WITHOUT COMPROMISING VALUES AND PRINCIPLES
  • SEPARATES CAUSES AND SYMPTOMS AND WORKS AT PREVENTION
  • VALUES PROFIT AS BASIS FOR GROWTH
  • PROACTIVE, CATALYTIC AND PATIENT
  • FOCUSES ON MISSIONS AND STRATEGIES TO FULFILL THEM
  • MAKES FULL USE OF HUMAN RESOURCES
  • IDENTIFIES AND DEVELOPS NEW TALENT
  • RECOGNISES AND REWARDS SIGNIFICAN CONTRIBUTIONS
  • DESIGNS AND REDESIGNS JOBS TO MAKE THEM MORE MEANINGFUL AND CHALLENGING
  • RELEASES HUMAN POTENTIAL
  • MODELS LOVE
  • LEADS OUT IN NEW DIRECTIONS
  • ALIGNS INTERNAL STRUCTURES AND SYSTEMS TO REINFORCE OVERARCHING VALUES AND GOALS.

QUALITY OF LIFE:

  • ACCEPTANCE AND LOVE
  • CHALLENGE AND GROWTH
  • PURPOSE AND MEANING
  • FAIRNESS AND OPPORTUNITY
  • LIFE BALANCE

UNIVERSAL MISSION STATEMENT:

TO IMPROVE THE ECONOMIC WELL-BEING AND QUALITY OF LIFE OF ALL STAKE-HOLDERS.

  • ECOLOGICAL BALANCE
  • SHORT-  AND LONG-TERM PERSPECTIVE
  • PROFESSIONAL CHALLENGE
  • MANAGEMENT CONTEXT
  • PERSONAL SENSE OF STEWARDSHIP

PRINCIPLE-CENTRED LEARNING ENVIRONMENTS

  • Watch for impact of ‘not this’ – it becomes toxic to the students
  • Teachers can cause paradigm shift by becoming more facilitators
  • Personal integrity is critical
  • Focus = empowered student
  • Stakeholders:
    • Parents and families
    • Teachers
    • School boards etc
    • Business and community
    • Student
    • Building level admin
    • Peer group
    • Central office admin
    • …equally responsible!

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