Potential Compared to Profit
Local Economic Potential
Chart shows theory but when you plot the actual you find that there is much variety.
Local working conditions cause the variety of outcomes.
Three conditions that exist in highly productive places but not in others.
1. The people must feel competent – at work do you have the opportunity to do the things you are best at everyday at work.
2. The people must feel focused – you must know what is expected of you, you must know how success is going to be measured.
3. The people must feel confidence – in company, peers, etc.
Take a list of survey questions… ask them of highly productive teams and then ask the same question of low productive teams. On questions that they all strongly agree…. Throw out the question. See what questions are left.
If strongly agree – actively engaged – In the sweet spot – Gallup poll:29%
If some strongly agree – slightly engaged – neutral - Gallup poll: 55%
Disagree often – actively disengaged – bitter - Gallup poll: 16%
Active unengagiert – (german) actively quitting in the mind
If you can engage more than 30% of your people then you will be in the top percentage of USA productive organizations.
Competent – Great selection and training
Focused – great managers
Confident – Great leaders
The core principles…..
1. The one thing you need to know about great managing
“To turn one person’s talent into performance.”
Start with the employee’s goals… their success is your starting point.
Your motive: to help the people (people are not an end to manage… they are an end unto themselves)
“Find what is unique, and capitalize on it.”
Learn to release their ability. Great managers play chess. Average managers play checkers.
Teamwork is built on interdependency. I value you because you have strengths that I don’t have and you value me for the same reason.”
Someone said, “There is no I in teamwork.” Michael Jordan responded, “But there is an I in “wIn”
Three things you need to know about people:
1. You need to know their strengths and weaknesses…..
what you do with this knowledge determines what kind of manager you are.
What will help you the most… work on your strengths or weaknesses?
Work on your strengths
20% of your time should be spent on working on weaknesses.
80% of your time should be spent on working to develop strengths.
Woody Allen – 90% of life is showing up on time. You don’t show up on time.
2. You need to know their Triggers: trip the right trigger and you will accelerate a person’s strengths. Learn how to trip a person’s trigger. Some people’s trigger is tied to the time of day, for some it is tied to dependence, some to audience, some to your immediate supervisor, some to your personal competence...
3. You need to know how they learn
· The Analyers – the most important learning occurs before the performance.
· The Doers– the most important learning occurs during the performance.
· The Watcher – the most important learning occurs as they see others perform.
How do you do develop people:
1. You may have natural talent
2. You will need to observe
5 Questions to see Strengths/Weaknesses, Triggers, Learning styles
1. What was your best day at work in the last three months?
2. What was your worse day at work in the last three months?
3. What was the best manager relationship you've ever had? (What made it so good?)
4. What was the best recognition you've ever had?
5. When in your career did you learn the most?
2. The one thing you need to know about great leading
The job of the leader is to rally people to a better future.
Leaders are deeply optimistic people. Things CAN get better
The opposite of a leader is a pessimist.
You need an ego (self-assurance) to lead.
People don’t fall because their ego is too big but because their ethics are too small.
Integrity is not a desirable leadership trait; it is a necessary human trait.
Always look for that edge that will push you to the front.
“Find out what is universal, and capitalize on it.”
Donald Brown – sought for the human universals – 372 universals were found….tickling, joking, suck wounds, we find a word for string, we always love our families, we fear the outsider, etc etc etc
The most relevant universal is that we “all fear the unknown.”
Turn the fear of the unknown into confidence in the future.
Be clear……..clarity is the antidote to anxiety.
The points of clarity
1. Who do we serve? (what is our target for service?)
2. What is our core strength? (why will we win?)
3. What is our core score? (what is our standard of measurement?) (supposition: if I do x then everything else will improve)
4. What actions can we take today?
The Disciplines of Leadership:
1. Reflect (on excellence) “excellence is not the opposite of failure…it is just different.”
2. Pick the Right Heroes
3. Practice (try things… find what works) …don’t worry about repetition …continually remind people
If you can’t see why something succeeds then you can’t repeat it.
Sundials in the shade…. Wasted time, ability, talents, gifts, etc.
“The Leadership Summit on Self-Leadership” - DVD 2
Willow Creek Resources