Leadership Behavior Model, Introduction

As with most training, if reinforcement, and follow-up training isn’t conducted, within 6 months the old patterns for working together emerge.  The CEO deserves most of the blame for the old patterns emerging.  It was obvious to others that he really never bought in to what the trainer was trying to instill in him, and his managers.  It was much easier for him to sit by the phone waiting on calls from board members because, as usually is the case, managers look up the organization instead of focusing on those who actually do the work, and need support as well as encouragement.  My boss, early in my career, was upset that I spent more time on employee matters than management issues, and he reminded me one day I would be carried out of the office on my shield with my sword stuck in my chest.  My response, “so be it!”

Leadership, if done correctly, is not a cakewalk to more money and recognition.  We have really good people who have sacrificed, but have at one point, decided not to sacrifice any longer.  The result is devastating for government, and organizations as we see good/great leaders choosing not to participate any longer, for a variety of reasons (I’ll cover some of them in future posts), but mainly because the system that made this country great is broken.

Leadership Behavior Model has six important qualities that demonstrate true leadership for this company.  Certainly more qualities exist, but this company chose Trust, Be Proactive, Empowerment, Leadership Styles, Win-Win, and Systems.

More to follow.

Next week I am moving, and I anticipate that posting on my blog will be unlikely.  I hope my next post will appear on Wednesday, July 8.

Next: Leadership Behavior Model

Six Leadership Qualities

Leadership Behavior Model, Background

 

Background information:

The company I worked for was in disarray due to a merger of two entities.  The CEO in the northern entity wanted to unify the two through improving leadership, teamwork, and a streamlined organization.  He was gregarious and fun-loving.  His counterpart, in the southern entity, was calculating, power-hungry, and the two clashed from the start.

Consequently their infighting disrupted the new organization in ways that were unexpected, and undesirable.  The new Board of Directors was incapable of dealing with the disruption.  Employees took sides, and the situation deteriorated.

Finally, after months of infighting, the Board met with the two CEOs and demanded that there be an end to it all.  As a result the CEOs decided to resign, and the CFO was chosen as CEO.

This was the beginning of problems that exist today.  The CFO wasn’t trained to be a CEO, nor trained to be a leader.  As I’ve written before, those promoted to “leadership” positions, without proper training and mentoring, use the “management skills”they learned from previous bosses.  That typically is not a good thing, and history repeated itself.

My entrance to the company was as expected and I was “depicted as an outsider, not from the industry, and what did I know that related to them”?  Since the southern CEO was the calculating type (as in undermining the new organization) my loyalty to the one who hired me was exploited.

Since  the new CEO was hired by the Board his focus was clearly on them, and not on the organization, and/or its employees.  With my background in interpersonal skills and leadership training I took the responsibility, when no one else would, to move the organization forward through personnel and leadership changes.  That usually didn’t mean firings, but meant focusing on abilities, and skills, of everyone.  In other words, it meant putting the right people in the right place on the organization chart.

As a result of my efforts, and the help of a professional trainer, the CEO agreed to gather the staff and develop the Leadership Behavior Model.

Next: Leadership Behavior Model

Introduction

Habit 7, RENEWAL, Sharpen The Saw, Principles Of Balanced Self-Renewal

Habit 7
RENEWALL
Sharpen The Saw
Principles Of Balanced Self-Renewal

Author’s quotes:

“Habit 7 is taking time to sharpen the saw. It surrounds the other habits on the 7 habits paradigm because it is the habit that makes all the others possible.

Four Dimensions of Renewal

Habit 7 is personal PC (Production Capability). It’s preserving and enhancing the greatest asset you have—-you. It’s renewing the four dimensions of your nature—-physical, spiritual, mental , and social/emotional.

PHYSICAL (exercise, nutrition, stress management). MENTAL (reading, visualizing, planning, writing). SOCIAL/EMOTIONAL (service, empathy, synergy, intrinsic security). SPIRITUAL (value clarification & commitment, study & meditation).

Although different words are used, most philosophies of life deal with explicitly or implicitly with these four dimensions. Philosopher Herb Shepherd describes the healthy balanced life around four values: Perspective (spiritual), Autonomy (mental), Connectedness (social), and Tone (physical). Sound motivation and organization theory embrace these four dimensions or motivations—-the Economic (physical); How people are treated (social); How people are developed and used (mental); and the Service, the Job, the Contribution the Organization Gives (spiritual).

‘Sharpen the saw’ basically means expressing all four motivations. It means exercising all four dimensions of our nature, regularly and consistently in wise and balance ways.

To do this, we must be proactive. Taking time to sharpen the saw is a definite Quadrant II activity (Not Urgent), and Quadrant II must be acted on. Quadrant I (Urgent), because of its urgency, acts on us; it presses upon us constantly. Personal PC must be pressed upon until it becomes second nature, until it becomes a kind of healthy addiction. Because it’s at the center of our Circle of Influence, no on else can do it for us. We must do it for ourselves.

This is the single most powerful investment we can ever make in—-investment in ourselves, in the only instrument we have with which to deal with life and to contribute. We are the instruments of our own performance, and to be effective, we need to recognize the importance of taking time regularly to sharpen the saw in all four ways.”

Personal comments:

Covey’s 7 Habits, specifically Habit 7/Four Dimensions of Renewal, is a great segue into the next series of posts related to my personal experiences with managers who “thought” they were leaders. Unfortunately, for their employees, they would not know the fundamentals of leadership even if they bit them on their behinds.

Next: Leadership Behavior Model
Mission
Vision

Habit 6, Synergize, Principles Of Creative Cooperation

 

Author’s quotes:

“When properly understood, synergy is the highest activity in all life—-the true test and manifestation of all of the other hits put together.

The highest forms of synergy focus the four unique human endowments, the motive of Win/Win, and the skills of emphatic communication on the toughest challenges we face in life.  What results is almost miraculous.  We create new alternatives—-something that wasn’t there before.

Synergy is the essence of principle-centered leadership.   It is the essence of principle-centered parenting.  It catalyzes, unifies, and unleashes the greatest powers within people.  All the habits we have covered prepare us to create the miracle of synergy.

What is synergy?  Simple defined, it means that the whole is greater than the sum of its parts.  It means that the relationship which the parts have to each other is a part in and of itself.  It is not only a part, but the most catalytic, the most empowering, the most unifying, and the most exciting part.

The creative process is also the most terrifying part because you don’t know exactly what’s going to happen or where it is going to lead.  You don’t know what new danger and challenges you’ll find.  It takes an enormous amount of internal security to begin with the spirit of adventure, the spirit of discovery, the spirt of creativity.  Without doubt, you have to leave the comfort zone of base camp and confront an entirely new and unknown wilderness.  You become a trailblazer, a pathfinder.  You open new possibilities, new territories, new continents, so that others can follow.

Synergy is everywhere in nature.  If you plant two plants close together, the roots commingle and improve the quality of the soil so that both plants well grow better than if they were separated.  If you put two pieces of wood together, they will hold much more that the total of the weight held by each separately.   The whole is greater than the sum of its parts.  One plus one equals three or more.

The challenge is to apply the principles of creative cooperation, which we learn from nature, in our social interactions.  Family life provides many opportunities to observe synergy and to practice it.

The essence of synergy is to value differences—-to respect them, to build on strengths, to compensate for weaknesses.”

Personal comments:

There have been times in my life where I have experienced the process and rewards of synergy.  After completing Covey’s book on “7 Habits of Highly Effective People” I’ll begin a discussion on, “Leadership Behavior Model”, a model that would have been a synergistic exercise creating increased communication, teamwork, vision, direction, and principle-centered leadership in a company I worked for.  Unfortunately I learned that without leadership from the CEO it was an impossible task.

Next: Habit 7

RENEWALL

Sharpen The Saw

Principles Of Balanced Self-Renewal