Leadership Behavior Model, Aftermath of the training

Personal comments:

It was clear that as time passed few were going to accept and apply the principles taught in class.  Leaders set the tone for what is and is not acceptable, and this CEO set the tone by resuming his usual pattern of sitting by the phone, conducting closed door meetings, and the like.  No attempt was made to reinforce the principles taught in class.

Efforts to change behavior of poor supervisors were met with the usual mindless responses from staff (“too much to do, not a good time to make a change….”) while employees were dumbfounded by lack of action.  Employee complaints were associated with the cost of the training, absent bosses sitting in a room yucking it up over coffee and donuts, and wasting valuable time.  What else could be expected with so little change in management behavior?

Then the situation did change as the “old guard” (those who saw anyone who was not from “their world” as incompetent and/or a threat) began working on ways to rid their company of them.  Unfortunately their “plan” cost the company some very good people (e.g., a young engineer who was exceptionally bright, focused and a hard worker).  He wasn’t on the old guard’s list, but he was astute enough to realize what was going to happen.  The staff member who wrote the “Systems” portion of the Leadership Behavior Model; the only one who knew how the “system” worked got the axe shortly after I did.

What was upsetting/bothering/irritating the old guard?  Simply, change.  The common denominator in all of us that resists the unknown.  This “old guard” liked it that way it was, saw no reason to adapt to a new way of thinking, and the CEO and board accepted their way of thinking.  The “old guard” had developed the rhetoric to sell their idea (e.g. “going to destroy the company”) so it was a “done deal”.  Vindictiveness and other negative behaviors were certainly part of it.

Message?  Leaders are not part of the “good old boys club”.  The quote I use often (“Leaders are like eagles; they don’t flock; you find them one at a time”)  is built into the “fabric” of my discussions in this blog.

Leaders need to rise above the daily routine, focus on mission, vision, and surround themselves with those who understand and accept what needs to be done to achieve them.    Set expectations, goals, accountabilities, and follow up and follow through on them.  In my career I rarely saw that behavior in companies.  Leadership is a lonely place to be, but it has to be that way to ensure correct thought, and resist undue influence from others who have personal agendas unrelated to success for an organization and employees.

Next: Wooden On Leadership

John Wooden’s 12 Lessons In Leadership

Leadership Behavior Model, Six Leadership Qualities, Systems

Quotes from pamphlet:

“A system is a network of interdependent components that work together to try and accomplish the aim of the system.

  1. A system must have an aim with an emphasis on purpose.
  2. The aim of the system must be clear to everyone in the system.
  3. The aim must include plans for the future.
  4. Management of a system requires knowledge of the interrelationships between all the components within the system and of the people that work in it. Cross-functional collaboration is valued.
  5. A system must be managed. It will not manage itself.
  6. It is management’s job to direct the efforts of all components toward the aim of the system.
  7. People understand their departments’ suppliers and customers and how their departments fit into the ‘big picture’.
  8. Once the leader understands the system of profound knowledge he/she will perceive new meaning to life, events, numbers, and interactions between people.  He/she will apply its principles and will have a basis for judgment of his/her own decisions and the transformation of organizations.  The layout of profound knowledge appears in four parts:

1. Appreciation for the system

2. Knowledge about variation

3. Theory of knowledge

4. Psychology

Leadership Behaviors Associated with Systems

  1. Understands that the performance of employees is covered largely by the system they work in.
  2. Sets an example.
  3. Is a good listener, yet uncompromising on the systems approach to leadership.
  4. Continually teaches others.
  5. Helps others pull away from their current practices and beliefs and helps them move to the new philosophy.
  6. Does not use fear as a leadership tool.
  7. Does not ‘shoot the messenger’.
  8. Understands the differences in people and understands and applies the intrinsic and extrinsic sources of motivation.”

Personal comments:

This is a difficult behavior to understand unless you are familiar with the work of W. Edwards Deming.  Deming’s, “14 Points on Total Quality Management”, are widely used, and were included in this training to encourage focusing on systems, to accomplish the aim/purpose of the system (which wasn’t happening).  To learn more about Deming’s contribution to the world of “systems” visit Wikipedia who wrote extensively about his philosophy and his accomplishments.

It was included in the training to demonstrate that people working in an organization, with correct leadership, and correct systems, will be successful, as teams and consequently as a company.

Next: Leadership Behavior Model

Aftermath of the training

Leadership Behavior Model, Six Leadership Qualities, Win-Win


Quotes from pamphlet:

“The Win-Win leadership style is based on seeking mutual benefit.  This concept is one of Covey’s ‘Seven Habits’ described in his Total Quality Leadership program.  It asks us to re-assess the ‘Forces of Destruction’ that were scripted into each of us in our formative years when we competed for scores and grades.  This ‘Win-Lose’ mentality, based on competition rather than cooperation, is largely responsible for the problems in American management.

To implement the Win-Win style of leadership, we must:

  1. Work from an abundance mentality: ‘There is enough for all to succeed.’
  2. Develop the genuine desire to see the other party win as well, in all matters.
  3. Develop Win-Win relationships among all business stakeholders (customers, vendors, other businesses).
  4. Enter into individual Win-Win performance agreements with team members developed through communication and trust.
  5. Work to remove barriers that rob employees of the joy and pride of workmanship that come with being part of a successful organization.
  6. Vow to support the endeavors of all team members to assure a Win for the team.
  7. Recognize that there are different levels of Win-Win and they are not always equal.

Leadership Behaviors Associated with Win-Win

  1. Feels good about and is committed to the decision and the action plan(s), understanding that it requires time, patience, self-control and courage balanced with consideration (maturity).
  2. Has clear understanding and commitment regarding expectations in five areas: desired results; guidelines; resources; accountabilities; and consequences.
  3. Demonstrates cooperation, internal unity, loyalty to the mission and constancy of purpose.
  4. Asks more, explains more and tell less.
  5. Builds emotional bank accounts by treating others equally, thanking them and recognizing their contributions.”

Personal comments:

These Leadership Behaviors, in theory, would seem to have a positive effect on the organization, when in fact,  these were written by someone who did not actually put them in practice.   Referring to an earlier comment concerning the CEO never buying into the Principled-Centered Leadership idea, the author of this section of the pamphlet never did either.  Subsequent discussions with this individual confirmed that.  This person was still in the “Win-Lose” mentality.

If the intent of conducting these training sessions is to change behavior then individual and team meetings must take place to reinforce the behavior.  Classroom learning without it will be a waste of time and money.  My brief discussions with those I use to work with confirm that there has been little improvement in leadership ability.  Without frank discussions concerning the leadership observed vs. the leadership desired the result is, historically, “give a person a title and their employees morale, productivity, and loyalty will diminish”.

“Leaders are like eagles; they don’t flock; you find them one at a time”

Next: Leadership Behavior Model

Six Leadership Qualities


Leadership Behavior Model, Six Leadership Qualities, Leadership Styles


Quotes from pamphlet:

“Leadership style is how a leader behaves when he/she is trying to influence the performance of someone else.  There are four basic leadership styles, which are a combination of two types of behaviors, directive and supportive.

Directive behavior involves clearly telling people what to do, how to do it and when it need to be done; then, closely monitoring performance and providing immediate feedback.

Supportive behavior requires more diverse interaction.  It involves being a good listener, providing encouragement, acting as a facilitator and bing a coach.

The four different leadership styles are directing, coaching, supporting, and delegating.  Each style has definitive actions associated with it.

Directing involves clearly explaining the objective, laying out how to accomplish the objective and closely monitoring and providing immediate feedback.

Coaching requires  a blend of directive and supportive actions.  Coaching involves more two-way communications (to evaluate possible solutions) with support and praise in order to build confidence.

Supporting involves sharing the responsibility of problem identification and resolution.  The leader provides assurance and resources and facilitates decision-making.

Delegating occurs when the leader turns over responsibility for problem identification, decision-making and problem resolution.

The ‘trick’ is realizing when to use which style.  This is determined by the task at hand and the development level of the person responsible for doing it.  A combination of the competence (knowledge and skills) and commitment (confidence and motivation) of the follower determines the required leadership style.

In order to be considered a good leader, there are several important points to remember:

-There is not single best leadership style for a good leader or follower.

-Each task needs to be approached as a new leadership opportunity.

-Good leaders set goals that are understandable and achievable.

-Good leaders always observe performance and give feedback at appropriate times.

Leadership Behaviors Associated with Leadership Styles

  1. Sets mutually agreed upon goals that are understandable, measurable and achievable.
  2. Observes performance and gives feedback at appropriate times.
  3. Involves employees in the process of determining the best leadership style.
  4. Praises progress and changes leadership style as performance improves.”

Personal comments:

Much of this discussion about leadership styles has to be considered within the framework of a previous post on, Social Styles (May, 2015):  Strength of each of these basic styles (Analytical, Driver, Expressive and Amiable), including the ability to be Versatile (interacting effectively, using all four social styles, as needed), will impact managers “leader style” success.  In other words, in order to use Directing, Coaching, Supporting, and Delegating styles, there has to be a realization that Social Style plays a role in it.

I have worked with some managers who were incapable of changing their leadership styles to fit the needs of their employees. With some, it was not seeing the need to, and/or not wanting to see the need, to adjust their leader style.

Next: Leadership Behavior Model

Six Leadership Qualities