Win-Win leadership style is based on seeking mutual benefit. This is one of Covey’s Seven Habits of Highly Effective People, which asks us to re-assess the Win-Lose mentality that was scripted into each of us during our formative years when we competed for scores and grades. The Win-Lose mentality, based on competition rather than cooperation, is largely responsible for the problems in American management.
To implement a Win-Win style of leadership we must:
1) Work from an abundance mentality; that 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.
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) 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.
Behaviors associated with Win-Win:
1) Is committed to the decision and the action plan(s), understanding that it requires time, patience, self-control, and courage balanced with maturity.
2) Has clear understanding and commitment regarding expectations in five areas: desired results, guidelines, resources, accountabilities, and consequences.
3) Demonstrates cooperation, internal unity, and loyalty to the mission.
4) Asks more, explains more, and tells less.
5) Builds emotional bank accounts by treating others equally, thanking them and recognizing their contributions.
A system is a network of interdependent components that work together to try and accomplish the aim of the system (W. Edwards Deming, The New Economics):
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 they will perceive new meaning to life, events, numbers, and interactions between people. They will apply its principles and will have a basis for judgment of their own decisions and for transformation of organizations. The layout of profound knowledge appears in four parts:
• Appreciation for the system
• Knowledge about variation
• Theory of knowledge
Behaviors associated with Systems
1) Understands that the performance of employees is governed 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 other 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.