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Doug Cartland 1 of 19 Hungry Leaders™ Development Series
First Principles…
1. There is no such thing as a __________ leader.
2. I don’t believe in leadership ___________.
3. Weaknesses as a leader are ___________ to an extreme.
4. Leadership is an ________.
5. Respect is simply a ____________ of doing the right things.
Leadership:
__________________________________________________
__________________________________________________
__________________________________________________
Management…
“Never forget that the entire object…is to increase action at the point where
the tool comes into contact with the material.” Practical Business Administration
American Technical Society, Volume #4
The question that management must answer…
What is the best strategy that will cause my blacksmith to take his/her
hammer to the metal accurately the maximum amount of times in a given
time period?
Doug Cartland 2 of 19 Hungry Leaders™ Development Series
PROVE YOUR VALUE: THE 4 CS OF LEADERSHIP
“The art of leadership is deciding what to do, and
then getting the men to want to do it.” Dwight Eisenhower
“Assumed loyalty is the gateway to abuse.” Doug Cartland
(Four Things Your People MUST Believe About You if They Are Going to
WANT to Follow You)
Remember these two things and your character will be just fine:
A. Leadership is not first ____________________; it’s first
________________________.
There are 168 hours in a week; subtracting 56 for sleep leaves 112. The
average American worker works 40-50 hours per week. That means almost
half of their waking hours are spent in the shadow of their bosses.
1. Power corrupts
2. Decision making becomes inherently flawed
3. Lives are in the palms of the leader’s hands
4. Perks are one thing…
3. __________________ 2. __________________
1. __________________
4. __________________
Doug Cartland 3 of 19 Hungry Leaders™ Development Series
B. Leadership begins with _________________.
1. The most profound impact on the motivation of the team
2. Display the same commitment, follow the same policies,
develop quality relationships
3. Credibility at leadership’s core
HOW TO CREATE A MOTIVATED WORK CULTURE
Define motivation: To find a ______________ or a ________________!
Primary: _____________ __________________
Secondary: _____________ __________________
Types of motivation:
Extrinsic: _______________ ______________ _______________
Intrinsic: _______________ ______________ _______________
Three questions:
What personality motivates best? _______ ____________
How effective is fear? ________ ___________
How can team members motivate other team members?
_________________ and ________________________
Two Characteristics of True Motivation:
1. Motivation with substance
2. Flexibility--different people are motivated by different things
Doug Cartland 4 of 19 Hungry Leaders™ Development Series
The top 12 motivators in business:
12. Cost
11. Cost
10. Cost
9. Cost
8. Cost
7. Cost
6. Cost
5. Cost
4. Cost
3. Cost
2. Cost
1. Cost
Total Cost
Doug Cartland 5 of 19 Hungry Leaders™ Development Series
THE COMMUNICATION CHALLENGE
Three bedrock communication principles:
1. __________________ communication is the only communication that
can be effective.
2. “_______________ is the mother of all error.” --Evan Thomas in Sea of
Thunder
3. Good communication comes down to what you _________.
“Few are agreeable in conversation because each thinks more of what he
intends to say than of what others are saying.”
17th
Century French Author
Francois De La Rochefoucauld
Successful communication is ninety percent ____________.
Statistics:
_________ percent of the American work force says that communication is
the biggest problem where they work.
Poor communication skills cost the average organization _____ to _______
of their budgets every year.
Study: William V. Haney Communication and Interpersonal
Relationships, Text and Cases, Sixth Edition, 1992
Doug Cartland 6 of 19 Hungry Leaders™ Development Series
The four reasons why human beings by nature are such poor communicators
(we need to understand our weaknesses before we can make them our
strengths):
1. Communication is based on perceptions
“Whilst part of what we perceive comes through our senses from the object before
us, another part (and it may be the larger part) always comes out of our own mind.” --William James
2. Knowledge leads to understanding and we have so little of it
3. Cognitive abilities are limited
4. The subtle nuances of the communication process
a. Words are only _________________ of the communication
process.
b. Voice tone is another __________________.
c. That leaves_______ for _________ _______________!
Do people believe what they see or what they hear? What they ________!
There are two responsibilities in the communication process:
1. The responsibility to express clearly.
2. The responsibility to comprehend clearly and draw information—
active listening.
Tune in—focus—no preoccupation.
Take notes in certain situations.
Repeat the message back.
Don’t interrupt.
Doug Cartland 7 of 19 Hungry Leaders™ Development Series
Ask appropriate questions for clarification.
Maintain appropriate body language.
SO!
It is a proven fact that we really can only do _________ task at a time!
When you are interrupted determine:
Do they ___________ you? Or do they _________ you?
MAKING A PROBLEM EMPLOYEE A PRODUCTIVE EMPLOYEE
Eleven principles that set the stage:
1. Do you believe in treating all employees equally? YES ____NO____
2. Don’t pass the buck.
3. Most people don’t like conflict and none like criticism.
4. If you correct or not you are educating.
5. I’m not interested in running an _________ ______ _________!
6. Credibility is the key.
7. The myth of “developmental criticism.”
8. Avoid generalized criticism.
9. Do this the right way because turnover and litigation are costly.
10. Stress or bad days are no excuse.
11. It’s not what you say it’s how you say it.
Doug Cartland 8 of 19 Hungry Leaders™ Development Series
“THE DOWN AND DIRTY BAKER’S DOZEN”
OR
HOW TO APPROACH A TEAM MEMBER AND GIVE YOURSELF
THE BEST POSSIBLE OPPORTUNITY TO WIN THEM
1. Don’t make it _______________.
2. Don’t address ____________________.
3. Save their ________.
4. Don’t ___________________ your case.
5. Don’t talk behind their back.
6. Be ___________.
7. Don’t accuse. Tell them your ___________________.
8. Ask them—“Am I right in my perception?”
9. Show them how the change would ___________ them.
10. Make a plan _______________ for change.
11. You cannot _____________________ too much.
12. End it, forget it!
13. Keep it ________________________.
Doug Cartland 9 of 19 Hungry Leaders™ Development Series
If they say you are wrong, there are only three possibilities:
You are (fully or partially)
They WILL see it given time
They are obstinate
If they say they are “trying”:
Remember that effort is ______________________________!
KEYS TO EMPLOYEE DEVELOPMENT
Leaders lead people.
Some perspective from Teddy Roosevelt:
“Labor (people) is prior to and independent of capital (money). Capital
(money) is only the fruit of labor (people) and could never have existed if
labor (people) had not already existed. Labor (people) is the superior of
capital (money) and deserves much the higher consideration.”
One motivation to work with and invest in your people:
__________________________________________________!
Your success as a leader is completely dependent on and tied to the success
of your people.
A. Get them in the right seats (hiring, promoting, delegating etc.)
Top two reasons CEOs fail:
1. ________________________________________________.
a. They feel threatened
b. False loyalty: patronage, cronyism, nepotism
Doug Cartland 10 of 19 Hungry Leaders™ Development Series
c. Performance
d. Seniority
e. Education
Promoting priorities: Leadership potential, Culture match,
work ethic, values and minimum performance
2. ________________________________________________.
B. Believe in them
C. Have clearly defined goals for them
Focuses their eyes
They keep them reaching
They are what we have in common and are our grounds for
consensus.
Must be:
1. _____________________________________________
2. _____________________________________________
3. _____________________________________________
4. _____________________________________________
5. _____________________________________________
6. _____________________________________________
7. _____________________________________________
8. _____________________________________________
9. _____________________________________________
10. _____________________________________________
11. _____________________________________________
12. _____________________________________________
Doug Cartland 11 of 19 Hungry Leaders™ Development Series
D. Empower them
“_____________ comes before self-esteem.” --Father Val Peter
____________ > ________ ____ _______ >
______________ > ______________ > _______________
Define Empowerment:
Give ___________________, give __________________
Describe an empowered culture:
The team member’s real _______________ in
themselves and my real_______________ in them
________________________ is the great empowerment tool!
Done properly:
a. ________ _______________________
b. ________ _______________________
c. ________ _______________________
d. ________ _______________________
e. ________ _______________________
E. Train them
“When monotony comes in, learning goes out.” --Ray Eliot
1. _________________
2. _________________
3. _________________
4. _________________
5. _________________
Doug Cartland 12 of 19 Hungry Leaders™ Development Series
The Four Step Process of Adult Learning
1. ____________
2. ____________
3. ____________
4. ____________
Acquiring a Skill
Unconscious incompetence
Conscious incompetence
Conscious Competence
Unconscious Competence
The Five Step Process of Behavior Change
1. _____________
2. ______________
3. _____________
4. ______________
5. ______________
Doug Cartland 13 of 19 Hungry Leaders™ Development Series
MANAGE UP AND ELIMINATE THE WHINING
1. Never go to a boss with problems, go with _________________ and
______________________.
2. State your idea in ________________ and ________________ terms.
3. Go _______________________ and _______________________.
4. Be _______________________.
5. NEVER _________________ your boss.
6. Always in private.
PRIORITIZATION
The gift of knowing the most important thing to do right now!
Or…
Having a “simplicity of purpose.” --Author Holmes Alexander
And…
“Nothing contributes so much to tranquilize the mind as a steady purpose—
a point on which the soul may fix its intellectual eye.”—Author Mary Shelley
1. Focus on ________ ______________ at a time
2. ____________________ even when you feel like you can’t
a) ______________________________
b) ______________________________
c) ______________________________
d) ______________________________
e) ______________________________
f) ______________________________
Doug Cartland 14 of 19 Hungry Leaders™ Development Series
A PRIORITY-PLANNING MODEL
EVERYONE CAN USE
Your project will be most successful when you use the Project/Goal
Planning Worksheet to evaluate a project’s priorities according to which are
most important and most urgent:
1. Identify project PRIORITIES—use additional sheets for more than
three.
2. Write DESCRIPTIONS, DEADLINES and PURPOSES for each
priority.
3. Assign a numerical value for the IMPORTANCE (I) of each
priority, with 1 being most important.
4. Assign a numerical value for the URGENCY (U) of each priority
(1=Urgent, most time-sensitive; 2=Important, needs to be done;
3=Important, but can wait).
5. Multiply IMPORTANCE times URGENCY to determine the
SUCCESS (S) factor for each priority.
6. Rank each priority from highest to lowest by SUCCESS factor.
GOAL PLANNING WORKSHEET Three project priorities: Priority description and deadline:
Purpose-Why? I x U = S Rank *
*If you have a tie, subjectively choose one priority over the other so all your priorities are ranked.
Doug Cartland 15 of 19 Hungry Leaders™ Development Series
DECISION MAKING
“Whoever wishes the following of the crowd, let him suppress his doubts. Whoever
wishes the respect of himself, let him honor his doubts. Whoever wishes both will speak
of his beliefs in public and face his doubts boldly in private.” Dr. Frank Crane (1919)
Leaders have a ______________ that should make them _______________.
Many voices become _____ voice as many tributaries become _____ river.
Make _______ decision at a time
Beware: _____________ and ___________ minimize the perception
of _______ and can lead to poor decisions
_____________ may play a role, but never _______________
Colin Powell’s P = 40 to 70 (P stands for the probability of success
and the numbers indicate the percentage of information acquired)
Have a __________ and _________ mind
See _________ that aren’t even there
Be deliberate and gather all necessary information
Consider the input of appropriate members of the team
Make timely decisions
Be willing to be ______________ and _______________
“If you just set out to be liked, you would be prepared to compromise on
anything at any time, and you would achieve nothing.” Margaret Thatcher
Explain the ____________ or the “why”
Don’t vacillate, don’t second guess
Remain flexible enough to make adjustments as necessary
Hand over appropriate decision making to your team
Doug Cartland 16 of 19 Hungry Leaders™ Development Series
RUNNING HIGHLY EFFECTIVE MEETINGS
1. The same _________________ that you have in your business on a daily
basis is the same ___________________ you’ll have in your meetings.
a. Participatory
b. The right and freedom to make mistakes
c. Enjoying diverse points of view
2. Most people are uncomfortable being creative
a. Linear is ______________. Creativity is __________________.
b. Creativity implies ___________________________.
3. The leader must draw out the creative solutions from the team
a. Cultivate a great culture daily
b. Hold only necessary meetings with necessary people
c. Be prepared
d. Begin and end on time
e. Reward the process not just the right answers
f. Ask thoughtful and probing questions
g. Watch own body language
h. Deal with the “meeting dominators,” the “interrupters” and the
“sleepers.”
i. Use ice-breaker and significant exercises.
j. Demonstrate meeting value by making use of others’ ideas
whenever possible and appropriate, and then GIVE THEM THE
CREDIT FOR THEIR IDEAS!
Doug Cartland 17 of 19 Hungry Leaders™ Development Series
PERSONAL APPLICATION OF PRINCIPLES
PRINCIPLE PERSONAL APPLICATION
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
SIGNATURE________________________ DATE _________
Doug Cartland 18 of 19 Hungry Leaders™ Development Series
The Training Investment
From: 110 Tested Plans that Increased Factory Profits, a collection of articles
written in professional journals in 1928, edited by H.P. Dutton, Professor of Factory
Management at Northwestern University.
All italics are mine:
“During the past year, the men in charge of production in a good many
companies have turned to foremanship training to actually reduce manufacturing
costs.
“[Next] year will bring major studies in foremanship training as a means to,
not as an adjunct of, cost-cutting. A handful of companies—Delco-Light and
Oakland Motor among the leaders—have attained substantial, definite, dollars-and-
cents profits from training their foremen.
“Training pays because it enables a foreman to qualify himself to bear
responsibilities which, properly borne, let him operate his department at a profit.
The foreman is a key man because he can open or bar the way to [these] profits.
“Directly in the hands of the average foreman is a machinery investment
equivalent to his lifetime earnings. Material and supplies far in excess of the
equipment’s value flow through his department in a year. If the foreman succeeds
in giving the machinery just a little better care or in saving just a little spoilage or in
increasing the quality of the work his men turn out, he makes a substantial
contribution to corporate profits.
“Not long ago an industrial engineer of national prominence analyzed the
troubles of many industrial companies which had called him in to help them over
difficult times. He was forced to conclude that the common denominator of the
[struggling] industries…was poor foremanship.
“And he declares that if the foremen in these industries had been adequately
trained…the industrial difficulties would have been materially reduced and sound
profits substituted for losses.
“He found that most foremen had been selected because of their superior
knowledge of the mechanics of the job, because they knew tools, they knew
machinery and the product.
“But their new jobs placed them in the entirely new position where instead of
being producers they must be leaders. Lacking the training for these new
responsibilities, these men failed in foremanship. Many of their corporate employers
failed because the foremen failed.”
Doug Cartland 19 of 19 Hungry Leaders™ Development Series