Www.LeadershipSuccess.netPaul L. Gerhardt Leadership and Seven Habits of Highly Effective People Based on literature by Stephen R. Covey South Seattle.

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<ul><li>Slide 1</li></ul><p>www.LeadershipSuccess.netPaul L. Gerhardt Leadership and Seven Habits of Highly Effective People Based on literature by Stephen R. Covey South Seattle Community College With Paul L. Gerhardt Slide 2 www.LeadershipSuccess.net the success of leadership can be measured by what kind of talent and structure one leaves behind. Vartan Gregorian, former president New York Public Library Slide 3 www.LeadershipSuccess.net Introduction Some Basics: Some people are consistently successful because of qualities and abilities they have developed in addition to their education and experience. Value, as perceived by the customer, will determine your worth. Genuine career happiness comes from achieving personal goals in harmony with organizational goals. The objective of this presentation is to present some strategies that a professional can use to improve their chances of a productive career. Slide 4 www.LeadershipSuccess.net What are the qualities of a great leader? Long-term success requires good leadership. Understands the Big Picture. Has vision and is a systems thinker The ability to effectively empower, develop, and lead people/teams. A great leader is able to see the context of the situation they are in -- whatever that is -- and react accordingly. They ADAPT to the situation and those they lead. Slide 5 www.LeadershipSuccess.net Personal Leadership Personal Strategic Planning combines strategic planning and time management together. Know where YOU fit in the organization and on your team. Continuous improvement in all areas of life Become a student of leadership and management styles Find a one or two mentors Read and take notes Slide 6 www.LeadershipSuccess.net Team Orientation / Learning Communities Leadership - Long-term success requires good leadership. Teamwork - Effective and empowered teams responsible for problem solving and product development. Culture - Core values and operating norms. Sense of community. It is important for you to know the status of each so you can assess your future. Slide 7 www.LeadershipSuccess.net Four Levels of Leadership PersonalTrustworthiness InterpersonalTrust ManagerialEmpowerment Organizational--Alignment Slide 8 www.LeadershipSuccess.net Seven Habits of Highly Effective People A. Inside Out 1. Be proactive 2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. Seek first to understand, then to be understood 6. Synergize 7. Sharpen the saw: physical, mental, emotional/social, spiritual B. Inside Out Again Slide 9 www.LeadershipSuccess.net Examples of Defective Habits: React-Blame all your problems on your friends, teachers, parents; take no responsibility for things that happen to you. Begin with No End in Mind-Have no goal or plan and never think about tomorrow. Put First Things Last-Always put off doing whats important by talking on your mobile and surfing the net. Always put off your homework until tomorrow. Slide 10 www.LeadershipSuccess.net Examples of Defective Habits: (Continued) Think Win-Lose-Dont let anyone else succeed at anything because if they win, you lose. Seek First to Talk, Then Pretend to Listen-If you want their opinion, give it to them. Dont Cooperate-Teamwork is for losers; be your own island. Wear Yourself Out-Make being busy the only thing that matters; never exercise or improve yourself. Slide 11 www.LeadershipSuccess.net The 7 Successful Habits... an overview. 7 Sharpen saw Independence Interdependence PUBLIC VICTORY Think win-win 4 Understand 5 Synergize 6 habit = knowledge + skill + desire Dependence 1 Be Proactive PRIVATE VICTORY 2 End in mind 3 1 st things 1 st Slide 12 www.LeadershipSuccess.net Developing Personal Potential Coveys first three habits deal with self-reliance and self- mastery. These are private victories; they only involve the follower Habit 1: Be Proactive Be responsible, dont blame others Habit 2: Begin With The End In Mind Start with a clear mental image of your destination Habit 3: Put First Things First Focus on preserving and enhancing relationships and on accomplishing results Slide 13 www.LeadershipSuccess.net Effective Interdependence The first three habits build a foundation on independence, from which one can move to interdependencecaring, productive relationships with others which Covey calls public victories When a person moves to interdependence, he steps into a leadership role Slide 14 www.LeadershipSuccess.net Effective Interdependence Habit 4: Think Win-Win Implies understanding that without cooperation, the organization cannot succeed Habit 5: Seek First To Understand, Then To Be Understood Requires a nonjudgmental attitude. Emphatic listening gets inside another persons frame of reference Slide 15 www.LeadershipSuccess.net Effective Interdependence Habit 6: Synergize Synergy is the combined action that occurs when people work together to create new alternatives and solutions. The essence of synergy is to value and respect differences Habit 7: Sharpen The Saw Process of using and continuously renewing the physical, mental, spiritual, and social aspects of life Slide 16 www.LeadershipSuccess.net Trust: Emotional Bank Account Seeking first to understand Keeping promises Honest, Openness Kindnesses, courtesies Win-Win or no deal thinking Clarifying Expectations Loyalty to the Absent Apologies Receiving feedback and giving I messages Seeking first to be understood Breaking promises Smooth Manipulation Unkindnesses, Discourtesies Win-Lose or Lose-Win Thinking Violating Expectations Disloyalty, Duplicity Pride, conceit, Arrogance Not receiving feedback and giving you messages Slide 17 www.LeadershipSuccess.net 7 Habits Stimulus Response StimulusResponse Proactive Freedom to Choose Reactive Self-awareness Imagination Conscience Independent Will Slide 18 www.LeadershipSuccess.net Habit One - Be Proactive Proactivity vs. Reactivity I am responsible for my life My choices control my behavior I stand for something Factors beyond my control create my life My conditions, conditioning, and feelings control my behavior Slide 19 www.LeadershipSuccess.net Habit 1: Be proactive. Not until you can say I am what I am today because of the choices I made yesterday.... can you say I choose otherwise. Examples of your reactive statements... and your proactive counterparts. What to do when frustrated? Discouraged? Imposter? What is your fix routine? Why not be proactive? What is the risk? Are you willing to risk failure? stimulus response the gap = our choice Victor Frankl, Mans Search for Meaning reactive (reverse acting, problem-bound, vague) I am not as smart as others in this company. People think Im too heavy. I wish our Monday evenings were better. circle of influence circle of concern no concern proactive (forward acting, opportunity-focused, clear) I will read one book per month in my field. I will exercise and attend Weight Watchers weekly. I will cook dinners for my wife every Monday. Slide 20 www.LeadershipSuccess.net Risking failure... a shining example! Less than one year of formal education. Ran for state legislature... lost. Bought a store to make a living... ended up with a huge debt. Interested in a girl... she died. Interested in another girl... she dumped him. Served four successive terms in the state general assembly. Became a lawyer. Engaged to be married... engagement broke... eventually got married. Had a son... then another who died... then another who died... then another. Ran for Congress... and lost... and again, and lost...... then elected...but was too unpopular to be re-elected. Became one of the leading lawyers in his state. Ran for Senate.. and lost. Ran for President... and won. Presided successfully over a war. Re-elected President. Write your failure resume. Did you risk time, energy, money, or reputation? Why did you fail (see reasons above)? Innovate or Die, Jack Matson 1 outside of your circle of influence 2 failure of planning 3 failure of action more failures but more successes! Slide 21 www.LeadershipSuccess.net Disowning vs. Owning Theres not enough time in the day I was never very good at public speaking I lost my temper Find out what the prof wants and do it Ive overscheduled myself Ive avoided public speaking because Im uncomfortable with it I gave way to my feelings I decide whats needed &amp; get the system working on it Slide 22 www.LeadershipSuccess.net Identify one issue in your circle of concern, but not in your circle of influence Break this issue into areas of direct, indirect, and no control Outline how you might recast your concern so that you release the no control area, and do something about the areas of direct and indirect control. Slide 23 www.LeadershipSuccess.net Seven Habits - Number Two Habit Two: Begin with the end in mind P P Meaning of this habit P P All things are created twice P P The two creations P P Rescripting P P Personal mission statements P P Values at the center Slide 24 www.LeadershipSuccess.net Value of Habit Two Stating why we exist &amp; what we are about is difficult Expression - putting into words - changes us What lies behind us and what lies before us are tiny matters compared to what lies within us. Henry David Thoreau Slide 25 www.LeadershipSuccess.net Habit 2: Begin with the end in mind. Specifically write what you want to reap. What do you HOPE for? A prestigious job? A girlfriend or boyfriend? Money? Write what you are willing to sow. Time? Personal energy? Money? Your friends? Any books or movies or models that guide you? The law of the farm: You reap what you sow. translated sacrifice vision = what you want to see mission = immediate next step(s) Both tend to focus priorities. Slide 26 www.LeadershipSuccess.net Begin With The End In Mind Identify the Target! To begin with the end in mind means to start with a clear understanding of your destination. It means to know where youre going so that you better understand where you are now, so that the steps you take are always in the right direction. Stephen Covey, Seven Habits of Highly Effective People Slide 27 www.LeadershipSuccess.net Stages in the Backward Design Process Identify desired results. Determine acceptable evidence. Plan learning experiences and instruction. What should students know and be able to do? How will we know that they know? What activities, skills, information and resources will be best? Slide 28 www.LeadershipSuccess.net Why backward? The stages are logical but they go against habits Were used to jumping to lesson and activity ideas before clarifying our performance goals for students The change in lesson design does not necessarily mean that we throw out everything that weve done but it is a matter of being more selective, It helps us modify and also helps us to decide what not to teach. By thinking through the assessments upfront, we ensure greater alignment of our goals and means that teaching is focused on desired results Slide 29 www.LeadershipSuccess.net Identify desired results Stages in the Backward Design Process Stage 1 What should students know and be able to do? What should others know and be able to do? Slide 30 www.LeadershipSuccess.net Worth being familiar with Important to know and to do Enduring Understanding Grant Wiggins &amp; Jay McTighe Understanding by Design ASCD, 1998. Curricular Priorities There is usually more content than can be reasonably addressed. Slide 31 www.LeadershipSuccess.net 1. On Your Own Name a curricular topic that you will address with students this year. What enduring understandings about big ideas do you want students to leave with? 2. With a partner Share your topic and enduring understandings. Partners ask questions and help clarify big ideas. Group Project Slide 32 www.LeadershipSuccess.net Stage 1 Identify desired results Key: Focus on Big ideas Enduring Understandings: What specific insights about big ideas do we want clients to leave with? What essential questions will frame the process of learning, pointing toward key issues and ideas, and suggest meaningful and provocative inquiry into content? Slide 33 www.LeadershipSuccess.net Short Assignment With your partner, brainstorm some possible essential questions that will help you clarify a possible final goal in your life or work life. Stop Slide 34 www.LeadershipSuccess.net Key: Focus on Big ideas Enduring Understandings: What specific insights about big ideas do we want others to leave with? Slide 35 www.LeadershipSuccess.net Stages in the Backward Design Process Identify desired results. Determine acceptable evidence. What should others know? How will we know that they know? Slide 36 www.LeadershipSuccess.net Someone who understands ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________________ ________________________________ Slide 37 www.LeadershipSuccess.net The Six Facets of Understanding Facet #1 Explanation: Sophisticated and apt explanations and theories, which provide knowledgeable and justified accounts of events, action, and ideas. Facet #2 Interpretation: Narratives, translations, metaphors, images and artistry that provide meaning. Facet #3 Application: Ability to use knowledge effectively in new situations and diverse contexts. Facet #4 Perspective: Critical and insightful points of view. Facet #5 Empathy: The ability to get inside another persons feelings and world view Facet #6 Self-Knowledge: The wisdom to know ones ignorance and how ones pattern of thought and action inform as well as prejudice understanding. Grant Wiggins and Jay McTighe, 1998 Slide 38 www.LeadershipSuccess.net Assessment of Understanding via the 6 facets i.e. You really understand when you can: explain, connect, systematize, predict it show its meaning, importance apply or adapt it to novel situations see it as one plausible perspective among others, question its assumptions see it as its author/speaker saw it avoid and point out common misconceptions, biases, or simplistic views Slide 39 www.LeadershipSuccess.net What this habit means Consider the end of your life P P image, picture, or paradigm P P criterion by which everything else is examined Start with a clear destination P P know where you are going P P understand where you are now P P take steps in the right direction Slide 40 www.LeadershipSuccess.net Habit 3: Put First Things First Slide 41 www.LeadershipSuccess.net Habit 3: Put first things first. urgentnot urgent important not important I: necessit...</p>


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