TRANSFORMATIONAL LEADERSHIPREMOVING CONSTRAINTS, EQUIPPING LEADERS, EMPOWERING PEOPLE
TL Participant’s Manual
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TL Everyday
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TRANSFORMATIONAL LEADERSHIP
WELCOME
Thank you for attending Transformational Leadership (TL). Each of us has influence
with at least one person in our lives. By pure definition, that makes us a leader at
some level. We believe that when two or more people are in relationship that makes
an organization, whether that is in a business, non-profit, home, school, community,
city, or country.
If you want to make an organization great, make your organization care. Lack of
care for each other is a major issue in every sphere of society, from our government
officials, to business leaders and their teams, to pastors with congregations, to
classrooms with teachers, to parents with children. What happened to the day when
we accepted responsibility for our failures, learned from them, and then used those
lessons to help others. We have a leadership crisis in our world today. It is based on
the reality that we have developed leaders who care more about themselves or how
they are seen than they care about those who follow them.
We know that great leaders never stop learning. We have found most leaders desire
to have a positive impact on the people and communities in which they live. Many
leaders have been taught how to manage people, yet may not have been given the
practical tools to lead people and manage the processes around them. By removing
personal and process constraints, individuals can develop into the kind of leader
they aspire to become and foster the kind of organization they aspire to lead.
Our desire is to give you the tools, ingredients, and behaviors needed to become that
kind of leader — the leader you aspire to be. We call these leaders Transformational
Leaders — leaders who can lead in a way that can have positive impact in every
sphere in which they have influence. We will do our best to provide the teaching,
training, and equipping that will empower you to go to another level of leadership in
every area in which you lead.
Again, thank you for taking this time to learn and work together with others to
grow in your leadership and influence. We know TL is a big time commitment and
goes beyond the time spent in a classroom setting. We are honored and humbled
you would join us as we grow together on the journey to become Transformational
Leaders.
- FORD TAYLOR and THE TL TEAM
TRANSFORMATIONAL LEADERSHIP TL PARTICIPANT’S MANUAL
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Introduction ....................................... 1
Dynamics of Change .................................... 2
Bubble Jumping ............................................ 5
Affirmations .................................................... 6
Social Anxiety ................................................. 7
Setting the Foundation .........................................8
Relational & Transactional ......................... 9
Social Covenant ............................................ 10
How To Approach Others ......................... 11
Gossip ................................................................12
Six-Step Apology ..........................................13
Looking at Ourselves............................................ 14
How We Learn ...............................................15
How We Think: Hippocampus..................17
The Thinking Model ......................................18
Core Beliefs ....................................................20
Anger .................................................................21
Self-Identity .................................................... 22
Personal Feedback ...................................... 23
Self-Identity T-Charts .................................24
Self-Handicapping Statements ............... 25
Personal Responsibility..............................26
Steps for Personal Growth ....................... 27
Building Communication ...............................28
Bridge of Transformation .........................29
How Our Brains Work ................................30
Five Love Languages ..................................31
First Impressions .......................................... 32
How We Communicate ..............................33
SLOWER Listening Model ........................34
Email and Texting Etiquette ....................35
Organizational Leadership .........................................36
How to Handle Upset People .................. 37
Meeting Interaction: WADEL ...................38
Leadership Defined .....................................39
Purpose of Leadership: VSTTEELE .......40
Organizational Growth ................................................ 41
Organizational Models ...............................42
Inner Core, Core, Lean-Inners, Lean-Outers ...............................................................44
Five Stages to Building Teams ...............45
Leadership at a Glance ..............................50
High-Performing Teams .............................51
How to Bring About Discipline ............... 52
Constraint Theory ........................................54
Moving Forward ..............................................58
VPMOSA: Our Mission in Life ..................59
Road to Neverland ......................................60
Gas Tank Analogy ........................................ 61
How This Plays Out .....................................62
Bumper Buddies ...........................................63
Action Plan .....................................................64
Appendices .......................................65
Social Covenant Template ........................A
5 Languages of Appreciation in the
Workplace........................................................B
Are You a Good Listener ...........................C
Five Stages of Teams ..................................D
TL Tool Chart ................................................. E
TL on Demand .............................................. F
Relactional Leadership by Ford Taylor G
A Roadmap of Tools ....................................H
Training Response Survey.......................... I
Table of Contents
11
Introduction
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NOTES:
Dynamics of Change
Four Levels of Change:
1. Easiest level to change, tied to our
thoughts.
2. Next easiest level to change, tied to our
feelings. More difficult than knowledge
because attitudes are emotionally
charged.
3. Most difficult level to change, tied to our
actions.
4. Cultural Change. How the change
affects the interpersonal relationships
in an organization or family. This
requires a tipping point when there is
enough relational change to cultivate
organizational change.Good News:
Shifting culture takes only
3 - 5% of the population.
Bad News:
Shifting culture takes only
3 - 5% of the population.
The Tipping Point
Malcolm Gladwell
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The Dynamics of Change and Strategies to Deal with Dynamics
1. You feel awkward, ill at ease, and self-
conscious.
STRATEGY – You need to know what to expect -
.
2. You feel alone.
STRATEGY – Structure that
create .
3. You will be faced with behaviors you have
to give up.
STRATEGY – Identify what you need to give up. Pick
one ( ) and
go for the biggest constraint.
4. You will be concerned that you do not
have enough resources.
STRATEGY – !
5. You can only handle so much change at
once.
STRATEGY – Set ; go for the
long run.
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6. People are at different levels of readiness
for change.
STRATEGY – Go for the areas first.
7. You revert back to old behaviors when the
pressure is off.
STRATEGY – Find !
People who can bump you back on track to
accomplish your goals!
8. Change can be fun!
STRATEGY – the change and do
it with who also embrace it.
9. Change is a choice.
STRATEGY – Use Bumper Buddies to
you when you feel after
you or falter.
The Dynamics of Change and Strategies to Deal with Dynamics
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Bubble Jumping
1. Thinking outside our comfort zone. In this
thinking, when things get uncomfortable,
we crawl back into the box.
2. It is just as uncomfortable to go back as
it is to move forward, but we must stay
outside long enough to get beyond.
3. Bubble is formed with equal pressure
on outside and inside. When pressure is
greater inside or out, the bubble bursts and
forms smaller bubbles. When the bubble
bursts, we have to get into a new bubble.
BOX
BOXBOX
BOX
BOX
“Change is a process, not an event.”
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DEFINITION Saying something positive about someone
directly to the person.
PHRASES NOT TO USE
Things to remember:
• Make sure you look people you are
affirming .
• Make it about , not about
.
• Be !
• Talk directly to them, not just about
them.
Affirmations vs. Flattery
are about them.
is about you.
Affirmations
“ ”
“ ”
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NOTES:
EUSTRESS
Good Stress
Motivating Stress
Can cause us to over-perform
DISTRESS
Destructive Stress
or Bad Stress
Can cause us to under-perform or
shut down
Social Anxiety
What Causes Social Anxiety?
The Formula:
+
= SOCIAL ANXIETY
Both Distress and Eustress can be
equally hard on the body
VS.
8
Setting the Foundation
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Relational & Transactional
We know that we are being
1. When the relationship is so deep that no transaction
could ever separate us.
2. When you look down both ends of the continuum
and neither end irritates you.
If you want to go fast,
go alone. If you want
to go far, go together.
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NOTES:
Social Covenant
TEAM EXERCISE Two Questions
1. When we’re together, how do we want to
treat each other?
2. Assuming we agree on how to treat each
other, what process will we follow and
how will we handle the situation if one of
us fails to follow the behavior we agreed
upon?
“Tell me how you
measure me and I will tell
you how I will behave. If you
measure me in an illogical way,
do not complain about illogical
behavior.”
Eliyahu M. Goldratt
People’s typical responses to
conflict fall into the sulkers,
screamers, pretenders/stuffers,
litigators/”always-righters”
(where someone has to be
right and someone has to be
wrong), and the peace-makers/
solutions providers.
Conflict + Resolution =
Unity and Engagement
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NOTES:
How To Approach Others
• Go in Be open to being wrong. “I may be wrong.”
• Go in Forgive before you go. “I have already forgiven what
happened.”
• Go in Care more about the other person than you care
about yourself. “I care more about you and our
relationship than how you feel about me.”
• Go in Speak 100% of the truth. “I will bring all the truth and
the facts.”
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DEFINITION
When someone says something negative about
someone to someone who is not part of the
problem or part of the solution.
Gossip
Great people talk about
and .
Average people talk about .
Small people talk about .
Smaller people .
Even smaller people .
Even smaller people .
“Gossip may be the largest,
undiagnosed addiction in our
world today.”
“I believe gossip is the biggest
hindrance to building trust and
productivity in organizations
around the world.”
“If we learned not to take
offense and stop gossiping,
we could change the world in
about 48 hours.”
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NOTES:
What to do when you are wrong: Six-Step Apology
1. State the offense
2. Admit you were wrong
3. Apologize
4. Ask if they can forgive you
5. Ask for accountability
6. Ask for anything else that might be an issue
Six-Step Apology
Remember...
Go in LOVE, HUMILITY,
PRE-FORGIVNESS, and
100% TRUTH.
14
Looking at Ourselves
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NOTES:
Tell me … I
Teach me … I
Involve me ... I
“If I it,
I can it.
If I it,
I can it.
If I it,
I can , , and others.”
How We Learn
16
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TRANSFORMATIONAL LEADERSHIP TL PARTICIPANT’S MANUAL
We Remember from:
% %
% %
%
%
%
NOTES:
*Adapted from National Training Laboratories, Bethel, Maine
Tell Me Teach Me Involve Me If I understand it, I can own it
and live it
If I own it and live it, I can
teach, train, and equip others
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NOTES:
What does it take to cause an event to
be stored in the hippocampus?
+
“It is not the things that we have done or that have
happened to us that keep us bound. It is the lies
associated with them that keep us bound.”
!
PA
How We Think: Hippocampus
Remember...
“There is always one more thing
in a person’s hippocampus
that we know nothing about.”
“There is always one more thing
in your own hippocampus that
you know nothing about.”
“Remember, there is always
one more thing about a
person’s life that we know
nothing about.”
Oswald Chambers
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The Thinking Model
Process
An
takes place
A
occurs
A
is generated
An
or behavior is chosen
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An action or
behavior is chosen
Change Your
Thoughts
Feelings
Actions
A NEW Process
“Remember, there is always
one more thing about a
person’s life that we know
nothing about.”
Oswald Chambers
Your thoughts determine your
future outcome.
An
takes place
the thought
A
occurs
New
is generated
A
is generated
Different
or behavior is chosenT
F
A
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Core Beliefs
DEFINITION Beliefs that are so much a part of who we are that we filter and live our life through
these beliefs. Beliefs we hold so true that some say that we might go to our death to
defend it.
Application
List some of your core beliefs.
NOTES:
Does your behavior line up with your core beliefs?
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Three Causes of Anger:
1.
2.
3.
EPINEPHRINE
A chemical released into the system that affects
the rational part of the brain and sends us into the
“flight or fight” mode. When we get angry, we say
or do things that we would not normally say or do.
Anger
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DEFINITION The thoughts I believe to be true about myself.
How is Self-Identity formed?
1.
2.
3.
Self-Identity
Self-Identity
The thoughts I
believe to be true
about myself.
“Sticks and stones may only
break our bones, but words
can absolutely devastate
someone’s life.”
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Self-Identity
The Reasons:
1.
2.
Feedback we
do not believe
to be true about
ourselves.
Feedback we
do believe
to be true about
ourselves.
If we are in relationships, we will have conflict.
RELATIONSHIPS = CONFLICT
Personal Feedback
?
Is all feedback relevant?
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Self-Identity T-Charts
Positive Thoughts
Negative Thoughts
Positive Feelings Positive Actions
Negative Feelings Negative Actions
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Self-Handicapping Statements
vs.
Excuses
Self-Handicapping Statements happen
the event takes place.
Excuses happen
the event takes place.
Self-Handicapping Statements
DEFINITION Any attempt to justify poor performance before
an event occurs by publicly declaring that a
handicapping situation exists.
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“I have found that
when I intentionally
control my
thoughts, walk
humbly, give
thanks, love and
forgive others
unconditionally that
I generally have a
pretty good day.”
1.
2.
3.
Personal Responsibility
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Personal Evaluation
Take Control
Change Direction or Redirect
Steps for Personal Growth
“Change seldom occurs until the pain of staying the same exceeds the
pain of change.”
28
Building Communication
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We believe that everything we teach is really SIMPLE, but not
EASY; therefore, we make it COMPLICATED, and we choose
to live in the River of COMPLICATION, but once we cross the
Bridge of TRANSFORMATION, we find that what has always
been SIMPLE, now becomes EASY(ER).
Bridge of Transformation
BRIDGE ofTransformation
River of Complication
Complicated
ANGERFEAR
BITTERNESS
SHAME
SIMPLE EASY(er)Not Easy! Simple
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Men’s Brains
Women’s Brains
How Our Brains Work
Everything is connected to everything
Everything fits into compartments
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1.
2.
3.
4.
5.
Five Love Languages
MINE SPOUSE / PARTNER
NOTES:
* The 5 Love Languages, Dr. Gary Chapman* The 5 Languages of Appreciation in the Workplace, Dr. Gary Chapman & Paul White
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NOTES:
How long does it take to make a
first impression?
ANSWER:
How many additional encounters
does it take to undo or change a
bad first impression?
ANSWER:
First Impressions
?What tool have you learned here that
might reduce this to only one?
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NOTES:
© TRANSFORMA
!
The content of a message is communicated by
How We Communicate
38%
55%
7%
*Albert Meharabian, UCLA Professor Emeritus
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S
L
O
W
E
R
SLOWER Listening Model
“Some say silence is deadly.
The right kind of silence within
your organization can lead
you to the best solution or
outcome.”
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NOTES:
• Don’t read energy or emotion into emails or texts as
you read them.
• For emails, use greeting/salutation – relactional.
• Call if you want a call, text if you want a text, email if
you want an email.
• Don’t email or text someone to call you; instead, ask
for a time to call them.
• Use bold or all caps ONLY to emphasize another
section or thought.
• For emails, make sure the subject line is clear.
• In emails, if covering several topics, use bullet points
or numbers; in texts, skip a line.
• In emails, always make sure the original email is
attached for reference.
• To reply in the body of emails, use a different font or
color.
• Do not BCC in emails unless for informational
purposes only.
• If you are using voice text and voice email, say
appropriate punctuation marks as you speak your
message.
• Pick up the phone if an issue needs resolution.
Words to Avoid (or be careful with)
•
•
•
•
•
•
Email & Texting Etiquette
36
Organizational Leadership
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How to Handle Upset People
“The customer is NOT always right,
but they are always the customer.
The customer comes second.
Our employees come first.”
1.
2.
3.
4.
5.
6.
7.
• If wrong, do Six-Step Apology and make
it right.
• If customer is wrong, explain and work
on a solution.
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NOTES:
Encourage your team and launch them to
take action.
One-on-One or Group
Pleasant greeting, share good things, give
affirmations. Tell me something good!
Define clear roles and responsibilities and
empower each person to do these roles.
Discuss the meeting agenda and, if time
permits, include what was added during
Asking Questions.
Ask open-ended questions about them,
their needs, their agenda, etc.
Meeting Interaction: WADEL
W
A
D
E
L
“This model is used to build relationships!Not to get or to build business or sales or to
manipulate people.”
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List the Desired Qualities and Skills of a Leader
Leadership Defined
What am I willing to do that others may not be willing to do to
become a transformational leader?
?
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“The Purpose of Leadership”
DEFINITION OF LEADERSHIP
When we are willing to lay down our life for those
we lead or influence.
V
S
T
T
E
E
L
E
Purpose of Leadership: VSTTEELE
“It’s only lonely at the top if you
don’t take anyone with you”
“Delegation is not a dirty word.
It happens during the teaching,
training, and equipping and
leads to empowerment.”
41
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Organizational Growth
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NOTES:
Organizational Models
1.
2.
3.
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4.
5.
ORGANIZATIONAL MODELS
“Leadership is about influence,
not about control. Leadership
is not a job or a position. It is a
life style.”
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!
Inner Core
Core
Lean-Inners
Lean-Outers
Inner Core, Core, Lean-Inners, Lean-Outers
NOTES:
Remember...
The good news is that only 3 - 5% can change a culture.
The bad news is that only 3 - 5% can change a culture.
You have to deal with the lean-outers, or some of the lean-inners will join the
lean-outers.
Don’t you find it strange that most policy and procedures manuals are written
based on the lean-outers?
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DEFINITION
Talk to each other openly and honestly. Discomfort
is removed and trust is developed among the team.
Anxiety is eliminated.
Key Ingredients and Tools
• First Impressions - p. 32
• Understanding and Empathy (There is always one
more thing about a person’s life that we know
nothing about) - p. 19
• Social Covenant - p. 10
- How to Approach Others - p. 11
- No Gossip - p. 12
- 6-Step Apology - p. 13
• Open and Honest - p. 11
• Team-Building Activities - p. 38
• Friendly Atmosphere - p. 9
• Affirmations Start Occurring - p. 6
• WADEL - p. 38
• Share Feelings - p. 11
• Leader Casts Vision (VPM part of VPMOSA) - p. 42
• Men’s Brains / Women’s Brains - p. 30
• TFA - pp. 18-19
• Communications (Remember 55/38/7) - p. 33
• Understanding the Learning Process: Tell Me, Teach
Me, Involve Me - p. 15
• Bumper Buddies - p. 63
• Understanding the Levels and Dynamics of
Change - p. 2
• Social Anxiety: Wear Name Tags (anytime there is a
new member or guest) - p. 7
Five Stages to Building Teams
1.
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2.
DEFINITION
Start accepting one another and each other’s roles
(even though they might not be clearly identified
yet) as trust is further developed and cohesiveness
takes place.
Key Ingredients and Tools
• Continue the initiatives started in Stage One
• SLOWER (listening) - p. 34
• Intentionally making Affirmations - p. 6
• Fully using the Social Covenant - p. 10
• Understanding Hippocampus - p. 17
• Core Beliefs and Self-Identity (and how they are
connected) - pp. 20 and 22
• Anger - p. 21
• Self-Handicapping Statements - p. 25
• Personal Feedback - p. 23
• Bridge of Transformation - p. 29
• Breaking into Small Groups for Decisions
FIVE STAGES TO BUILDING TEAMS
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FIVE STAGES TO BUILDING TEAMS
3.
DEFINITION
Each person accepts responsibility for his or her own
Thoughts, Feelings, and Actions. Each person’s role is
clearly identified. Team members become concerned
about each other, their departments, and their feelings,
not just their own.
Key Ingredients and Tools
• Continue what is happening in Stage One and Two
• Agreed-upon VPMOSA for organization - p. 59
• No preachy talk
• The Leader Speaks Last
(fully implementing SLOWER) - p. 34
• Roles clearly identified - pp. 42-43
• Delegation and Empowerment (starting to work
together and to understand the need for both during
training) - p. 42
• Being careful with language and words to use
and not use - p. 35
• Team members write their VPMOSA - p. 59
• Understand VSTTEELE and agree on definitions as
well as qualities and skills of leaders - p. 40
• Dealing with Upset People - p. 37
• Discipline Tool is being used - pp. 52-53
• More transparency--others are sharing their
Neverland stories by this point (at least with their
bumper buddies) - p. 60
• Genuine and natural Affirmations - p. 6
• Gas Tank Analogy shared: Emptiers and
Fillers - p. 61-62
• Bubble Jumping explained - p. 5
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NOTES:
FIVE STAGES TO BUILDING TEAMS
4.
DEFINITION
Can examine individual, group, and organization’s
concerns free of fear and threat.
Key Ingredients and Tools
• Continuing what is happening in Stage One, Two,
and Three
• Appropriately placed staff with role clarity - p. 42
• Leader holding opinion until last - p. 34
• Getting open and honest Feedback from all team
members - pp. 11-13
• Challenging team with High Performing
Team Chart - p. 51
• Continuous Training - p. 43
• Theory of Constraints to solve problems - pp. 54-57
• Each person accepting his or her role and
responsibilities and the TFA around them - pp. 43
and 18-19
• Fully empowered as a team - p. 43
• Regularly checking on how tools are working
(Social Covenant, etc.)
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NOTES:
FIVE STAGES TO BUILDING TEAMS
5.
DEFINITION
Groups and individuals pursue better Thoughts,
Feelings, and Actions, as well as engaging in Bubble
Jumping as a group and as individuals, both inside and
beyond their group.
Key Ingredients and Tools
• Continue what is happening in Stage One through
Stage Four
• Ability to work, plan, train, and play at the same time
- p. 43
• Everyone’s opinion matters (all feedback is relevant)
- p. 23
• Asking questions instead of telling answers - p. 34
• Continually evaluating the VPMOSA and the Social
Covenant - pp. 10 and 59
• Ability to lovingly disagree and still move forward
with actions and plans agreed upon - pp. 11-13
• Fully empowering and using delegation as the
training tool - p. 40
• Being sure that team members are following through
(WADEL, Discipline Tool) - pp. 38 and 52-53
• Work is evenly distributed
• New behaviors become the norm
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NOTES:
Leadership at a Glance
The Purpose of Leadership
DEFINITION When we are willing to lay down our life for those we
lead or influence.
VISION
SERVE
TEACH
TRAIN
EQUIP
EMPOWER
LET GO
EVALUATE
1. VISIONARY (Safety)
2. SERVANT LEADER (Cohesive)
3. FUNCTIONAL RESPONSIBILITY
4. RELACTIONAL
5. CONTINUOUS IMPROVEMENT
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High Individual Performer
Where am I on the trust continuum?
High-Performing Teams
HIP HIGH INDIVIDUAL PERFORMER
HR HEALTHY RELATIONSHIPS
UR UNHEALTHY
RELATIONSHIPS
Needs Relational
Training
Needs job training
Deal with quickly
Core/Inner Core
Lean Outers/Lean Inners
Lean InnersLean Outers
Right Person/ Right Role
Wrong Person/ Right Role
Right Person/ Wrong Role
Wrong Person/ Wrong Role
LIP LOW INDIVIDUAL PERFORMER
COMPLETE TRUSTNO TRUST
No trust
until given a
reason to
Complete trust
until given a
reason not to
?
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NOTES:
...when someone is being inappropriate.
Discipline is
How to Bring About Discipline
OFF-THE-RECORD MEETING
This is a Success Plan Meeting. Use
the same questions that you would
use in the First Official Meeting to
develop a Success Plan.
(if not resolved, go to 1nd Official Meeting)
FIRST OFFICIAL MEETING
1. What are you doing that you are not
supposed to be doing? Or, what are
you not doing that you are supposed
to be doing? Or, what behaivior are
you doing that is not acceptable to the
organization?
2. What are you supposed to be doing?
Or, what behaivior is acceptable?
3. Are you actually doing what you are
supposed to be doing? Or, are you
actually behaving in the way that you are
supposed to?
4. Do you understand and have we given
you the tools you need to do your job?
5. Let’s agree on how long it will take for
you to do it.
(if not resolved, go to 2nd Official Meeting and use
2nd Official Meeting questions)
Remember: Start each
meeting with the W.A.D.E.L
Model and conduct theese
meeting with stories and
questions.
The first, Off-the-Record
meeting (to teach, train,
and equip) may be a verbal
meeting and may or may not
be recorded. Let’s call this
meeting a Success Plan.
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NOTES:
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HOW TO BRING ABOUT DISCIPLINE...when someone is being inappropriate.
Punishment vs. Discipline
SECOND OFFICIAL MEETING
1. What are you doing that you are not
supposed to be doing? Or, what are
you not doing that you are supposed
to be doing? Or, what behaivior are
you doing that is not acceptable to the
organization?
2. What are you supposed to be doing?
Or, what behaivior is acceptable?
3. Are you actually doing what you are
supposed to be doing? Or, are you
actually behaving in the way that you are
supposed to?
4. Didn’t we agree to... (see answer to #5
from the last meeting).
5. Let’s agree on how long it will take for
you to do it.
6. What will be the consequence of you not
doing waht you are supposed to in the
agreed-upon time frame?*Be sure to stick to this and follow through
with agreed-upon consequence. It could mean
separation…that way it becomes their choice…
either they do what they say or not.
“Experience is not the best
teacher. The consequence of the
experience is the best teacher.”
No consequences?
No teaching
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The rate at which a system generates money.
“The rate at which a system generates whatever the goal
is, from the time an idea is conceived until it reaches its
final user, is paid for, and is not returned.”
Anything that inhibits throughput.
Constraint Theory
Two Types of Constraint
1. “No organization can move beyond the constraints
of its leadership.”
2. “No organization can move beyond the constraints
of its processes, policies, systems, or procedures.”
“Lead the people –
Manage the process.”
*Adapted from The Theory of Constraints, Eliyahu M. Goldratt
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NOTES:
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CONSTRAINT THEORY
Any action that moves an organization closer to its goal.
Three Measurements of Productivity
1. “The rate at which a system generates money (or
whatever the goal is), from the time an idea is
conceived until it reaches its final user, is paid for, and
is not returned.”
2. All the money and assets that the system has invested
in purchasing things that it intends to sell.
3. All the money the system spends in order to turn
inventory into throughput. Includes rent, utilities,
labor.
THOUGHT If you have an idea that you don’t share with a
company – what did you just do?
You just stole from the company.
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NOTES:
CONSTRAINT THEORY
Two Types of Resources
1. Any resource whose capacity is equal to or less than
the demand placed on it
2. Any resource whose capacity is greater than the
demand placed upon it
Two Types of Phenomena
1. Events that must take place before a subsequent
event can begin; the subsequent event is dependent
on the prior event’s completion
THIS must occur before THAT can take place
2. The rate of variation occurring from one time to
another, from one occurrence of an event to the next
occurrence of the same event
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5 Steps to Address a Constraint
CONSTRAINT THEORY
the constraint
the constraint
everything else
to above decision
performance of
the constraint
the constraint
“Tell me how you
measure me and I will tell
you how I will behave. If you
measure me in an illogical way,
do not complain about illogical
behavior.”
Eliyahu M. Goldratt
“Typical Top Seven Contraints
(in no particular order)
1. Leadership style/culture
2. Communication
3. Role clarity/expectations
and rewards
4. Conflict/discipline
avoidance
5. Vision clarity (VPMOSA)
6. Cash flow
7. Policies, processes, systems,
and procedures”
“Stop fighting the symptoms
and remove the constraints.”
58
Moving Forward
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NOTES:
Luck is where the pathway
of preparation intersects the
pathway of opportunity. Over
time, as we are prepared and
opportunity comes, we see that
these become points of destiny.”
“Luck or Destiny?
1. Tombstone: What do you want it to say?
2. Obituary: How do you want it to read?
3. Values: Based on your tombstone and obituary, what
values should you be living out here and
now?
4. Vision Statement: Where are you going? What are you going to
accomplish?
5. Purpose Statement: Why are you accomplishing that vision? Why
do you do what you do?
6. Mission Statement: What sets you apart? What are you willing
to do that no one else will do to fulfill your
vision?
7. Objectives: Identify 3-6 objectives that you want to
accomplish in the next 12-18 months to move
you towards the VPM - Vision, Purpose, and
Mission.
8. Strategies: Identify 2-3 strategies to fulfill each
objective.
9. Actions: Identify specific actions needed to meet
each strategy within the next 12-18 months.
VPMOSA: Our Mission in Life
“A VPM without OSA is still
just a VPM. A vision without a
strategy is still just a vision.”
“The greatest leaders have
the ability to keep one eye on
the vision and one eye in the
moment. When either one is
lost, both could fail.”
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The road to “righteousness” is paved with good intentions and lots of temptation
Road to Neverland
Baboom!
!
IDEAL SELF
Never LandMarried: Never get divorced, no adultery
Some feelings of rejection
Disconnect - emotional or physical
Travel for business
More feelings of rejection
More travel for work
Take care of kids on weekends
More emotional or physical disconnect
More rejection
Fantasize about someone at work
Act on that fantasy alone
Travel with that someone
REAL SELF
Baboom!
!
IDEAL SELF
Never LandMarried: Never get divorced, no adultery
Some feelings of rejection
Disconnect - emotional or physical
Travel for business
More feelings of rejection
More travel for work
Take care of kids on weekends
More emotional or physical disconnect
More rejection
Fantasize about someone at work
Act on that fantasy alone
Travel with that someone
REAL SELF
Bumper Buddy
Bumper Buddy
“I-Will-Never Land”
“I-Will-Never Land”
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NOTES:
The distance between the and
is directly linked to the
amount of a person feels.
SAADS
erotonin
drenaline
nxiety
epression
uicide
Gas Tank Analogy
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NOTES:
1. The person starts to feel his or her life
is slipping away somehow and becomes
very controlling and manipulative.
2. He or she talks in half truths or convoluted
communication.
3. He or she discredits people who see the
situation as it is and sets out to destroy
them.
4. Finally, he or she withdraws from life
and experiences an emotional, spiritual,
mental, or physical death (or tries to take
out the leader).
How This Plays Out
Gas Tank T-Chart
Fillers Emptiers
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NOTES:
Two Things Required for Bumper Buddies:
1. They love you enough to tell you when
you are getting off track and to BUMP
you back on track.
2. You trust them enough to tell them
when your heart is wandering and allow
them to BUMP you.
Potential Bumper Buddies in My Life!
1.
2.
3.
4.
5.
Bumper Buddies
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NOTES:
Recommended Steps to Accelerate Personal Transformation:
1. Do the Personal Evaluation and learn
to TFA.
(Section: Looking at Ourselves, p. 22)
2. Complete the T-Charts.
(Section: Looking at Ourselves, pp. 24 and 62)
3. Consistently use the Social Covenant
and the Six-Step Apology.
(Section: Setting the Foundation, pp. 10-13)
4. Identify and engage with several
Bumper Buddies.
(Section: Moving Forward, p. 63)
5. Use the WADEL model in business and
personal life.
(Section: Organizational Leadership, p. 38)
6. Write your personal VPMOSA.
(Section: Moving Forward, p. 59)
Action Plan
65
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Appendix
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TRANSFORMATIONAL LEADERSHIP
TEMPLATE Social Covenant
As members _____________________________________________we establish this Social
Covenant and agree that when we are together we will
• Treat each other with Respect, Honesty, Encouragement, Kindness, Friendship,
Forgiveness, Dignity, Patience, Mercy, Trust, Empathy, Tact, Love, Value, Grace, Truth,
Integrity, and Confidentiality, and Listen and Not Gossip.
• In addition, we will be Non-judgmental, Accountable, Flexible, Courteous, Committed,
Productive, Ethical, Open, Slow to Anger, Supportive, Transparent, Clear, and Truthful.
If we talk to another member (who is not part of the problem or the solution) about
something concerning a third-party team member, we have 48 hours to bring that
conversation to the attention of the third-party team member.
____________________________________________________
The effectiveness of this Social Covenant rests on the extent to which everyone works
toward its desired end. All members must be willing to be held accountable for themselves.
Team members must be willing to hold each other accountable as well.
• Assuming we agree on how to treat each other, what should we do if one of us does
not follow the behavior we agreed upon?
1. Assess the situation and go to the person one-on-one.
The steps to take when you go to someone are the following:
a. Go in Love (Kindness) — I care more about you than what you think of me
b. Go in Humility — I could be wrong
c. With Pre-Forgiveness — worked out internally before meeting
d. With 100% Truth —the truth and the facts on that situation
We agree to go to the other person with good intentions and the desire to
understand them.
2. Next Step: If the situation is not resolved, then we will bring in one or two others
who will be a witness to the words that are spoken.
APPENDIX AAPPENDIX A
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TRANSFORMATIONAL LEADERSHIP
3. Next Step: If the situation is not resolved, we mutually agree to bring it to the
Team.
4. If no resolution takes place, then we agree to some sort of separation. It is our
intent that every issue will be resolved by step one and no further action will
be needed.
• We recognize we are imperfect. If we fail to live up to the agreement, we will
take the initiative to apply the Six-Step Apology:
1. Acknowledge what we did by stating the offense. (“I did ‘it’”)
2. Admit that we are wrong. (“I was wrong”)
3. Say that we are sorry. (“I am sorry”)
4. Ask: “Will you forgive me or if and when you can, will you forgive me?” Wait
for the answer.
5. Ask the person or group: “Will you hold me accountable? I give you permission
to hold me accountable from now on.”
6. Ask: “Is there anything else?”
By signing this covenant, we are committing to abide by and be held accountable to
the behaviors that we as a team/organization believe demonstrate the type of culture
and environment that will foster the best personal and professional development and
success.
© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED
TRANSFORMATIONAL LEADERSHIP
Make Authentic Appreciation Part of YOUR Workplace
• Peoplewanttofeelvaluedandappreciated.
• Mostpeopledon’tfeelappreciated.
• Employeerecognitionisn’tthesameasauthenticappreciation.
• Noteveryonefeelsappreciatedinthesameways.
• Communicatingappreciationisn’tthesoleresponsibilityofmanagers&supervisors.
• Appreciationmustbeperceivedasauthentic.
• Reducedabsenteeismandtardiness
• Lowerstaffturnover
• Improvedrelationships:Supervisors/TeamMembers,between Colleagues
• Lessinternaltensionandconflict
• Improvedcross-teamproductivity
• Increasedjobsatisfactionandemployeeengagement
• Amorepositiveworkplace
WHENTEAMMEMBERSFEELAPPRECIATEDGOODRESULTSFOLLOW
The 5 Languages of Appreciation in the Workplace
WORDS OF AFFIRMATION -praisecommunicatedorallyorinwriting
QUALITY TIME -focusedattentionsuchashavingindividualtimewithyoursupervisor,“hangingout”withcoworkers,workingtogetheronaproject
ACTS OF SERVICE -helpingcoworkerstroubleshootorcompleteatime-sensitiveproject
TANGIBLE GIFTS -givingasmallgiftreflectingcolleagues’foodpreferences and hobbies.
PHYSICAL TOUCH -usuallyactsofspontaneouscelebrationlikea“highfive”,fistbumporcongratulatory handshake.
CORE CONCEPTS
APPENDIX B
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TRANSFORMATIONAL LEADERSHIP
TheMOTIVATING BY APPRECIATION INVENTORYisanonlineassessmentwhich:
• takes10-15minutestocomplete
• generatesanindividualizedreport
• identifiespreferredlanguageofappreciation
• createsauniqueactionlistforeachperson
LEADBYEXAMPLE• Plotyourteams’MBAIresultsonaGroupProfile(visitwww.mbainventory.com/free-resources).Shareyour
results withyourcoworkers.Employeesoftenwanttoknowhowtoencourageorcommunicatetheirappreciationto others,buttheydon’tknowanappropriatewaytodoso.
• UtilizethediscussionquestionsattheendofeachchapterofThe 5 Languages of Appreciation in the Workplace book.
• Usethe“Train the Trainer” onlinecoursetolearnhowtousetheAppreciation at Worktrainingresourceswithmultipleworkgroups.
• Readarticles,researchandtestimonialsrelatedtothesuccessfuluseofthevariousresources:www.appreciationatwork.comSharewithyouradministratorsandmanagers.
• Needatrainer?CertifiedfacilitatorsareavailabletoleadAppreciation at Worktrainingsthroughoutthecountry.Dr.Whitealsospeakstolargegroupsandtrainsleadersinvariouslevelsoforganizations.
FindvariousTRAININGRESOURCES-appreciationatwork.com/train
BecomeanAAWcertifiedfacilitatorthroughourconvenient,user-friendlyonlinetrainingmodules.HaveyourteamgothroughtheAppreciation at Worktrainingprocess.
THIS KIT INCLUDES:
• Instructionalvideos
• Facilitator’sGuide
• Participanthandouts
• PowerPointslidedecks
• Follow-upemails
Wefeelpassionateabouthelpingpeoplewherevertheywork.Asaresultofworkingtogetherwithavarietyofindustries,wehavedevelopedversionsoftheMBA Inventorythataddresstheuniquecharacteristicsandrelationaldynamicsforeachofthefollowingworksettings. - www.mbainventory.com
MEDICAL SCHOOL LONGDISTANCE
GOV’T MILITARY MINISTRYNON-PROFIT
GENERALWORKPLACE
APPRECIATION AT WORK TRAINING KIT
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TRANSFORMATIONAL LEADERSHIP
Action/Behavior
While the other person is speaking, I . . .
1Always
2Almost Always
3Occa-
sionally
4Almost Never
5Never
1. I do not interrupt the other person or talk over
them.
2. I face the other person, giving them my full attention.
3. I do not “multi-task” while listening.
4. I do not think about and plan what I am going to
say in response.
5. I listen for what they are truly trying to
communicate.
6. I repeat back or paraphrase what I think they’ve said before making my response.
7. I listen for tone of voice (angry, sad, happy, etc.).
8. I observe body language when listening.
Are You a Good Listener?
One of the greatest gifts we can give another is to truly listen. In fact, the ability to set aside our own inner mental
clamor and truly listen to the other person is the #1 way to improve communication.
True listening seems to be becoming more and more rare in modern life. Relationships with others – spouses,
relatives, children, friends and colleagues – can be vastly improved (and even repaired) by honing our listening
skills. People yearn to be understood. Listening bridges the space between us much more so than talking.
Are you a good listener? The following survey will help you assess and build upon your ability to listen, thus
becoming a better communicator.
Instructions
Read each statement and determine how frequently you perform the action or demonstrate the behaviors that
make for a good listener. On a scale of 1 to 5 (always to never) rate your actions and behavior.
APPENDIX CAPPENDIX C
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TRANSFORMATIONAL LEADERSHIP
Action/Behavior
While the other person is speaking, I . . .
1Always
2Almost Always
3Occa-
sionally
4Almost Never
5Never
9. I ask questions to clarify my understanding of
what the other person is saying.
10. I exhibit an open mind and a willingness to have
my own opinions changed as a result of the
conversation.
11. I listen without finding fault.
12. I demonstrate genuine interest in what the other
person has to say through appropriate head-
nodding and responses such as “I see,” and “I
think I understand.”
13. I maintain appropriate eye contact with the speaker.
14. I encourage the other person to continue speaking
until they have expressed themselves fully.
15. I ask questions to check my understanding.
16. I summarize the other person’s thoughts, ideas and feelings.
17. I quiet my own racing mind so I can truly hear
what the other person is saying.
18. I never assume what the other person will say and
finish their statements for them.
19. I demonstrate patience in hearing others out.
20. I listen without reacting emotionally.
If your score is: Then:
1 - 20 Your ability to listen is high.
21 - 40 Your ability to listen is moderately high.
41 - 60 Your ability to listen is moderate.
61 - 80 Your ability to listen has room for improvement.
81 - 100 Your ability to listen needs improvement.
Total Score _____________________________________
My Listening Score
FIVE STAGES OF TEAMS
•Understanding & Empathy
•Openness and Honesty
•Team Building Activities
•Friendly Atmosphere
•Affi rmations Start Occurring
•Share Feelings
•Leader Casts Vision (VPM part of VPMOSA)
•First Impressions
•Social Covenant (No Gossip,
How to Approach, 6 Step Apology)
•WADEL
•TFA
•Communications (55/38/7)
•Affi rmations
•Bumper Buddies
•Men’s Brains/Women’s Brains
•Understanding the Learning Process
(Tell Me, Teach Me, Involve Me)
•Understanding the Levels & Dynamics
of Change
•Social Anxiety: Wear Name Tags
(anytime there is a new member or guest)
•VPMOSA
Begin to talk to each other openly and honestly. Discomfort is removed and trust is developed among the team. Anxiety is eliminated.
Safety Stage “V” - Vision1)
Behaviors Tools & Ingredients
•Continued Behavior of Previous Stages
•Ability to Work, Plan, Train & Play at
the Same Time
•Asking Questions Instead of Telling Answers
•Work is Evenly Distributed
•New Behaviors Become the Norm
•Fully Empowering and Using Delegation as
the Training Tool
•Being Sure Team Members are Following
Through (WADEL, Discipline Tool)
•Everyone’s Opinion Matters (all feedback
is relevant)
•Continually Evaluating the VPMOSA and
the Social Covenant
•Ability to Lovingly Disagree and Still Move
Forward with Actions and Pans
Continuous Improvement Stage “ELE” - Empower, Let Go, EvaluateGroups and individuals pusue better Thought, Feelings, and Actions (Bubble Jumping) as a group and as individuals both inside and
beyond their group.
5)
Behaviors Tools & Ingredients
•Continued Behavior of Previous Stages
•Each Person Accepts His/Her Role and
Responsibilities and the TFA Around Them
•Appropriately Placed Staff with Role Clarity
•Leader Holding Opinion Until Last
•Continuous Training
•Continued Tools from Previous Stages
•High Performing Team Chart
•Theory of Constraints to Solve Problems
•Getting Open & Honest Feedback from All
Team Members
•Fully Empowered as a Team
•Regularly Checking on How Tools are
Working (Social Covenant, etc.)
•Challenging Team with High Performing
Team Chart
Relactional Stage “EL” - Empower and Let GoCan examine individual, group, and organization’s concerns free of fear and threat.
4)
Behaviors Tools & Ingredients
•Continued Behavior of Previous Stages
•Genuine & Natural Affi rmations
•Agreed upon VPMOSA for Organization
•More Transparency - Others are Sharing
Their Neverland Stories (at least with their
bumper buddies)
•No Preachy Talk
•Continued Tools from Previous Stages
•Team Members Write their VPMOSA
•Understand VSTTEELE, Agree on Defi nition,
Qualities & Skills of Leaders
•Dealing with Upset People
•Discipline Tool is Being Used
•Share Gas Tank Emptiers and Fillers
•Bubble Jumping Explained
•The Leader Speaks Last (fully
implementing SLOWER)
•Delegation & Empowerment (start working
together anda understand the need for both
during training)
•Roles Clearly Identifi ed
•Being Careful with Language and Words
to Use and Not Use
Functional Responsibility Stage “E” - Delegate EmpowerEach person accepts responsibilty for his or her own Thoughts, Feelings, and Actions. Each person’s role is clearly identifi ed. Team
members become concerned about each other, their departments, and their feelings, not just their own.
3)
Behaviors Tools & Ingredients
•Continue Safety Stage Behaviors
•Making a Point to Affi rm
•Fully Using the Social Covenant
•Understanding Hippocampus
•Breaking into Small Groups for Decisions
•Continued Tools from Safety Stage •Core
Beliefs and Self Identity (and how they are
connected)
•SLOWER/Listening First
•Anger
•Personal Feedback
•Self Handicapping Statements
•Bridge of Transformation
Cohesive Stage “STTE” - Serve, Teach, Train, EquipStart accepting one another and each other’s roles (even though they might not be clearly identifi ed yet) as trust is further developed and
cohesiveness takes place.
2)
Behaviors Tools & Ingredients
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APPENDIX D
Safety Stage – Visionary “V” – Vision
Cohesive Stage – Servant Leadership “STTE” – Serve, Teach, Train, Equip
T F A
APPENDIX E
1. V
isio
nary
(S
afe
ty)
2. S
erv
an
t L
ead
ers
hip
(
Co
he
siv
e)
3. F
un
cti
on
al
Re
sp
on
sib
ilit
y
4. R
ela
cti
on
al
5. C
on
tin
uo
us
Imp
rove
me
nt
So
cia
l C
ove
nan
tT
ran
sacti
on
al
VP
MO
SA
V S T T E E L E
W A D E L
S L O W E R
Re
lati
on
al
Re
lacti
on
al
Six
-Ste
p A
po
log
y
Insid
e t
he
Bo
x
Ou
tsid
e t
he
Bo
x
Beyo
nd
th
e B
ox
Beyo
nd
th
e B
ub
ble
*BP
B
um
per
Peo
ple
TR
AN
SF
OR
ML
EA
D.C
OM
©
FS
H C
ON
SU
LT
ING
, L
LC
20
13 A
LL
RIG
HT
S R
ES
ER
VE
D
FIL
LE
RT
RU
TH
EM
PT
IER
LIE
S
Se
lf-I
de
nti
ty /
Evalu
ati
on
Th
ou
gh
ts
PO
SIT
IVE
PO
SIT
IVE
NE
GA
TIV
EN
EG
AT
IVE
Fe
eli
ng
s
BP
BP
BP
BP
BP
BP
BP
BP
BP
BP
BP
BP
BP
BP
BP
BP
BP
BP
APPENDIX F
4
“A to
p pe
rform
ing
team
is o
nly
achi
eved
whe
n th
e m
embe
rs a
rehi
gh
perfo
rmer
s, ha
ve h
ealth
y re
latio
nshi
ps, a
nd a
re m
ovin
g to
war
d a
com
mon
visi
on.”
-For
d Ta
ylor
Rem
ovin
g Co
nstra
ints
,Eq
uipp
ing
Lead
ers,
Empo
wer
ing
Peop
le.
Beco
me
the
Lead
er Yo
u Al
way
s Wan
ted
to B
e.
Get i
n-de
pth
inte
ract
ive
virt
ual t
rain
ing
to b
ecom
e a
Tran
sfor
med
Lead
er.
Tran
sform
atio
nal L
eade
rshi
p On
Dem
and
with
For
d Ta
ylor
is d
esig
ned
to
deliv
er to
you
the
mos
t effe
ctive
and
inte
ract
ive tr
aini
ng e
xper
ienc
e av
aila
ble
in th
e m
arke
t. No
w, n
o m
atte
r whe
re yo
u ar
e in
the
wor
ld, y
ou ca
n ex
perie
nce
Ford
’s im
pact
ful a
nd p
erso
nabl
e st
yle
of tr
aini
ng in
the
priva
cy a
nd
conv
enie
nce
of yo
ur h
ome,
lapt
op, o
ffice
, mob
ile p
hone
, tab
let,
or a
nyw
here
yo
u ha
ve a
cces
s to
the
Inte
rnet
!
Star
t tra
inin
g w
ith Fo
rd o
ne-o
n-on
e in
his
inte
ract
ive
virt
ual t
rain
ing
syst
em a
t: TL
onDe
man
d.co
m
Easy
-to-u
se in
terfa
ces
Inte
ract
ive
vide
o-ba
sed
cour
sew
are
Com
preh
ensiv
e re
port
ing
No IT
nee
ded,
not
hing
to in
stal
l
Relia
ble
24/7
Web
acc
ess
KEY
FEAT
URES
© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED
TRANSFORMATIONAL LEADERSHIP
RELACTIONAL LEADERSHIP
Many leaders have been taught how to manage people, yet many have never been taught or given the practical tools to lead people and manage the pro-cesses, systems, and procedures around them. By removing constraints within your organization, learn how you as a leader can unite bottom-line results with strong personal relationships.
So what happens when those who are people-oriented collide with those who are task-oriented in your workplace, home, friendships, or any other orga-nization? Stress? Under-performance? Anger? Loss of profits?
To bridge this gap between highly relational and highly transactional people in your organizations, you must become a relactional leader.
This book will help you acquire the tools, techniques, and behaviors needed to become that kind of influential leader – a relactional leader – one who can lead toward profitability and productivity, while cultivating a culture that attracts the best talent. And, most importantly, you will become the leader that you aspire to be.
APPENDIX G
© FSH CONSULTING, LLC 2018 ALL RIGHTS RESERVED
Let’s Start a TL Group! Transformational Leadership
What is a TL Group?
A TL Group is a Life Group that
develops out of the common experience
of Transformational Leadership Training.
These groups are relational gatherings
that build community around the
reading and review of Relactional
Leadership or The Hike.
Participants of Transformational
Leadership Training know the
importance of one key strategy for
change, which is to keep the pressure
on. To reinforce and continue our
Transformational Leadership journey,
we recommend that you develop these
life groups among your peers around a
book discussion.
Key Outcomes are to build vital
relationships; to cultivate TL tools,
principles, and thinking (TFA); and
to create an affinity community that
pursues transformation personally, in
our families, organizations, and cities.
TL Group Meetings should:
• Be a small peer group
(4 to 10 people)
• Be held with a consistent schedule
that allows people to plan and
participate
• Cover 1 – 2 chapters of the book per
meeting
• Guided by a facilitator
Make sure you WADEL
• Welcome: Tell me something good, etc.
• Ask questions: Is there anything you want to talk
about today / cover in this meeting?
• Discuss: Discuss the chapter
• Empower: Confirm expectations, next steps, and
action items
• Launch: Share an encouraging story or thought
before everyone goes
Keys to Facilitating a Group
• Guide the meeting by discussing the central points
in the chapters.
• Be open to laying down an agenda and take up key
needs brought out during the WADEL
• Keep the group focused
• Make sure everyone has an opportunity to share
Basic Criteria for a Facilitator
• Participated in at least one TL training already
• Read Relactional Leadership or The Hike before the
group begins
• Commit to personally embracing the tools
• Have an understanding of small group dynamics,
including WADEL
• The TL Group meetings should not be used as
forums to complain or talk about unrelated issues.
Keeping a focus on the book and our personal
growth as Transformational Leaders is where you
want to be.
Enjoy the TL Journey!
before the group begins
.
• Commit to personally embracing the tools
• Have an understanding of small group dynamics,
including WADEL
• The TL Group meetings should not be used as
forums to complain or talk about unrelated issues.
Keeping a focus on the book and our personal
growth as Transformational Leaders is where you
want to be.
A TL Group is a life group that
What Is a Life Group? Make Sure You WADEL
TL Group Meetings Should:
relationships; to cultivate TL tools,
principles, and thinking (TFA) and
to create an affinity community that
pursues individual transformation in
our families, organizations and cities.
Committed to personally embracing the tools
Understand small group dynamics by using
WADEL
Keep the group focused on the book and our
personal growth as Transformational Leaders and
prevent the TL Group meetings from being used
as a forum to complain or talk about unrelated
issues
Be guided by a facilitator
© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED
TRANSFORMATIONAL LEADERSHIP
A Roadmap of Tools
Social Anxiety =
+
Relational + Transactional =
How to Apologize
1. the offense
2. Say, “ “
3. I am
4. Will you ?
(if not, let me know )
5. Will you ?
6. ?
To lower social anxiety: WADEL
W
A
D
E
L
When wronged go to the offender with:
1. spirit of
2. spirit of
3. spirit of pre-
4. 100% of the
Hippocampus
For a subconscious “impression holder” to enter
the hippocampus, an event needs two things:
1. must be important ( )
2. must be felt ( )
If an event occurs
enough times, it
will move into the
hippocampus and
remain in our long-
term memory. We
react to current
events based on our
past emotions.
It’s a Process, not an
Change seldom occurs until
exceeds the
Communication:
% Words
% Tone of Voice
% Body Language
Self Limiting Thoughts
1. an event occurs
2. a is generated
3. a occurs
4. an takes place
TFA
change my
change my
change my
Feedback
is received if I have a healthy
self-identity and comes from
someone I trust
The Levels of the Gas Tank are:
S
A
A
D
S
Self-Identity is formed by
life
personal
accepting others’
Each of us has a “gas tank” that is affected by:
fillers / emptiers (people, places, things, activities),
fear, guilt, and shame (which take away our freedom)
Bumper People should possess two characteristics:
&
Self-Identity “baggage” is not from what happened, but an associated lie I
believe. Self-Identity can be managed/balanced and healed by knowing the truth!
No Organization (family, church, etc.) can get beyond the of its
L , P or P
ANGER comes from three sources
F , F , p
(emotional or physical)
Draw the Three Organizational Models below:
V-STTEELE and Lead!
V
S
T
T
E
E
L
E
Steps for Personal Growth
1. self (see it)
2. take (own it)
3. take (change it)
First Impressions occur in under seconds!
Undoing a bad first impression takes additional encounters (or use the )
The Missing Link:
P T
YET I CAN
APPENDIX H
© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED
TRANSFORMATIONAL LEADERSHIP
Training Response Survey
1. Rate the overall effectiveness of the training 1 2 3 4 5
2. The trainer presented the material effectively. 1 2 3 4 5
3. The content/material was clear and informative. 1 2 3 4 5
What would you say impacted you the most from the training?
What would you say impacted you the least from the training?
What, if anything, would you change about this training?
Do you have any additional comments?
Are you interested in:
A. Bringing TL into your organization? C. Having a TL Coach? B. Being a part of a TLonDemand group? D. Self Directed Study group with book? If the answer is yes, please allow us to contact you!
Name: _________________________________________ Date: _________________
Email: _________________________________________ Phone: ________________
Please hand this in at the event, fax to (513) 842-3132 or email to [email protected]. Thank you!
Least Most (Please Circle One)
APPENDIX I
© FSH CONSULTING, LLC 2013 ALL RIGHTS RESERVED
TRANSFORMATIONAL LEADERSHIP