dr. kenneth kee/27.01.2005 source: covey, s. r. (2004), the 8 th habit, from effectiveness to...

Dr. Kenneth Kee/27.01.2005

Source: Covey, S. R. (2004), The 8th Habit, From Effectiveness to Greatness, Simon & Schuster: Sydney.Reviewed and summarized by : Dr. Kenneth Kee, 27th January, 2005.


Source: Stephen R. Covey (2004), The 8th Habit, From Effectiveness to Greatness, Simon & Schuster Australia, Sydney, pages 21-22.

Growth and Development

TO LEARN

(MIND)

TO LEAVE A LEGACY

(SPIRIT)

Meaning and Contribution

TO

LO

VE

(HEART)

Relationship T

O L

IVE

(BO

DY

)

Surv

ival

THE WHOLE-PERSON PARADIGM


Stephen R. Covey (2004), “The 8th Habit, From Effectiveness to Greatness.”

“Mission statements and strategic priorities that are developed in a rush by those at the top and then announced are forgotten. Without involvement or strong identification, there will be no commitment.”


FOUR ORGANIZATIONAL REALITIES:

Market realities - how do people in your organization or team perceive the marketplace? What is the larger political, economic & technological context? What are the competitive forces? What are the trends & characteristics of the industry? What about the possibility of disruptive technologies & disruptive business models that could make obsolete the entire industry or basic traditions?

Core Competencies - what are your strengths?

Stakeholders Wants & Needs – what do they really want & need? What are their issues, problems and concerns? What do their customers want & need? What is the market reality of the industry in which they operate? What possible technologies or business models could disrupt them or make them obsolete? What about the owners, those that have supplied the capital or paid the taxes – what are their wants & needs. What about the associates, the employees, your coworkers – what are their wants & needs? What about all the suppliers, distributors & dealers-the entire supply chain?

Values - What are these people’s values? What are your values? What is the central purpose of the organization? What is its central strategy in accomplishing that purpose? What are the values that are to serve as guidelines?


FOUR NEEDS OF ORGANIZATION:

1. SURVIVAL – financial health (BODY)

2. GROWTH & DEVELOPMENT – economic growth, customer growth, innovation of new products & services, increasing professional & institutional competency (MIND)

3. RELATIONSHIPS – strong synergy, strong external networks & partnering, teamwork, trust, caring, valuing differences (HEART)

4. MEANING, INTEGRITY, & CONTRIBUTION – serving & lifting all stakeholders: customers, suppliers, employees & their families, communities, society-making a difference in the world (SPIRIT)


NO MARGIN, NO MISSION

Mission / No Margin

High empowerment

High level of trust

Low turnover

Passionate

Loyal

Service oriented

May lack systematic approach

No structure, systems, & processes

Lofty goals with little execution

No profitability

No scalability

No ROI

Margin / No Mission

Scalable

Recognizes financial position

Strong strategic approach

Very clear structures, systems, & processes (might not be useful & aligned)

High turnover

Low trust

Burnout

Low engagement

Low empowerment

Task oriented

Myopic focus


THE PRINCIPLE-CENTERED CORE OF ORGANIZATIONS

WHY / WHO

MISSION

(Purpose, Vision, Values)

WHAT

CORE

Passionate, Focus and Execution

HOW / WHEN

LINE OF SIGHT STRATEGY

(Accountability)


What is holding back EMPOWERMENT? – Survey of 3,500 managers

Managers afraid to let go 97%

Misaligned systems 93%

Manager lacks skills 92%

Employee lacks skills 80%

Employees don’t want responsibility 76%

Manager too busy 70%

Management too controlling 67%

Lack of company vision 64%

Employees don’t trust manager 49%

Employees lack integrity 12%


4 ROLES OF LEADERSHIP ARE 4 QUALITIES OF PERSONAL LEADERSHIP

1. VISION path-finding

2. CONSCIENCE modeling

3. PASSION empowering

4. DISCIPLINE aligning

The Greek philosophy of INFLUENCE:

1. ETHOS - Trust

2. PATHOS – Seek first to understand

3. LOGOS – Then to be understood


LEVELS OF INITIATIVE/SELF EMPOWERNMENT

WAIT UNTIL TOLD

ASK

MAKE A RECOMMENDATION

“I INTEND TO DO”

DO IT AND REPORT IMMEDIATELY

DO IT AND REPORT PERIODICALLY

DO IT


SYSTEMS, STRUCTURES AND PROCESSES

Covey (2004), “People are the programmers and systems are the program, hence, people are ultimately responsible for those systems. Systems and structures are things, they are programs. They have no freedom to choose. So Leadership still comes from people. People design systems, and all organizations get the results they are designed and aligned to get. Systems, structures and processes must remain flexible so that they can adjust to those changing realities.”


EFFECTIVENESS

Covey (2004), “Effectiveness is the balance between production of desired results (P) and production capability (PC). In other words, it is the golden eggs that people want and the golden goose that lays them. Sometimes, we call this the P/PC Balance. The essence of effectiveness is achieving the results that you want in a way that enables you to get even more of those results in the future.”


“WIN-WIN”

Covey (2004), “In an organization, “win-win” means that there is an explicit overlapping of the needs of the organization (financial health, growth and development, synergistic relationships with stakeholders and meaning/contribution) with the 4 needs of the individual (physical – economic, mental – growth and development, social/emotional – relationships and spiritual – meaning and contribution).”


FOUR ROLES OF LEADERSHIP:

Inspires trust without expecting it. (Personal Moral Authority)

Creates order without demanding it. (Visionary Moral Authority)

Nourishes both vision & empowerment without proclaiming it. (Institutional Moral Authority)

Unleashes human potential without externally motivating it. (Cultural Moral Authority)

1.MODELING

2.PATHFINDING

3.ALIGNING

4.EMPOWERING


OLD INDUSTRIAL AGE CONTROL MODEL AND NEW KNOWLEDGE WORKER AGE RELEASE/EMPOWERMENT MODEL

ISSUE OLD INDUSTRIAL AGE MODEL NEW KNOWLEDGE WORKER AGE RELEASE/EMPOWERMENT MODEL

Leadership A position (formal authority) A choice (moral authority)

Management Control things & people Control things, release (empower) people

Structure Hierarchical, bureaucratic Flatter, boundary-less, flexible

Motivation External, carrot and stick Internal - whole person

Performance Appraisal External, sandwich technique Self-evaluation using 360 degree feedback

Information Primarily short-term financial reports Balance Scoreboard (long & short term)

Communication Primarily top-down Open: Up / Down / Sideways

Culture Social rules / more of the workplace Principle-centered values & economic rules of the marketplace

Budgeting Primarily top-down Open, flexible, synergistic

Training & Development Sideshow, skill-oriented, expendable Maintenance, strategic, whole person, values

People Expense on P & L, asset lip service An investment with highest leverage

Voice Generally unimportant for most Strategic for all, complimentary, team

Source: Stephen R. Covey (2004), page 245.


EXECUTION GAPS OF INDUSTRIAL AGE CAUSE AND KNOWLEDGE WORKER AGE SOLUTION

EXECUTION GAPS INDUSTRIAL AGE CAUSE KNOWLEDGE WORKER AGE SOLUTION

Clarity Announcing Identification and/or Involvement

Commitment Selling Whole Person in a Whole Job

Translation Job description Aligning Goals for Results

Enabling Carrot & Stick (people as expense) Aligning Structure and Culture

Synergy “Cooperate!” 3rd Alternative Communication

Accountability Sandwich Technique PA Frequent, Open, Mutual Accountability, re: Compelling Scoreboard



PERSONAL GREATNESSVision, Discipline, Passion,

ConscienceThe 7th Habit

ORGANIZATIONAL GREATNESS

Vision, Mission, ValuesClarity, Commitment, Translation, Synergy,

Enabling, Accountability

LEADERSHIP GREATNESSThe 4 Roles of LeadershipModeling, Path-finding,Aligning, Empowering

The 8th Habit

SWEET SPOT

(4 DX)

Source: Stephen, R. Covey (2004), page 280.

PRINCIPLE-CENTERED FOCUS AND EXECUTION


THE 4 DISCIPLINES OF EXECUTION (4DX)

DISCIPLINE 1: Focus on the Wildly Important Goals (WIGs).

DISCIPLINE 2: Create a Compelling Scoreboard.

DISCIPLINE 3: Translate Lofty Goals into Specific Actions.

DISCIPLINE 4: Hold each other accountable – All of the Time.


CREATING A SCOREBOARD

The Current result (WHERE WE ARE NOW)

The Target result (WHERE WE NEED TO BE)

The Deadline (BY WHEN)


TRIAGE REPORTING

Triage Reporting – everyone reports quickly on the vital few issues, leaving the less important issues for another time. The focus is on key results, major problems, & high-level issues. This doesn’t mean that only “urgent” issues are discussed. It means that only “important” issues are discussed, even if some of these issues are not “urgent.”

EFFECTIVE ACCOUNTABILITY SESSIONS TYPICAL STAFF MEETINGS

(TRIAGE REPORTING)

Quick reporting of vital few issues “Death March” around the room where people feel pressure to talk with everyone else checks out

Review of scoreboard No measures of progress

Follow-up No follow-up

Mutual accountability Only manager holds people accountable

People openly report struggles & failures People hide their struggles and failures

Celebration of success Focusing only on problems


LEVEL 1 Highly Capable Individual

Makes productive contributions through talent, knowledge, skills, & good work habits

LEVEL 2Contributing Team Member

Contributes to the achievement of group objectives; works effectively with others in a group setting

LEVEL 3Competent Manager

Organizes people & resources toward effective & efficient pursuit of predetermined objectives

LEVEL 4 Effective Leader

Catalyzes commitment to & vigorous pursuit of a clear & compelling vision, stimulates the group to high performance standard

LEVEL 5 LEVEL 5 EXECUTIVE

Builds enduring greatness through a paradoxical combination of personal humility plus professional will

THE LEVEL 5 HIERARCHY

Source: Jim Collins (2001), page 20.


LEADERSHIP AS A….

POSITION (Formal Authority) CHOICE (Moral Authority)

Might makes right Right makes right

Loyalty above integrity Integrity is loyalty

To get along, go along Stubborn refusal

The “wrong” is in getting caught The “wrong” is doing wrong

The top people don’t buy it Ethos, Pathos, Logos

The top people don’t live it Be a model, not a critic

Image is everything “To be rather than to seem ”

“No one told me ” Ask; recommend

I did what you told me to; it didn’t work, now what? “I intend to”

There is only so much There is enough to spare


MANAGING PEOPLE AS THINGS

Industrial Age Response to the 4 Chronic Problems

BOSS

Rules

Con

trol

EF

FIC

IEN

CY

The leader knows best and makes all the important decisions

Don’t need to see the future; need only to do what is told and follow the rules

Systems must be designed to get work done efficiently

Workers cannot be trusted; without the “carrot & stick” not much good will happen



SET DIRECTION(Vision, Customers, Future)

DEMONSTRATE PERSONALCHARACTER

(Habits, Integrity, Trust, Analytical Thinking)

MOBLIZE INDIVIDUALCOMMITMENT

(Engage others, Share power)

ENGENDER ORGANIZATIONAL

CAPABILITY(Build teams, manage change)

WHAT DO SUCCESSFUL LEADERS DO?

Source: Steven R. Covey (2004), page 115.


FOUR PRIMARY MANAGEMENT PRACTICES:

1. STRATEGY – devise and maintain a clearly stated, focused strategy.

2. EXECUTION – develop and maintain flawless operation execution.

3. CULTURE – develop and maintain a performance-oriented culture.

4. STRUCTURE – build and maintain a fast, flexible, flat organization.


PRINCIPLES EMBODIED IN THE 7 HABITS

HABIT PRINCIPLE

BE PROACTIVE Responsibility/Initiative

BEGIN WITH THE END IN MIND Vision/Values

PUT FIRST THINGS FIRST Integrity/Execution

THINK WIN-WIN Mutual Respect/Benefit

SEEK FIRST TO UNDERSTAND, Mutual Understanding

THEN TO BE UNDERSTOOD

SYNERGIZE Creative Cooperation & Collaboration

SHAPEN THE SAW Renewal


THE FIVE MAIN COMPONENTS OF EMOTIONAL INTELLIGENCE (EQ)

1. SELF-AWARENESS – Be proactive

2. PERSONAL MOTIVATION – Begin with the end in mind

3. SELF-REGULATION – Put first things first, Sharpen the saw.

4. EMPATHY – Seek first to understand, then to be understood.

5. SOCIAL SKILLS – Think win-win, Seek first to understand, then to be understood, Synergize.


THE FIVE MAIN COMPONENTS OF EMOTIONAL INTELLIGENCE (EQ) - CONTINUE

1. SELF-AWARENESS – our freedom to choose, is the heart of habit, be proactive. We are aware of the space between stimulus & response, we are aware of our genetic, biological inheritance, our upbringing, & of the environmental forces around us.

2. PERSONAL MOTIVATION – this is the basis of our choices, that is, we decide our highest priorities, goals & values. This is our most fundamental decision.

3. SELF-REGULATION – once we decide our priorities, we live by them. This is the habit of integrity, self-mastery, of doing what we intend to do & living by our values.

4. EMPATHY – this seek first to understand, then to be understood. It is learning to understand our own selves & getting into the heads & hearts of other people. It is becoming socially very sensitive & aware of the situation before attempting to be understood, influence others, or make decisions or judgments.

5. SOCIAL COMMUNICATION SKILLS – this is to think in terms of mutual benefit & mutual respect, to strive for mutual understanding in order to have creative cooperation.


DEVELOPING THE THREE MAIN COMPONENTS OF SPRITUAL INTELLIGENCE (SQ)

1. INTEGRITY – being true to one’s highest values and conscience.

2. MEANING – a sense of contribution to people and causes.

3. VOICE – aligning work with one’s unique calling and gifts.


DEVELOPING THE THREE MAIN COMPONENTS OF MENTAL INTELLIGENCE (IQ)

1. Continuous, Systematic, Disciplined Study & Education.

2. Cultivation of Self-Awareness – making assumptions explicit.

3. Learning by Teaching & Doing.


Covey (1990), “ in organization, people usually perform one of three essential roles: producer, manager, or leader. Each role is vital to the success of the organization…If there is no producer, great ideas, and high resolves are not carried out. The work simply doesn’t get done. Where there is no manager, there is role conflict and ambiguity; everyone attempts to be a producer working independently, with few established systems or procedures. And if there is no leader, there is a lack of vision and direction. People begin to loose sight of their mission…Although each role is important to the organization, the role of the leader is the most important. Without strategic leadership, people may dutifully climb the “ladder of success,” but discover, upon reaching the top rung, that the ladder is leaning against the wrong wall.”

INSIGHT ON LEADERSHIP


Turner, D. (1998), Liberating Leadership, A Manager’s Guide to the New Leadership, Excel Books, New Delhi.

L means ‘liberates’

E means ‘encourages and supports’

A means ‘achieves purpose’

D means ‘develops people and teams’

E means ‘example-setting’

R means ‘relationship building-building through trust’

INSIGHT ON LEADERSHIP - continue


DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

LEADERSHIP MANAGEMENT

People Things

Spontaneity, serendipity Structure

Release, empowerment Control

Effectiveness Efficiency

Programmer Program

Investment Expense

Principles Techniques

Transformation Transaction

Principle-centered power Utility

Discernment Measurement

Doing the right things Doing things right

Direction Speed

Top line Bottom line

Purposes Practices

On the systems In the systems


DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT - CONTINUE

LEADERSHIP MANAGEMENT

Getting people to to want to do what Getting people to do what needs to be done

needs to be done

The leader innovates The manager administers

The leader is an original The manager is a copy

The leader develops The manager focuses on systems & structures

The leader inspires trust The manager relies on control

The leader has a long-range perspective The manager has a short-range view

The leader asks what and why The manager asks how and when

The leader has his eye on the horizon The manager has his eye on the bottom line

The leader originates The manager imitates

The leader challenges the status quo The manager accepts the status quo

The leader is his own person The manager is the classic good solider

Leaders do the right thing Managers do thing right

Leadership is about coping with change Management is about coping with complexity

Leadership is an interactive process Management is a transactional process


MYTH - ‘Carrot and stick’ – the Jackass theory is the best form of motivation (Old Paradigm)

REALITY - ‘Carrot and stick’ motivation is animal psychology. People have the power to choose. You can buy someone’s back, but not their heart and mind. You can buy their hands, but not their spirit. (New Paradigm)

MOTIVATION


STIMULUS AND RESPONSE

STIMULUSFREEDOM

TOCHOOSE

RESPONSE


SUSTAINING SUPERIOR ORGANIZATIONAL PERFORMANCE

Sustained Superior Performance

Achieving Results Building Capacity

Execution of Key Priorities

Leadership andManagement Development

IndividualEffectiveness


I am your constant companion. I am your greatest helper or heaviest burden. I will push you onward and drag you down to failure. I am completely at your command. Half the things you do you might just as well turn over to me, and I will be able to do them quickly, correctly. I am easily managed – you must merely be firm with me. Show me exactly how you want something done, and after a few lessons I will do it automatically. I am the servant of all great people; and alas, of all failures as well. Those who are failures, I have made failures. I am not a machine, though I work with all the precision of a machine plus the intelligence of a human being. You may run me for a profit or turn me for ruin – it makes no difference to me. Take me, train me, be firm with me, and I will place the world at your feet. Be easy with me and I will destroy you.

Who am I? I am HABIT - ANONYMOUS

HABIT

dr. kenneth kee/27.01.2005 source: covey, s. r. (2004), the 8 th habit, from effectiveness to...

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