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The Art of Improving
Your Strengths
Presented By:
GeorgeBaker
Developing Your Circle of One
Only the mediocre are always at their best. When you compare yourself to others, you are
either conceited or defeated. Set your own standards. If you don’t impose change on
yourself, you will impose obsolescence.
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Visualize & Dream Craft a vision that is worthy of your pursuit. Read motivational books. Network
with the best. Attend training conferences. Set aside time each week to dream and plan. Make
Friday I-day. Helen Keller was asked, “What would be worse than being born blind?” She replied,
“To have sight without vision.”
Energize & Plan Reflect on your values and write out your own Personal Mission Statement.
Formulate a Personal Development Plan in 4 dimensions. Post these in a prominent place. Set
evolutionary and revolutionary goals with deadlines. A wish is a desire with no action. A goal is a
dream with a deadline. A leader changes himself before he asks his followers to change.
Organize & Think Determine the most efficient use of your time. Develop a routine that can be
replicated. Have your leadership team do a 360° evaluation on you to reveal your blind spots and
blank spots. Practice positive self talk.
Exercise & Do Get to work. Start where you are. My motto: “No action; no satisfaction.” Set
monumental goals. Don’t be overwhelmed or frustrated by the distance of the destination. Stay on
track by setting short-term incremental goals to measure progress. Engage in Perpetual Performance
Improvement Management – Not doing 1 thing 100% better, but doing 100 things 1% better, and 1%
better. .
Determinize & Do Over Overcome obstacles with determination, tenacity, and perseverance. Never
give up. Expect obstacles and list possible problems before you begin work. Team up with warriors
not worriers. Henry Ford said, “Failure is nothing more than the opportunity to begin again, more
intelligently.” Always expect setbacks. Never accept failure!
Personal Mission Statement
PERSONAL MISSION STATEMENT
It is my desire to always strive for improvement
in everything I do, while finding contentment
in every state I find myself.
It is my belief that I am more a product of my decisions
than my conditions. It is my commitment to take
the full credit and the full responsibility for the
outcomes of my life, after thanking God.
It is my choice to always make things happen
and to never make excuses. I believe in
visibility through productivity.
It is my pleasure to serve, help, or encourage
someone as I go about my daily life.
Personal Development Plan
Wh i l e w r i t i n g d o w n y o u r b u s i n e s s p l a n i d e a s , l i s t e n
t o m u s i c ( a u d i t o r y s e n s e ) , l i g h t a c a n d l e ( o l fa c t o r y
se n se ), lo o k a t a pa in tin g (v isu a l se n se ), h o ld so m e
p l a y d o u g h ( s e n s e o f t o u c h ) , e a t s o m e fr u i t ( s e n s e o f
t a s t e ) . I k n o w n e u r o b i c s m a y s o u n d fa r -fe t c h e d , b u t
b y u s i n g m u l t i p l e s e n s e s y o u r l e ft a n d r i g h t b r a i n i s
a t a h e igh te n e d sta te o f c o n sc io u sn e ss. Tr y it.
P ER S ONA L D EV ELOP MENT P LA N GOA LS
H EA R T ( R e l a t i o n s h i p s )
Em p a t h i c Li s t e n i n g :
Fo c u se d, u n distr a c te d liste n in g to spo u se , e v e r y da y .
De v e lo p h a bit o f liste n in g m o r e th a n ta lkin g.
S o l i c i t fe e d b a c k fr o m w o r k t e a m m e m b e r s .
Un d e r s t a n d a t e a m m e m b e r b e fo r e s h a r i n g m y i d e a .
La u g h w i t h p e o p l e a s m u c h o r m o r e t h a n b e i n g
se r io u s.
De v e lo pin g Tr u st:
Ma k e m o r e d e p o s i t s t h a n w i t h d r a w a l s .
Co m p l i m e n t m o r e t h a n I c r i t i c i z e .
Co r r e c t b e h a v i o r o r p r o b l e m s w i t h o u t a t t a c k i n g
c h a r a c te r .
I n v e s t t i m e i n p e o p l e . D o n ’t r u s h r e l a t i o n s h i p s .
Ma k e a c u s t o m e r s ’ d a y .
A v o i d v o l a t i l e c o n fr o n t a t i o n s b y d e l a y i n g y o u r
r e spo n se .
MI ND
Ca p a c i t y :
Co n t i n u o u s l y r e a d b o o k s o r a r t i c l e s ( a t l e a s t 1 b o o k
pe r qu a r te r ).
Atte n d e du c a tio n a l c la sse s, se m in a r s, tr a in in g.
Ac tiv e ly e n ga ge in n e tw o r kin g w ith a n d m e e tin g n e w
pe o ple .
Le a r n b y d o i n g a n d t e a c h i n g s o m e o n e e l s e .
I n c r e a s e s e l f-a w a r e n e s s b y k e e p i n g a j o u r n a l .
I n c r e a s e s e l f-a w a r e n e s s b y s o l i c i t i n g c o n s t r u c t i v e
fe e d b a c k .
Cr e a t i v i t y :
P r a c t i c e t h e t e c h n i q u e o f i n c u b a t i o n – Us i n g y o u r
s u b -c o n s c i o u s m i n d t o s o l v e p r o b l e m s o r g e n e r a t e
ide a s.
Lo o k fo r c o n n e c t i o n s – t a k i n g 2 u n r e l a t e d c o n c e p t s
a n d r e la tin g th e m to y o u r ide a .
S e t a s i d e t i m e e a c h w e e k fo r c r e a t i v e t h i n k i n g .
T r y d o i n g n e w t h i n g s o u t s i d e o f y o u r c o m fo r t l e v e l .
Practice the mental exercise of neurobics – Engaging multiple senses
while performing a task. Example:
B OD Y
He a lth :
Dr in k lo ts o f w a te r – Y o u r w e igh t div ide d by 2 e qu a ls
th e n u m be r o f o u n c e s y o u sh o u ld dr in k pe r da y .
D r i n k m o r e w a t e r t h a n c o ffe e , s o ft d r i n k s o r a l c o h o l .
Ea t a b a l a n c e d d i e t a n d r e d u c e s w e e t s .
Ea t 1 p o r t i o n a n d w a i t 5 t o 1 0 m i n u t e s b e fo r e g e t t i n g
se c o n ds.
S c h e d u l e r e g u l a r P M’s – g o t o t h e d o c t o r fo r a n
a n n u a l ph y sic a l. Atte n d th e a n n u a l c o u n ty h e a lth
fa i r .
Co n d i t i o n i n g :
Ex e r c i s e 3 t o 5 t i m e s a w e e k . En g a g e i n
c a r d i o v a s c u l a r , s t r e n g t h , a n d fl e x i b i l i t y e x e r c i s e s .
Ch a n g e u p y o u r r o u t i n e t o e x e r c i s e d i ffe r e n t m u s c l e
g r o u p s . Ma k e i t fu n b y t u r n i n g i t i n t o a h o b b y l i k e
bike r idin g, w a lkin g, te n n is, ka y a kin g.
SP IR IT
S e l f-i m a g e :
K n o w y o u r h igh e st v a lu e s a n d be tr u e to th e m .
Ha v e a se n se o f be lo n gin g by h e lpin g a n d
c o n tr ibu tin g to th e liv e s o f o th e r s.
K n o w y o u r g i ft s a n d t a l e n t s a n d u t i l i z e t h e m a t w o r k .
H a v e a p a s s i o n fo r w h a t y o u d o .
S e e k c o u n s e l fr o m t h o s e y o u d e e p l y t r u s t .
P e r so n a l pe a c e :
S p e n d t i m e i n r e fl e c t i o n t o d e t e r m i n e w h e r e y o u a r e
a n d w h e r e y o u w a n t to go in y o u r jo u r n e y .
Li v e n o w t h e w a y y o u w a n t t o b e r e m e m b e r e d l a t e r .
Spe n d tim e in m e dita tio n o r pr a y e r .
R e a d t o fe e d t h e s p i r i t – T h e b i b l e , l i t e r a t u r e ,
ph ilo so ph y , po e tr y .
Developing Your Inner Circle
Management is the beginning of competence. Leadership is the end of excellence. I have no
desire to manage a work force. I want to lead a team!
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Be on the lookout for leaders. A true leader is great not because of personal power, but because of the
ability to empower others.
Carefully select trusted employees to form your organizational Leadership Team. They don’t have to
be in your image. A complementary team is one where people’s strengths are made productive and
their weaknesses are made irrelevant by the strengths of others.
Share your vision with the Leadership Team and ask for their perspective. Be prepared to make a
vision correction. One person’s tunnel vision can never equal the panorama of a team’s vision. The
most dangerous idea is having only one.
Ask your Leadership Team to develop their own Personal Mission Statements and Personal
Development Plans. Discuss them and include them in future performance evaluations.
Model and teach empathic listening. Empathic listening is listening within the other person’s frame of
reference. Stop talking long enough to understand. Ask yourself: Is what I have to say an
improvement on the silence? Stop your half-hearted listening. Listen with your whole body. .
Formulate a Leadership Development Plan. Have team members complete leadership styles and
conflict resolution exercises. Develop a Leadership team data base to identify member similarity,
diversity, strengths and weaknesses. Assign books for team to read, discuss and pragmatize.
Have Leadership Team read “Strengths Finder 2.0” book and complete internet self-evaluation.
Formulate a Key Strengths matrix chart for the team. Select super-ordinate goals (those that can
only be synergistically accomplished) from your business plan. For each S.O. goal, list strength traits
that are needed to accomplish the goal. Select L.T. members from the matrix chart that possess each
strength and form a self-directed work team. Empower them and turn them loose.
Key Strengths Matrix
STRENGTHS FINDER THEME MATRIX
Employees
George B
Michele
George C
Hon
Glenn
Strength Themes
Achiever
Activator
Adaptability
Analytical
Arranger
Belief
Command
Communication
Completion
Connectedness
Consistency
Context
Deliberative
Developer
Discipline
Empathy
Focus
Futuristic
Harmony
Ideation
Includer
Individualization
Input
Intellection
Learner
Maximizer
Positivity
Relator
Responsibility
Restorative
Self-Assurance
Significance
Strategic
WOO
*Red box indicates the person's predominant strength
*Blue font indicates team strength voids
Jim
Brian
Ted
Robert
Developing Your Outer Circle
A leader has a vision of the future and the courage to pursue it. Napoleon Bonaparte said,
“No man can lead others except by showing them a future. A leader is a merchant of hope.”
We are either a catalyst, showing our team a vision and moving them into the future, or we
are a cataract, obstructing their vision and holding them in the past.
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Be a person of influence not a person of infuriation. It’s impossible to influence someone and to
antagonize them at the same time. You must be in control of your emotions. Being led through life by
your emotions is like a prize fighter leading with his nose. Control devices: Don’t defend. Don’t
speak. Let them vent. Busy yourself by writing notes. Imagine the combatant as an animal (Rhino).
Deal with chicken little problem children – Pitiful people who persistently proclaim problems. A tool
you can use on these dreary people is Napoleonic completed staff work. The next time someone brings
you a problem, ask them to bring back 3 possible solutions. This will transform them from problem
squawkers into problem solvers.
Develop a Training Master Plan to insure that every employee receives at least one training
opportunity per year. Increase budgets incrementally until you reach the necessary funding level. A
wise woman once told me that, “Training is not an expense; it is an investment.”
Develop a Leadership Succession Plan. There is no success without a successor.
Develop a Core Task Cross-training Matrix. “Information is not power. The dissemination of
information is power.” Share information. Share the workload. Develop people. Strengthen the
organization.
Training Master Plan
F LEET MA NA GEMENT
T R A I NI NG/MOT I V A T I ON MA S T ER P LA N
A D MI NI S T R A T I V E T EA M:
Cl e r i c a l /A d m i n . t r a i n i n g
K r o n o s pa y r o ll tr a in in g
P e r so n n e l HR c la sse s
V i s a P -c a r d
Co r e t a s k m a t r i x c r o s s -t r a i n i n g
Le a d e r s h i p /V i s i o n b o o k s
Ce l e b r a t i o n p i c n i c
Sta te lic e n sin g & title s
F u e l Ma s t e r c r o s s -t r a i n i n g
F M T e a m Gr o u p s :
Te c h n ic ia n s
A u t o P a r t s S t a ff
A d m i n i s t r a t i v e S t a ff
Le a d e r s h i p T e a m
Ac c o u n ts pa y a ble
P .C. s o ft w a r e
Em p a t h i c l i s t e n i n g
Cu s t o m e r s e r v i c e
Sy n e r gy
F a s t e r s o ft w a r e
An n u a l o pe r a tin g bu dge t
Fin a n c ia l sy ste m
T r a i n i n g Ge n r e :
A UT O P A R T S T EA M:
Te c h n ic a l m o du le s
A .S .E.
E.V .T .
A .R .F .
Cl e r i c a l /A d m i n .
All Da ta w e b
Fo r d w e b
Ca t e r p i l l a r w e b
R in g P w r . m o du le s
Mo t i v a t i o n c l a s s e s
Ve n do r c la sse s
P e r so n n e l HR
Ne w e q u i p .
Su pe r v iso r y
Ac c ts. P a y a ble
P .C. s o ft w a r e
Em p a t h i c l i s t e n i n g
F a s t e r c o n fe r e n c e
NA F A c o n fe r e n c e
F LA GF A
A .P .W.A .
A l t . fu e l s
NA F A w e b
S a fe t y t o p i c s
C.D .L.
F u e l Ma s t e r
MS D S
V i s a P -c a r d
Cu s t o m e r S e r v i c e
V i s i o n /Le a d e r s h i p
Sy n e r gy
Ne w e m p l . OJ T
CT t a s k m a t r i x
B o o ks to r e a d
Disa ste r r e spo n se
F a s t e r s o ft w a r e
Su c c e ssio n P ln g.
Ce l e b r a t i o n p i c n i c
In n o v a tio n
O.M. c o n c e p t
Ne t w o r k i n g
B u sin e ss pla n
Site v isits
B u dge t
Ve n do r tr a in in g
Cl e r i c a l /A d m i n . t r a i n i n g
P .C. s o ft w a r e
S u p e r v i s o r y /H .R .
V i s a P -c a r d
Co r e t a s k m a t r i x c r o s s t r a i n i n g
Le a d e r s h i p /V i s i o n b o o k s
Ce l e b r a t i o n p i c n i c
Fin a n c ia l sy ste m
Site v isits
Le a d e r s h i p S u c c e s s i o n P l a n n i n g
Tr a in in g by Te a m :
T ECH NI CI A N T EA M:
F M LEA D ER S H I P T EA M:
Te c h n ic a l tr a in in g m o du le s
T e c h n i c i a n E.V .T . m o d u l e s
A l l D a t a w e b -b a s e d m a n u a l s
Ca t e r p i l l a r w e b -b a s e d m a n u a l s
Ve n do r tr a in in g c la sse s
P a r ts e m pa th y tr a in in g
MS D S t r a i n i n g
Ha z a r do u s ta n ke r lic e n se
Disa ste r r e spo n se
F a s t e r s o ft w a r e
An n u a l bu dge t in pu t
Mo b i l e fu e l t r u c k c o m p u t e r
T h r e e -y e a r b u s i n e s s p l a n
An n u a l o pe r a tin g bu dge t
P e r so n a l m issio n sta te m e n t
P e r so n a l de v e lo pm e n t pla n go a ls
Le a d e r s h i p S u c c e s s i o n P l a n n i n g
Co r e t a s k m a t r i x c r o s s -t r a i n i n g
Na p o l e o n i c c o m p l e t e d s t a ff w o r k
F u e l Ma s t e r Co n fe r e n c e
Co n fl i c t r e s o l u t i o n e x e r c i s e s
Le a d e r s h i p T e a m r e t r e a t
F LA GF A c o n fe r e n c e s
Cu s t o m e r s e r v i c e
Ne t w o r k i n g
I n n o v a t i o n /Cr e a t i v e t h i n k i n g
Mo t i v a t i o n a l s e m i n a r s
S u p e r v i s o r y / H .R .
Le a d e r s h i p /V i s i o n b o o k s
Em p a t h i c l i s t e n i n g
A .P .W.A . t r a i n i n g
F a s t e r Co n fe r e n c e
NA F A Co n fe r e n c e
Le a d e r s h i p s t y l e s e x e r c i s e s
Li fe Le a r n i n g I n s t i t u t e
CD L T h i r d P a r t y T e s t e r
A l t e r n a t e fu e l s
Disa ste r r e spo n se
Site v isits
P a r t s A .S .E. m o d u l e s
Ac c o u n ts pa y a ble
P e r so n n e l HR c la sse s
Em p a t h i c l i s t e n i n g
Cu s t o m e r s e r v i c e
Sy n e r gy
F a s t e r s o ft w a r e
An n u a l o pe r a tin g bu dge t
F u e l Ma s t e r c r o s s t r a i n i n g
T h r e e -y e a r b u s i n e s s p l a n
Disa ste r r e spo n se
T e c h n i c i a n A .S .E. m o d u l e s
T e c h n i c i a n A .R .F . m o d u l e s
F o r d w e b -b a s e d t r a i n i n g
R in g P o w e r tr a in in g m o du le s
On e Me c h . Co n c e p t t r a i n i n g
S a fe t y t o p i c s
C.D .L. l i c e n s e
V i s a P -c a r d
Ne w e m p l o y e e o r i e n t a t i o n
Ce l e b r a t i o n p i c n i c
Mo b i l e t e c h . w o r k s t a t i o n
*I t e m s i n b l u e fo n t i n d i c a t e n e w t r a i n i n g i n i t i a t i v e s .
Leadership Succession Plan
FLEET MANAGEMENT
LEADERSHIP SUCCESSION PLAN
(Second Draft)
Position Vacancy Forecasting
1. Identify all projected position vacancies for the next 5
years (make chart).
2. Prioritize forecasted vacancy list by projected severance
date.
3. Prioritize forecasted vacancy list by critical positions.
4. Budget estimated severance pay amounts for each
appropriate year.
Position Successor Planning
1. Determine if vacancy can be deleted or managed for a
period of time.
2. Determine if vacancy should be under-filled or
equivalently filled.
3. Have Leadership Team determine present and future
core competencies of each vacated position.
4. Have Leadership Team list desired leadership traits for
each vacated position.
5. Form a Human Capital Council (HCC) to identify
possible Leadership Successor Candidates (LSC).
6. Have HCC create a LSC pool.
Position Successor Selection
1. Have HCC identify core competency gaps of each LSC.
2. Have HCC create LSC Individual Development Plan
(IDP) to bridge core competency gaps and stimulate
personal development.
3. Have HCC create LSC assessment and selection criteria.
4. Have HCC make final selection of Leadership Successors
from LSC pool.
Leadership Successor Training (To become a part of FM Training
Master Plan)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Implement coaching and mentoring programs.
Develop an evaluation plan for each Leadership Successor (LS).
Evaluate each LS IDP progress.
Have LS engage in shadowing assignments of supervisors 1 and 2
levels above him/her.
Books can be checked out of FM learning library.
Each LS will attend C.A.M.P. training class.
Each LS will attend Supervisor 101 class.
Each LS will attend Leadership 101 class.
Each LS will perform Napoleonic completed staff work problem
solving exercises.
Fishbone approach to problem solving will be taught to each LS.
Stretch assignments will be performed by each LS.
Copy of FM business plan will be provided and discussed with
each LS.
Set super-ordinate goals linking individual performance to
division performance.
Recognition program for Leadership Successors will be
developed.
Core Task Cross-training Matrix
Service Analysis
*Items in red are Priority # 1
Employees
George B Doug Michele George C Hon Glenn Sue Susan Nicki
Wanda Jim Inv C. S. (4)Brian Mechanics (6)
Body (2) Lube Ted HS Mechanics () Robert L/F Mechanics ()
Field
Garage Division
1. Perform all prev. maint.and repairs on cty fleet of 2,130 veh.
2. Debrief customers and perform diagnosis of veh.
3. Test drive vehicles
4. Maintain Job order data base
5. Work with Auto Parts div to obtain parts.
6. Handle Customer Complaints
7. Track ASE certifications
8. Prioritize mechanical repairs and assign duties
9. Perform Quality control checks
10. Coordinate prevenative maintenance programs
11. Maintain warranty information on fleet
12. Open job order to capture labor,parts,and commercial charges
13. Review job orders for accurate info
14. Review charge discrepencies with customers (and issue credit).
15. Consult with other dept. uses of fleet system.
16. Maintain the wash bay
17. Open Work Orders
18. Maintain Indian Lake complex gates and fences
19. Inspect all new vehicles for spec. compatibility
20. Provide weekend on-call mechanic/parts.
21. Make new vehicles ready for service.
22. Pickup and deliver vehicles to sublet vendors.
23. Change work order status to parts, vendors, finished.
24. Maintain the fuel sites
25. Perform field service calls to repair vehicles (Fire, Beach, R&B).
26. Diagnose and outsource vehicle repairs to vendors.
27. Send vehicle components to vendors for repair/rebuild.
28. Dispatch tire or wrecker service vendors when needed.
29. Answer phones
30. Auction (Decommission surplus vehicles/remove equipment)
31. Field Service Fueling vehicles/equipment
32. CDL Third Party Testing
33. Generator PM and Load Bank Testing
34. Coordinate Dielectric Testing of Aerial Bucket Trucks
35.Fuel Pool vehicles
36. Supervise Inmates
37. Make new vehicles ready for service, i.e, lic. Plate, decals, lights, equip.
Darren
Darren/John
Bob/Ken/Jim
Richard/Harold
Richard/Harold
Bob/Gaylon
Bob/Ken/Gaylon
Ray O
Richard/Harold/RayO/Billy
Gus
Fuel
Darren
Darren
Darren
Darren
Bob/Jim
Darren
Darren
Darren
All except Willy
Darren
Darren
Darren
Darren
Darren
Wes/Darren
Russ/Wes
Bob/Jim
Bob/Jim
Bob/Jim
Wes
Russ/Wes
All except Willy
Harold/Ray O
All except Willy
All except Willy
Fueling
Circulating in New Circles
To move from casual acquaintances to become trusted friends, you must move beyond
conversation and into inspiration. You’ve heard of a venture capitalist. You need to be a
venture enthusiast. You need to invest in people’s emotions; to stimulate their intellect; to
ignite their passions.
Inspire others by:
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Taking the initiative to make a good first impression.
Making eye contact with your whole body (like a giant Cyclops).
Restating their name and engaging them with probing questions.
Listening first. Speaking last. Not interrupting.
Focusing on what they are saying not on your next response.
Showing an interest in what they are saying.
Restating what they said and reflecting their feelings.
Never giving advice (unless they put you in a headlock and demand it).
Asking open-ended questions to keep the ball in their court.
Waiting for them to stop talking or to ask you a question.
Drawing Others Into Your Circles
To make new friends use the Iceberg Approach:
I nitiative for follow up contacts. Create a relationship data base with personal facts for
reference.
C asual conversation leading into subjects of substance. Look for ways to help them.
Add value to them to become a valuable friend.
E mpathic listening focused on learning the other person’s perspective. Never share
your perspective first.
B e Quiet. Wait for them to ask you a question.
E ngage them with probing questions. Don’t be thinking about what to say. Think about
the next question to ask.
R espond only to their questions or to their silence. Don’t unload your entire life history.
Play the Mystery Game.
G ratitude – Expressing gratitude always breaks the ice & breaks down relationship
barriers.
If you don’t listen empathically, focus on others, and express gratitude, the relationship will never deepen
past the tip of the iceberg.
Drawing Others Into Your Inner Circle
To develop deep relationships from friendships, use the Camp Fire Approach:
C onfidence – Keep sensitive or personal information in confidence.
A ttitude – It is you attitude and not your aptitude that determines your altitude in life.
Many people suffer from psycho sclerosis; the hardening of the attitude.
M ake more emotional deposits than withdrawals. Give more than you get.
P lan – for birthdays, celebrations, special events. Create a personal data base to jog
your memory.
F riend – Henry Ford: “My best friend is the one who brings out the best in me.”
I ntegrity – Socrates: “The key to greatness is to be in reality what we appear to be.”
Integrity is having no credibility gap between our words and actions. If people
understand me, I’ll get their attention. If they trust me, I’ll get their action.
R ecognize – Be sensitive to attitude changes. Ask if every thing is O.K. or if you can
help. One of the tests of leadership is to recognize a problem before it becomes an
emergency.
E ncourage – Write thank you notes. Listen to and help with problems. Make hospital
visits. Ask the difficult questions. Encouragement is the oxygen of the soul.