Transcript Inside Out Leadership Foundational Habits for Effective Human Resource
Inside Out Leadership
Foundational Habits for Effective Human Resource Leadership
Why do we start on the inside?
Daniel Goldman – Emotional Intelligence Self Awareness
Emotional self-awareness Accurate self-assessment Self confidence
Stephen Covey – Private Victory
Proactivity Begin with the end in mind First things first
Peter Senge – Personal Mastery
Capacity for personal growth and learning Clarify what is important to us Continual learning helps to see current reality more clearly
Roland Barth – Reflection
Reflecting in practice Reflecting on practice
Warren Bennis
You are your own best teacher Accept responsibility, blame no one You can learn anything you want to learn True understanding comes from reflecting on own experience
Profile
Knowledge (what to, why to) HABITS Skills (how to) Desire (want to) EFFECTIVE HABITS Internalized principles and patterns of behavior
Seven Habits
Habit 7: Sharpen the Saw Foundational Principles: 1. Effectiveness 2. Emotional Bank Account Seek First to Understand Then to Be Understood
INTERDEPENDENCE
Habit 5: PUBLIC VICTORY Habit 6: Synergize Habit 4: Think Win-Win
INDEPENDENCE
Habit 3: Put First Things First Habit 1: Be Proactive PRIVATE VICTORY Habit 2: Begin with the End in Mind
DEPENDENCE
Reflective on Effective
Effectiveness can be defined as… I feel effective when… I feel ineffective when… A person that I know who is effective is ________________. He/she is effective because… Pair share
Foundational Principle 1
Effectiveness: How do you define effectiveness?
Getting things done?
Covey’s idea of effectiveness: Getting things done while maintaining your assets P/PC Your production is based on your production capacity
P/PC Balance: The Principle of Effectiveness
Effectiveness is a balance of two things: Production The desired results produced (the golden eggs, or P) Production Capability Maintaining, preserving, and enhancing the resources that produce the desired results (the goose or PC)
Your P/PC Balance
Physical Financial Mental Human Spiritual
What have you sacrificed in order to work towards your degree/certification?
What assets have been impacted and in what way?
Stephen Covey
Dimensions of Renewal
Physical Human (Social/Emotional) Mental Spiritual
Dimensions of Renewal
Physical
Healthy Habits Stay Fit
Build a Healthy Diet
Use Positive Ways to Deal With Stress
Get Proper Sleep/Rest Mental
Learning
Developing Skills
Nurturing Talents
Expanding Horizons
Gaining Insights
Producing (poetry, papers, pictures) Human (Social/Emotional)
Relationships
Build New Friendship
Service
Making Deposits in the Emotional Bank Accounts of others Spiritual
Meaning Making
Inspiration
Purpose
Mission
Vision
Physical
Healthy Habits Stay Fit
Build a Healthy Diet
Use Positive Ways to Deal With Stress
Get Proper Sleep/Rest
Human (Social/Emotional)
Relationships
Build New Friendships
Service
Making Deposits in the Emotional Bank Accounts of Others
Mental
Learning
Developing Skills
Nurturing Talents
Expanding Horizons
Gaining Insights
Producing (poetry, papers, pictures)
Spiritual
Meaning Making
Inspiration
Purpose
Mission
Vision
1. What things have you experienced that have caused P/PC imbalances among staff?
2. What assets are important to preserve within a school? Why?
3. What can a school leader do to help maintain an appropriate P/PC balance in a school organization?
4. Is there a relationship between a school leader’s P/PC (or school leadership team) and the P/PC balance of a staff?
Emotional Bank Account
Emotional Bank Account: The amount of trust we have in a relationship.
Deposit increase trust.
Withdrawals decrease trust.
Each day we are… making deposits making withdrawals keeping the status quo When withdrawals exceed deposits then we have overdrawn the account.
Stephen Covey
Foundational Principle 2
Building trust: How do you build trust?
Covey’s metaphor for building trust.... “emotional bank account” Personal bank accounts translate into organizational bank accounts
Personal Trustworthiness
Character and Competence
Character
A person with high character exhibits integrity, maturity, and an Abundance Mentality.
Competence
A person with high competence has knowledge and ability in a given area.
Trust Trustworthiness Character Competence
What do good leaders do to build trust in their organization?
What are trust busters?
Coaching Relationships
Trust Builders Trust Busters
Coaching Relationships
Trust Builders Is accessible and available.
Behaves consistently.
Shares experience when appropriate.
Acts non judgmentally.
Shows respect for people.
Trust Busters Does not return calls or keep in touch.
Is unpredictable or erratic.
Chooses not to be open.
Criticizes frequently.
Is threatened or competitive with others.
Coaching Relationships
Trust Builders Maintains confidentiality.
Listens.
Admits errors and mistakes.
Shows interest in others.
Is sensitive and aware of feelings of others.
Trust Busters Divulges a confidence.
Talks too much.
Fails to disclose errors and mistakes.
Demonstrates.
Is task oriented and business-like.
Coaching Relationships
Trust Builders Follows through.
Continuously builds competence.
Pays attention.
Trust Busters Does not keep commitments.
Appears to have nothing to learn.
Needs attention.
A need to fix others.
Listening Traps
Tuning out Concentrating on the impression you are making Jumping to conclusions Interrupting
Listening Traps
Failing to make eye contact Showing disinterest Rushing the conversation Getting ahead of the speaker
Foundational Principle 2
Share a deposit that was made in your EMB that made a difference in your life.
“We first make our habits, then our habits make us.” - Stephen R. Covey
Habit 1:
Proactive Behavior Proactive people use the margin of freedom to make choices that best apply their values. Their freedom to choose expands as they wisely use the space between stimulus and response.
Viktor Frankl
Proactive Behavior
Stimulus Response
FREEDOM TO CHOOSE ACCORDING TO VALUES
Reactive Behavior
Reactive people allow outside influences (moods, feelings, or circumstances) to control their responses.
Stimulus Response
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Proactive and Reactive Language
Here’s an idea If only There’s nothing I can do I choose to go Forget about it I have to go Let’s explain some alternatives I can I have to do this
“ I t’s not what people do to us that hurts us. In the most fundamental sense it is our chosen response to what they do to us that hurts us.”
- Stephen R. Covey
“ N othing can make you feel inferior without your consent.”
- Eleanor Roosevelt
Theories of Determinism
Reactive people blame their attitude and behavior on things they think they cannot control. They respond to stimulus, often attributing their behavior to three determinants: Genetic- traits we inherited Psychic- our upbringing Environmental- our surroundings
The Four Human Endowments
Self-Awareness Imagination
Examining thoughts, moods, and behaviors
Conscience
Understanding right and wrong, and following personal integrity Visualizing beyond experience and present reality
Proactive people exercise four endowments.
Independent Will
Acting independent of external influence
Describe a time you used one or more of the Four Human Endowments
Focusing on the Circle of Influence
Circle of Influence
A person’s Circle of Influence includes those things he or she can affect directly.
Circle of Concern
A person’s Circle of Concern comprises all matters about which he or she cares.
Circle of Influence
“ Y ou can choose your actions, but you cannot choose the consequences. They are governed by natural laws or principles.”
-Stephen R. Covey
Stephen Covey
Habit 2: The End in Mind
Mental creation precedes physical creation Personal Mission Statement is a vehicle to guide us to what we want to have, do and be.
Habit 2: The End in Mind
Example: My Mission
To live my life ever aware that who I am is as much what others see as it is what I believe.
To live my life without excessive indulgences, aware that my mind and my body are my true assets.
To love my family with many indulgences, aware that they are my only treasures.
To deal with others with honesty and integrity, tolerance and compassion, evenness and consideration.
To dedicate my remaining years to helping others find purpose in their lives, ensuring that my influence on others is consistent with my values and principles.
To teach others that which I believe to be right in both the personal and professional stream, yet never presume that my way is the only way.
To live my life on purpose and with purpose and use up all my potential.
Habit 3: First Things First
“Those things which matter most must never be at the mercy of those things that matter least.” - Wolfgang von Goethe
Stephen Covey
Time Management Matrix
URGENT I
•Crises •Pressing problems •Deadline-driven projects,
meetings, preparations
•Interruptions, some telephone calls •Some mail, some reports •Some meetings •Many proximate, pressing matters •Many popular activities
NOT URGENT
•Preparation •Prevention •Values clarification •Planning •Relationship building •True re-creation •Empowerment •Trivia, busywork •Some telephone calls •Time wasters •“Escape” activities •Irrelevant mail •Excessive TV
II The best use of our time focuses on the quadrants that emphasize importance (Quadrants I and II). Building relationships, planning, and preparation are all Quadrant II, PC activities.
III IV