Teachable Point of View. Core Values and Leadership
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The document outlines a leadership philosophy centered on self-awareness, core values, and the importance of emotional intelligence in leadership. It emphasizes that effective leadership involves fostering genuine relationships, maintaining integrity, and managing commitments through a balanced say/do ratio. Additionally, it introduces frameworks for team dynamics, decision-making, and the significance of clear communication in achieving collective goals.
Teachable Point of View. Core Values and Leadership
- 1. from the Teachable Point of View of Michael Rainwater Mail: michael@rainwater.me LinkedIn : http://www.linkedin.com/in/mrainwater/
- 2. What is a TPOV Leadership starts with your inner voice • What is really important to me? • What gives me passion, meaning and purpose in my life? Now, lead from that voice using your core values as a guide. 2
- 3. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. Leadership is an attitude, not a routine or a position in the company. Noel Tichey The Cycle of Leadership 3
- 4. Ideas E3 Values 4
- 5. Ideas what Ideas Understand what we do to make money and win in the marketplace Provide an Intellectual Framework E3 Values 5
- 6. Values how Ideas Guide behaviors to put our business ideas in practice? Provide an Ethical Framework E3 Values 6
- 7. Emotional Energy Ideas Energize the team to maximize performance & work satisfaction Take care of Associates who take care of our Guests E3 Values 7
- 8. Edge Ideas Resolve Issues and strengthen relationships Display Courage to make the best decisions while respecting people E3 Values 8
- 9. Ideas E3 Values 9
- 10. Leaders operate best when managed at Level of Initiative (LOI) level 5 Leaders follow the preferred plan without authoritative direction Leaders display integrity in their intentions and actions Leaders develop Leaders 10
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- 12. 1. Wait until told what to do 2. Ask what to do 3. Recommend an action, then with manager approval, implement it 4. Take independent action but advice manager at once. 5. Take independent action and update through routine procedure. 12
- 13. 1. I would like to know before any production changes are made, and have the opportunity to approve or ask questions. 2. Everyone on the team is encouraged to enter issues in JIRA, self-assign, and add to the next or future versions (not the Sprint). 3. Issues can only be added to the Sprint with management approval. 4. Special requests from marketing must be discussed and approved prior to commitment. 13
- 14. 1. What principles can we take from this? 2. How do we respond to these ideas? 3. How does this reflect on our personal leadership? 4. How is this related to a commitment to excellence? 14
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- 16. The Say : Do Ratio • ΔS > 0 Broken Commitments • ΔD > 0 Hidden Agenda Desired ratio: • S : D = 1 The ratio of “Say” to “Do” is 1 16
- 17. How to get S:D=1 1. First make commitments (Say), Then keep commitments (Do) 2. Keep your stakeholders informed 3. Don’t avoid commitments. (S > 0) 4. Self-imposed deadlines are deadlines 17
- 18. Ladder of Inference We believe because We decide because We assume because We interpret because We select because We observe We act because Actions Beliefs Conclusions Assumptions Interpreted Reality Selected Reality Reality & Facts 18
- 19. Early disagreement is encouraged The team must unite behind a single goal The team must consider Say : Do ratio Team success is built on individual contribution 19
- 20. 1. What is expected of a leader? 2. Do my commitments matters? 3. What if I know better than everyone else? 4. How is Say/Do related to respect? 20
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- 22. What we do when no one is looking What we do when everyone’s looking What we do when it’s difficult 22
- 23. 1. How is the say/do ratio useful in measuring integrity? 2. How does the statement disagree and commit relate to integrity? 3. How does effort without delivery fit into the discussion of integrity? 23
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- 25. Deliberate Thoughtful Selective Goal Oriented Timely Focused Mentoring Model Share Listen Encourage Redirect 25
- 26. 1. How is the say/do ratio useful in measuring integrity? 2. How does the statement disagree and commit relate to integrity? 3. How does effort without delivery fit into the discussion of integrity? 26
- 28. GRPI (`gripē) Goals Goals clearly define the objectives. Usually conform to SMART approach (specific, measurable, attainable, relevant, and timely). Roles Roles define how each member contributes to the team objective. Process Process is essential to the team’s effectiveness and must be understood explicitly or implicitly. Interpersonal Interpersonal rules of engagement ensure open communication, encourages discussion, and promotes creativity. 28
- 29. Monkey Business: Are You Controlling Events or Are Events Controlling You? (by William Oncken) The Cycle of Leadership (by Noel Tichy) Thou Shall Prosper: Ten Commandments for Making Money (by Daniel Lapin) Lion of War series (by Cliff Graham) Navigating Change: A field guide to personal growth (by W. Gary Gore) 29 Latest