MGT 4590

5 Subtle ways to ruin your career; David Young

1. Create a toxic network (ruining connections to get to the top) 2. Delay your "self-awareness" update (need to continually improve yourself, so you don't slow down) 3. Start a revolution (attacking the boss, public humiliation) 4. Take a silent vow.. (refuse to build relationships, don't seek mentorship) 5. Give yourself a coronation (arrogance)

Example of Short Answer Define and Illustrate the Hedgehog concept

3 circles: what are you deeply passionate about what drives your economic engine what you can be the best in the world at where those 3 circles overlap is where you BHAG fits discipline, budget, consistency

Phillips Chapters 4-6

4: persuade rather than coerce, discourage formal grievances, persuade your subordinates to compromise whenever you can, use force only as a last resort 5: Honesty and integrity are the best practices, give your subordinates a fair chance with equal freedom and opportunity for success, when you reach the top, turn and reach down for the person behind you, you must be consistently fair and decent 6: never act out of vengeance or spite, have malice toward none and charity for all, never crush a man out thereby making him and his friends permanent enemies of your organization, no purpose is served by punishing merely for punishments sake

Example of Short Answer Name the 5 levels that compromise collins description of level 5 hierarchy

5 different levels of leaders: level 1: highly capable individual level 2: contributing team member level 3: competent manager level 4: effective leader level 5: great leader tips to become a level 5 leader: Develop humility Ask for help Take responsibility Develop discipline Find the right people Lead with passion

Reading Presentations Good to Great chapter 6-8

6: a culture of discipline, ex: holding individual employees accountable for "every item of cost, income, and investment" it was used o encourage employees to work creatively, by giving them clear markers of success and free rein to decide how to achieve that success 7: Technology Accelerators, good-to-great companies often became pioneers in the use of technology, when that technology ties closely to their hedgehog concepts 8: The Flywheel and the doom loop, a heavy metal disk that must be pushed slowly and steadily, over and over, before it eventually builds up the momentum to race forward under the force of its own weight. Though the results are remarkable, it's impossible to say which small push was the one that caused the momentum; rather, the combination of all the little actions is the key factor. this process of "buildup and breakthrough" appears in the transformations of each of the good-to-great companies. the doom loop: These companies often tried to use new programs to motivate employees and jump straight to the breakthrough phase, only to change course when the breakthrough didn't occur

**What is Power** Power and Influence, 20 principles, 7 sources, 7 ways to keep power; Wayne Boss

7 Sources: position reward coercive info expertise charisma referent most important: referent then reward least: coercive then position 20 Principles: potential value-loaded term not equal most don't understand interrelated cumulative naive historical no absolute power one way means control fragile most people abuse power never use more than you need great motivator power-sharing is empowering admitting mistakes forgiveness is empowering one on one basis 7 ways to keep power: persuasion patience gentleness teachable kindness accurate information reprove (reprimand) then love

Reading Presentations Lincoln on Leadership chapter 7-10

7: make consistency one of the main cogs in the machinery of the org, don't surrender the game leaving any available card unplayed, come to grips with the paradox of employment security & risk-taking 8: exercise a strong hand

Lewin. Group decision and social change.

8 Major Findings: 1. An induced force becomes an 'own' force 2. Reference Group 3. Gate 4. Gatekeeper 5. Rational Social Management 6. Psychological Nature of Decisions 7. Quasi-Stationary Equilibrium 8. Force Field Analysis

LIFO

An Inventory of Personal Behavioral Preferences results are 4 different behavioral styles: Supporting Giving (need to be valued) Controlling Taking (need to be competent) Conserving Holding (need to be informed) Adapting Dealing (need to be liked) in the circle there are 4 words around it top: people bottom: task left: reflective right: active

Force Field Analysis

An analysis of the driving and restraining forces the forces are given a number as to how much it affects from strong to moderate to weak the goal is to turn the restraining forces into driving forces by increasing the driving forces and decreasing the restraining forces

Jo-Hari Window (personnel relations survey)

Assesses the communication practices of managers. Used for communication and relationship building with managers, supervisors, and team leaders. 4 areas: 1- arena 2-blindspot 3-facade 4-unknown x-axis: feedback (known to self --> unknown to self) y-axis: exposure (know to others --> unknown to others) 3 types of people: Type C Type A Type B

BHAG

Big Hairy Audacious Goal "clear and compelling and serves as a unifying focal point of effort...it engages people—it reaches out and grabs them in the gut. It is tangible, energizing, highly focused. People 'get it' right away; it takes little or no explanation"

Covey, Habit 6: Synergize

It is the idea that the whole is greater than the sum of the parts like one plus one equals three, or six, or sixty-you name it means "two heads are better than one."

Humes. Speak Like Churchill, Stand Like Lincoln: 21 Powerful Secrets of History's Greatest Speakers

Power Pause Power Opener Power Presence Power Point Power Brief Power Quote Power Stat Power Outage Power Wit Power Parable Power Gesture Power Reading Power Poetry Power Line Power Question Power Word Power Active Power Dollar Power Button Power Closer Power Audacity

Example of Short Answer Define single, double, and triple-loop learning, as described by Austin in his paper about branch rickey and the Brooklyn dodgers

Single Loop Learning is about making adjustments to correct a mistake or a problem. It is focused on doing things right. Causality might be observed but typically is not addressed (focuses on the action) Double Loop Learning is identifying and understanding causality and then taking action to fix the problem. It is about doing the right things (expands the domain of learning to include an examination of the individuals governing values and guides the actions.) Triple Loop Learning goes even deeper to explore our values and the reasons why we even have our systems, processes and desired results in the first place. It is about trying to ascertain an understanding of how we make decisions that frame our work (seeks to uncover the social traditions and norms that inform the individuals governing values, it identifies and links tradition systems with actions)

Ludwig & Longenecker. The Bathsheba Syndrome: The ethical failure of successful leaders

There are many examples of good, respected, successful leaders, men and women of intelligence, talent, and vision who suddenly self-destruct as they reach the apex of their careers Most cases are usually gross violations, which the leaders know are wrong while in the act of perpetration, but they mistakenly believe they have the power to conceal Most of these leaders are men and women of generally strong principle who have built careers based more on service than self-gratification

Boss. The PMI as an intervention.

a regular private meeting between the leader and each of the people who report to him or her detailed notes are taken, both parties receive a copy of them first few minutes of each meeting are spent as follow up from the previous meeting the last few minutes of each meeting are spent reviewing the actions generated during this meeting multiple benefits like preventing the regression, improve org climate and group effectiveness, improve quality of communication

Covey, Habit 3: Put First Things First

about life management as well-your purpose, values, roles, and priorities. it also deals with time management

Philips, Keep Searching Until You Find Your Grant

choose as our chief subordinates those people who crave responsibility and take risks go out into the field with your leaders, and stand or fall with the battle if the employees gripe about one of your chief supervisors and the complaints are true, do not be afraid to remove him give your followers all the support you can provide your managers a 3-5 month grace period if they don't perform adequately ease them out of power gradually

Level 5 Leadership; Collins

display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves

Reading Presentations Lincoln on Leadership chapter 1-3

get out of the office and circulate among the troops forming good alliances persuade rather than coerce

First Who...Then What; Collins

if you begin with "who," rather than "what," you can more easily adapt to a changing world. If people join the bus primarily because of where it is going, what happens if you get ten miles down the road and you need to change direction? You've got a problem. But if people are on the bus because of who else is on the bus, then it's much easier to change direction: "Hey, I got on this bus because of who else is on it; if we need to change direction to be more successful, fine with me." if you have the right people on the bus, the problem of how to motivate and manage people largely goes away. The right people don't need to be tightly managed or fired up; they will be self-motivated by the inner drive to produce the best results and to be part of creating something great. if you have the wrong people, it doesn't matter whether you discover the right direction; you still won't have a great company.

Zand, Trust and managerial problem solving. Administrative

it is useful to conceptualize trust as a behavior that conveys appropriate information, permits mutuality of influence, encourage self-control, and avoids abuse of he vulnerability of others in low-trust groups, interpersonal relationships interfere with and distort perceptions of the problems in high-trust groups there is less socially generated uncertainty and problems are solved more effectively mutual trust or mistrust, among members of a group, are likely to be reinforced, unless there is marked or prolonged disconfirming behavior a social phenomenon, trust, can significantly alter managerial problem solving effectiveness

Covey, Habit 5: Seek First to Understand, Then to Be Understood

it's important to understand the needs of others and listen to them first rather than see how their situation and story can relate back to you and your experiences

Covey, Habit 1: Be Proactive

its about taking responsibility for your life Proactive people recognize that they are "response-able." They don't blame genetics, circumstances, conditions, or conditioning for their behavior. They know they choose their behavior They work on the things they can do something about

Covey, Habit 2: Begin with the End in Mind

means to begin each day, task, or project with a clear vision of your desired direction and destination, and then make an effort to make things happen and reach your goal

Covey, Habit 7: Sharpen the Saw & Inside-Out Again

preserving and enhancing the greatest asset you have-you It means having a balanced program for self-renewal in the four areas of your life: physical, social/emotional, mental, and spiritual. As you renew yourself in each of the four areas, you create growth and change in your life it keeps you fresh so you can continue to practice the other six habits.

Confront the Brutal Facts; Collins

productive change begins when you do this leadership is also about creating a climate where the truth is heard and the brutal facts are confronted

FIRO B

provides a score that is used to estimate how comfortable an individual is with a specific behavior. The test includes three main areas: Inclusion Control Affection Each area is also modified by two further factors: Expressed Behavior Wanted Behavior Expressed Behavior is related to how comfortable we feel about exhibiting a behavior toward other people. Wanted behavior, on the other hand, is related to the level we want other people to exhibit a behavior toward us.

Covey, Habit 4: Think Win/Win

sees life as a cooperative arena, not a competitive one it is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. it means agreements or solutions are mutually beneficial and satisfying.

Covey, Paradigms & Principles

the mental maps that we use to describe the world around us. They are the lens that each of us uses to understand everyone and everything They also deal with our views and our mental perspective due to to the actions done around us A paradigm shift is the change in one's perspective concerning the way we perceive things time experimented values that have worked through the ages regardless of social context. Values such as "seek first to understand, then to be understood" They are not quick fixes, not something that you learn and execute over night. They are values that you must work on and master in order to become effective

hidden crocodiles

things that don't seem so bad and then change your life forever Financial Bondage Addictions Not Understanding Power Unclear values Flirting with danger relying on first appearances trying to do it all consequences don't let weaknesses define you

Integrity = Alignment + Engagement; John Baker

two branches off alignment and engagement Alignment= values, intent Engagement= capabilities, results does your values align with company? do you share the mission? do you have the time, tools, training? have you shown results through your work? having all of those means you have organizational integrity

Good is the Enemy of Great; Collins

when people settle for good enough as their highest level of effort then that is when good becomes the enemy of great it stops you from reaching great because you settled

Phillips, Encourage Innovation

when the occasion is piled high with difficulty, rise with it, think anew and act anew don't lose confidence in your people when they fail let our subordinates know that you are always glad to have their suggestions if you never try, you'll never succeed remember that the best leaders never stop learning avoid "yes" men be quick and decisive at employing new advances