Leadership and Personal Development Final Exam
check the ego (EO)
confident, not cocky, willing to learn from every possible source; acknowledge ego as an emotion, or chemical, not a valid center
principle 2 - we can see others as objects or people
inward mindset: 1. obstacles- they are in the way, stop us from getting what we want 2. vehicles- they are necessary, they help us get what we want 3. irrelevancies- their presence does not matter to us outward mindset: 1. needs 2. objectives 3. challenges
servant leadership
is servant first. . . . It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead Empowering and developing people
mulitplier
not only gets his/her peoples best performance, but even grows that performance, such that person finds themselves giving more than they thought they could
cue
notifies the brain which habit to use
cover and move (EO)
remove us vs. them mentality; break down silos, unify the purpose
Active management by exception
in which managers anticipate problems, monitor progress, and issue corrective measures
authentic leadership
"there may be much more to authentic leadership than just being true to oneself"
industrial
(Assembly lines Set hours Exact work) leadership based on overseership
agriculture
(Manual labor Long hours Seasonal fluctuations) leadership based on experience with the work
three feedback triggers
1. truth- this is regarding facts and stories, and it triggered when the feedback seems incorrect 2. relationships- this is regarding the relationship you have with the feedback, can be triggered either when the person giving feedback is not in a position to give you feedback 3. identity- regarding the relationship with yourself (especially triggered when you dont have a growth mindset)
hedgehog concent
1. what can you be the best in the world at? 2. what drives you economic engine? 3. what are you passionate about?
difficult conversations are 3 conversations:
1. "what happened"- facts and stories 2. "feelings"- best way to diffuse an emotion is to validate 3. "identity"- what does this say about you/them
4 disciplines of execution
1. Wildly important goals 2. act on lead measures 3. keep a compelling scoreboard 4. create a cadence of accountability
types of feedback
1. appreciation- thank you. this means a lot to us. 2. evaluation- you did a good job. this is A work. 3. coaching- swing a little higher
3 pillars of intrinsic motivation
1. autonomy- ability to choose your own direction 2. purpose- knowledge that the work is larger than just yourself 3. mastery- belief that there is an opportunity to grow
i dont have to make everything all better- 6 principles
1. be an effective communicator 2. leave the responsibility where it belongs 3. acknowledge emotions 4. develop the art of listening 5. find the right time to teach 6. learn the effective validating phrases and questions
Leadership Levels (good to great)
1. highly capable individual 2. contributing team member 3. competent manager 4. effective leader 5. level 5 executive
outward mindset principles
1. mindset drives behavior, which then drives behavior 2. we can see others as objects or people
outward mindset patterns keeps you in the outward mindset
1. see others- have respect, put yourself in their shoes, try to understand their wants and needs 2. adjust effort- naturally adjust efforts in response to what you have seen 3. measure impact- because you care about the person, you'll want to know how your behaviors are helping or hurting
always start a difficult conversation from the ...
3rd story
principle 3 - acknowledge emotions
4 basic emotions (mad, glad, sad, afraid) listen to their feelings and needs
principle 6 - learn the effective validating phrases and questions
Be a little creative in your validation as you follow the persons lead -> they need to know you are really with them. Help others with their problems instead of solving them yourself. stop starting sentences with why.
scrum master functions
Coach. Facilitate meetings, conversations, and improvements Protector. Runs interference so the team can remain focused Servant leader. Leads without authority and puts the team first Agile advocate. Reinforces agile principles throughout the organization
learning worker age
How fast can you find and use new information? leadership based on ability to explore and integrate
fixed mindset (mindset)
a belief that your qualities are carved in stone, you only have a certain amount of intelligence, a certain personality, a certain moral character
knowledge worker age
Knowledge is prime Mentor work. leadership based on ability to coordinate
principle 4 - develop the art of listening
No matter how nice the comment is preceding the word "but" the comment following it is what will be remembered. Get rid of the but in your conversations, they nearly always invalidate whatever validation you previously gave. The eye including clues concerning what is going on emotionally within that person. One of the greatest compliments you can give another person is your complete attention
principle 2 - leave the responsibility where it belongs
No one has the power to change past events, people will look to take advantage of people that over-willing to help
principle 5 - find the right time to teach
Time to teach when you are in control of your emotions, not in the heat of the moment. Some questions are not looking for an answer
principle 1 - be an effective validator
Validation is the act, process, or instance of confirming or corroborating the meaningfulness and relevance of what another person (or self) is feeling
growth mindset
a belief that your basic qualities are things you can cultivate through your efforts, your strategies, and help from others
charisma
a process wherein a leader influences followers by arousing strong emotions and identification with the leader
intellectual stimulation
a process wherein leaders increase follower awareness of problems and influence followers to view problems from a new perspective
Individualized consideration
a subset of behaviors from the broader category of consideration, and it includes providing support, encouragement, and developmental experiences to followers
technology is an ...
accelerator
ages of workers
agriculture, industrial, knowledge-worker, learning-worker
talent magnet
attracts talented people and uses them at their highest point of contribution
modern leadership types
authentic, ethical, servant, servant (scrum), humble
no bad teams, only bad leaders (EO)
be tolerant, enforce high standards, avoid distraction
ethical leadership
being an ethical example, treating people fairly, actively managing morality
flywheel and the doom loop
building momentum... not because of any invention or big push, but because of the daily, regular, consistent, disciplined choices
other-ish giving
care deeply about giving to others (this is core focus) and also have ambitious goals for yourself
transformational leadership
charisma, intellectual stimulation, individualized consideration
cortisol
chemical of stress and anxiety- defense
transactional leadership
contingent reward, management by exception (passive and active)
liberator
creates an intense environment that requires peoples best thinking at work
tyrant
creates an intense environment that suppresses peoples thinking and creativity
the power of habit... habit loop
cue -> routine -> reward
challenger
defines an opportunity that causes people to stretch
habit change
don't try to eliminate the entire loop, substitute new routine that has the same cue and reward (must believe you can change, in order to change)
micromanager
drives results through their personal development
debate maker
drives sound decisions through rigorous debate
drive
extrinsic < intrinsic motivation
prioritize and execute (EO)
focus on a singular problem rather than tackling multiple
takers
focus on competition and succeeding over others, like to get more than they give
Management by exception
focusing on mistakes, delaying decisions, or avoiding intervening until something has gone wrong
believe (EO)
genuine, worthy objective, not faked, understand why, communicate vision
First "who" then "what" (good to great)
get the right people on the bus, then figure out where you're going
chunking instead of sprinkling
give concertedly, in focused chunks, rather than here and there; work on your own things in the same manner
know it all
gives directives that showcase how much they know
investor
gives other people the ownership for results and invests in their success
empire builder
hoards resources and underutilizes talent
plan (EO)
humility to lean on others expertise; maximize chance of success; minimize risk
trust, but verify
if they're sincere and you're well meaning, an audit should not terrify them
principle 1 - mindset drives behavior, which drives performance
if you only change performance, not mindset then performance is not sustainable. sounds a lot like a paradigm shift
ways to change to a growth mindset
just learning about growth mindset, watch your language ("i am" ... to "i will"), focus less on the outcome (lag) and more on input (lead), find someone who has a growth mindset
leading up and down the chain of command (EO)
lead w/ why; empower all; know roles
serotonin
leadership and accountability- when others think you did well, approve of your efforts, or are working with you
oxytocin
love and trust- feelings of similarity, closeness, unity, group, touch
diminisher
lucky if they get 50% of a persons capability
don't have to agree with the feedback
make sure you understand what is being said, see a new perspective
decision maker
makes centralized, abrupt decisions that confuse the organization
pooling leadership
means a "top management team" pools
spreading leadership across levels
means different organizations tackle a problem together, some leading at some times, others taking the baton at others, using strengths as appropriate
sharing leadership
means everyone leads
lead measures
measures of the most high-impact things your team must do to achieve WIG
cadence of accountability
meet at least weekly, 20-30 minutes
keep it simple (EO)
minimize complexities; understand how roles relate; simplify for clearer game time adjustments/decisions
level 5 leaders characterized by
modesty and fearlessness (consideration and courage)
charismatic leadership
more likely to emerge when there is a crisis requiring major change or followers are otherwise dissatisfied with the status quo
multiplier is not a feel good approach
multiplier requires but also facilitates his/her peoples best work
generous tit for tat
never forget a good turn, but occasionally forgive a bad one
decisiveness in chaos (EO)
outcome is unknown, confidence amid chaos, logic, not emotion
endorphins
pain masking- the thrill you feel as you push past the difficult
intrinsic motivation =
passion aspect of the hedgehog concept
why keep a scoreboard?
people play differently when they are keeping score, determines if your on pace to achieve WIG, simple and visible
thanks for the feedback
people with a growth mindset will receive it the best- it is a skill not a trait- you can get better at it
going to the balcony is for
perspective, emotional release, organizing and preparing thoughts
routine
physical, mental, emotional response to the cue
four areas of sharpening the saw
physical, social/emotional, mental, spiritual
givers
prefer to give more than they get; pay more attention to what other people need from them than what they can get from other people
dopamine
progress and accomplishment- validation for checking checkpoints
carrot and stick
refers to offering a reward to motivate people, and if they don't respond, following up with a threat
reward
satisfying (or not) thing that helps you determine whether the loop is worth remembering/doing again
shared leadership types
sharing leadership, pooling leadership, spreading leadership, producing leadership
decentralized command (EO)
small, empowered teams; clarity on decision making authority
power of a positive no: steps
step 1: uncover your yes (what do you really want). empower your no (devise plan b). prepare the other person to say yes to your no. step 2: deliver (express your yes). assert your no. propose a yes. step 3: follow through. stay true to your yes. underscore your no. negotiate to yes.
producing leadership
the idea of deciding together where the bus is going. We work together to discover our direction and make progress to accomplish it
main theory (EO)
the leader is responsible for everything
willpower
the power of habit recommends willpower as a habit that serves a keystone habit
extrinsic motivation
the problem is accompanied with an external reward
intrinsic motivation
the problem is interesting, the activity is fun, or you want to do the task because you get personal satisfaction out of it
lag measure
the tracking measurements of WIG; by the time you receive them, the performance that drove them is already in the past
keystone habits
these habits facilitate other habits or can start a chain reaction (similar to mindset change)
discipline = freedom (EO)
they seem opposite; one discipline, leads to freedom
what is leadership?
trait, behavior, interaction pattern, role relationship, follower perception, influence over followers, influence over task goals, influence on culture
humble leadership
unconditional love/respect, consistently model, invite
matchers
want to give and take equally; pay attention to fairness, balance, justice, "tit for tat"
chunking
when the brain converts a sequence of actions into an automatic response-- is psychologically efficient
Passive management by exception
where a manager does not interfere with workflow unless an issue arises