Post on 01-Apr-2015
Haysville USD 261 Leadership Academy
first, break all first, break all the rulesthe rules
What the World’s Greatest Managers What the World’s Greatest Managers Do DifferentlyDo Differently
Haysville USD 261 Leadership Academy
Haysville USD 261 Leadership Academy
a vision for schoolsa vision for schools
"Which elements will attract "Which elements will attract only talented employees and only talented employees and
keep them, and which keep them, and which elements are appealing to elements are appealing to
every employee, the best, the every employee, the best, the rest, and the ROAD (retired on rest, and the ROAD (retired on active duty) warriors?" (p. 26).active duty) warriors?" (p. 26).
Haysville USD 261 Leadership Academy
a vision for schoolsa vision for schools
Best Rest Best Rest ROADROAD
Haysville USD 261 Leadership Academy
question #1question #1
Do I know Do I know what's expected what's expected of me at work?of me at work?
Haysville USD 261 Leadership Academy
question #2question #2
Do I have the Do I have the materials and materials and
equipment I need to equipment I need to do my work right?do my work right?
Haysville USD 261 Leadership Academy
question #3question #3
At work, do I have At work, do I have the opportunity to the opportunity to do what I do best do what I do best
every day?every day?
Haysville USD 261 Leadership Academy
question #4question #4
In the last seven In the last seven days, have I received days, have I received recognition or praise recognition or praise for doing good work?for doing good work?
Haysville USD 261 Leadership Academy
question #5question #5
Does my supervisor, Does my supervisor, or someone at work, or someone at work, seem to care about seem to care about
me as a person?me as a person?
Haysville USD 261 Leadership Academy
question #6question #6
Is there someone Is there someone at work who at work who
encourages my encourages my development?development?
Haysville USD 261 Leadership Academy
question #7question #7
At work, do my At work, do my opinions seem opinions seem
to count?to count?
Haysville USD 261 Leadership Academy
question #8question #8
Does the Does the mission/purpose of mission/purpose of my company make my company make me feel my job is me feel my job is
important?important?
Haysville USD 261 Leadership Academy
question #9question #9
Are my co-workers Are my co-workers committed to doing committed to doing
quality work?quality work?
Haysville USD 261 Leadership Academy
question #10question #10
Do I have a Do I have a best friend best friend at work?at work?
Haysville USD 261 Leadership Academy
question #11question #11
In the last six In the last six months, has months, has
someone at work someone at work talked to me about talked to me about
my progress?my progress?
Haysville USD 261 Leadership Academy
question #12question #12
This last year, have This last year, have I had opportunities I had opportunities
at work to learn at work to learn and grow?and grow?
Haysville USD 261 Leadership Academy
why do why do people people leave?leave?
Haysville USD 261 Leadership Academy
why do people leave?why do people leave?
"People leave "People leave managers, not managers, not
companies...in the end, companies...in the end, turnover is mostly a turnover is mostly a
manager issue" (p. 33).manager issue" (p. 33).
Haysville USD 261 Leadership Academy
why do people leave?why do people leave?
"An employee may join…lured by "An employee may join…lured by their generous benefits package their generous benefits package and their reputation for valuing and their reputation for valuing
employees. But it is (the) employees. But it is (the) relationship with (the) immediate relationship with (the) immediate manager that will determine how manager that will determine how
long…and how productive" (p. long…and how productive" (p. 36).36).
Haysville USD 261 Leadership Academy
why do people leave?why do people leave?
"The longer your lower-"The longer your lower-level needs remain level needs remain
unmet, the more likely it unmet, the more likely it is that you will burn out, is that you will burn out, become unproductive, become unproductive,
and leave" (p. 46).and leave" (p. 46).
Haysville USD 261 Leadership Academy
managemmanagement versus ent versus leadershipleadership
Haysville USD 261 Leadership Academy
“To manage a system effectively, you might focus
on the interactions of the parts rather than their
behavior taken separately.”Russell L. Ackoff
management versus management versus leadershipleadership
Haysville USD 261 Leadership Academy
management versus management versus leadershipleadership
We all do both; Some of us We all do both; Some of us are in roles that require are in roles that require
more management more management (achieving the vision), while (achieving the vision), while others have opportunities for others have opportunities for
leadership (setting the leadership (setting the vision)vision)
Haysville USD 261 Leadership Academy
management versus management versus leadershipleadership
"People don't change that "People don't change that much.much.
Don't waste time trying to put Don't waste time trying to put in what was left out.in what was left out.
Try to draw in what was left in.Try to draw in what was left in.
That is hard enough" (p. 57).That is hard enough" (p. 57).
Haysville USD 261 Leadership Academy
management versus management versus leadershipleadership
"The manager's function "The manager's function is to speed up the is to speed up the
reaction between two reaction between two substances, thus substances, thus
creating the desired end creating the desired end product" (p. 59).product" (p. 59).
Haysville USD 261 Leadership Academy
management versus management versus leadershipleadership
"A manager must be able to "A manager must be able to do four activities extremely do four activities extremely
well: select a person, set well: select a person, set expectations, motivate the expectations, motivate the
person, develop the person, develop the person" (p. 59). person" (p. 59).
Haysville USD 261 Leadership Academy
talentalentt
Haysville USD 261 Leadership Academy
talenttalent
Three Kinds of TalentThree Kinds of Talent• StrivingStriving
– explains the why of a personexplains the why of a person
• ThinkingThinking– explains the how of a personexplains the how of a person
• RelatingRelating– explains the who of a personexplains the who of a person
Haysville USD 261 Leadership Academy
talenttalent
"Try to identify one critical talent in each "Try to identify one critical talent in each of the three talent categories, striving, of the three talent categories, striving,
thinking, relating. Use these three thinking, relating. Use these three talents as your foundation. Focus on talents as your foundation. Focus on
them during the interviewing process. them during the interviewing process. Mention them when asking people for Mention them when asking people for
referrals. Do not compromise on them, referrals. Do not compromise on them, no matter how alluring a candidate's no matter how alluring a candidate's
résumé might appear." (pg. 102)résumé might appear." (pg. 102)
Haysville USD 261 Leadership Academy
rulesrules
Haysville USD 261 Leadership Academy
rulesrules
"Every time you make a "Every time you make a rule you take away a rule you take away a
choice and choice, with choice and choice, with all of its illuminating all of its illuminating
repercussions, is the fuel repercussions, is the fuel for learning." (pg. 115)for learning." (pg. 115)
Haysville USD 261 Leadership Academy
rules of thumbrules of thumb
1.1. Follow certain steps in terms of Follow certain steps in terms of accuracy or safety.accuracy or safety.
2.2. Standards rule.Standards rule.
3.3. Don’t let the creed overshadow Don’t let the creed overshadow the message.the message.
4.4. There are no steps leading to There are no steps leading to customer satisfactioncustomer satisfaction
Haysville USD 261 Leadership Academy
what what the the best best dodo
Haysville USD 261 Leadership Academy
what the best do…what the best do…
"I deliberately look "I deliberately look for something to like for something to like
about each of my about each of my people." pg. 143people." pg. 143
Haysville USD 261 Leadership Academy
what the best do…what the best do…
"Investing in the best was, "Investing in the best was, first, the fairest thing to first, the fairest thing to do; second, the best way do; second, the best way to learn; and, third, the to learn; and, third, the only way to stay focused only way to stay focused on excellence" (p. 155).on excellence" (p. 155).
Haysville USD 261 Leadership Academy
what the best do…what the best do…
"Go back and 'rehire' your best "Go back and 'rehire' your best people--that is, go back and tell them people--that is, go back and tell them why they are so good. Tell them why why they are so good. Tell them why they are one of the cornerstones of they are one of the cornerstones of
the team's success....Simply tell the team's success....Simply tell them why their contribution is so them why their contribution is so valued today. Don't assume your valued today. Don't assume your
best know" (p. 156).best know" (p. 156).
Haysville USD 261 Leadership Academy
what the best do…what the best do…
"Excellence is not the "Excellence is not the opposite of failure. It is just opposite of failure. It is just
different...includ(ing) different...includ(ing) behaviors that look behaviors that look
surprisingly similar to the surprisingly similar to the behaviors of your behaviors of your
strugglers" (p. 157).strugglers" (p. 157).
Haysville USD 261 Leadership Academy
what the best do…what the best do…
"Define excellence vividly, "Define excellence vividly, quantitatively. Paint a quantitatively. Paint a
picture for your most talented picture for your most talented employees of what excellence employees of what excellence looks like....It's fairer...more looks like....It's fairer...more productive. And, most of all, productive. And, most of all, it's much more fun" (p. 163).it's much more fun" (p. 163).
Haysville USD 261 Leadership Academy
what the best do…what the best do…
"The best managers are more "The best managers are more deliberate. They talk with each deliberate. They talk with each
individual, asking about individual, asking about strengths, weaknesses, goals, and strengths, weaknesses, goals, and
dreams...they know the surest dreams...they know the surest way to identify each person's way to identify each person's talents is to watch his or her talents is to watch his or her behavior over time" (p. 149).behavior over time" (p. 149).
Haysville USD 261 Leadership Academy
what the best do…what the best do…
"You succeed by finding "You succeed by finding ways to capitalize on ways to capitalize on who you are, not by who you are, not by trying to fix who you trying to fix who you
aren't" (p. 171).aren't" (p. 171).
Haysville USD 261 Leadership Academy
what the best do…what the best do…
"It is a rare thing to be able to find a role that "It is a rare thing to be able to find a role that gives you a chance to express the specialness gives you a chance to express the specialness inside you, a role where what makes you You inside you, a role where what makes you You is also what makes you good. It is rare, not is also what makes you good. It is rare, not
because there aren't enough interesting because there aren't enough interesting roles--virtually every role performed at roles--virtually every role performed at excellence has the potential to interest excellence has the potential to interest
somebody--but because so few individuals somebody--but because so few individuals ever come to know their true talent and so ever come to know their true talent and so
many managers fail to notice the clues" many managers fail to notice the clues" (p.150).(p.150).
Haysville USD 261 Leadership Academy
what the best do…what the best do…
How to better unleash an How to better unleash an employee's distinct talents:employee's distinct talents:
•Carve out a unique set of Carve out a unique set of expectations that will stretch and expectations that will stretch and focusfocus
•Highlight and perfect their unique Highlight and perfect their unique style, helping him understand why it style, helping him understand why it works and how to perfect itworks and how to perfect it
•Run interference: Our teachers don't Run interference: Our teachers don't work for me. I work for them.work for me. I work for them.