Achieving Predictable Results in Unpredictable Times

with Stephen R. Coveyand Steve Johnson

Interactivity Tips

• Getting Your Questions Answered

• Submit A Question through your Console

• Copy Of Presentation

• ―Download Slides‖ button on console

• Join In On The Polling

• Disable ―Pop Up‖ blocker

• Hold down your CTRL key during polling

Stephen R. CoveyCo-founder and Vice Chairman of FranklinCovey Co.

• Recognized as one of Time magazine's 25

most influential Americans

• Author of a number of best-selling books and

audio books including the international

bestseller, The 7 Habits of Highly Effective

People, which will celebrate 20 years. The 8th

Habit: From Effectiveness to Greatness,

released in November 2004, has sold more

than one million copies internationally.

• Dr. Covey’s newest book, Predictable Results

in Unpredictable Times, co-authored by Bob

Whitman, CEO of FranklinCovey, was released

in August of 2009.

Steve Johnson President, The Next Level Sales Consulting

• Co-author of, Selling is Everyone’s Business and If You’re Not Outselling You’re Being Outsold

• Recognized as a thought leader in the sales training industry, Steve is able to provide critical insights on transforming average sales teams into top-tier performers

• 23 years as a salesman, sales manager, sales coach and sales trainer

• Developed and implemented hundreds of selling programs for best-in-class organizations such as: Merrill Lynch, American Express, AT&T, Enterprise Rent-a-Car and L’Oreal

• Over 100,000 sales people have gone through various programs Steve has delivered

Behavior is governed by values.

Consequences are governed by principles.

Therefore, value principles.

What Is The Difference Between Values And Principles?

VALUES

Social Norm

Personal

Emotional

Subjective

Arguable

PRINCIPLES

Natural Law

Impersonal

Factual

Objective

Self-Evident

ENVIRONMENT

ENVIRONMENT

PersonalInterpersonal

Managerial/LeadershipOrganizational

PersonalInterpersonal

Managerial/LeadershipOrganizational

PersonalInterpersonal

Managerial/LeadershipOrganizational

PersonalInterpersonal

Managerial/LeadershipOrganizational

Restraining Forces

Driving Forces

External Control(Things)

Abundance/Synergy

Empowerment(People/Self-Control)

Scarcity/Competition

Whereyou are

(Vision)

Where you want

to go

(Balanced Scoreboard)

Transition from Control to Empowerment

Force-Field Analysis

Desired Level(Vision)

Restraining Forces (Cultural, Emotional)

Driving Forces (Economic, Logical)

CurrentLevel(360º)

OrganizationalManagerialInterpersonalPersonal

Personal Interpersonal Managerial Organizational

Principles & Paradigms Embodied in the 8 Habits

1. Be Proactive: Responsibility/Initiative

2. Begin with the End in Mind: Vision/Values

3. Put First Things First: Integrity/Execution

4. Think Win-Win: Mutual Respect/Benefit

5. Seek First to Understand, Then to be Understood: Mutual Understanding

6. Synergize: Creative Cooperation

7. Sharpen the Saw: Renewal

8. Find Your Voice; Inspire Others to Find Theirs:

Affirm Worth; Unleash Potential

Freedom

to Choose

Self-Awareness

Imagination

Conscience

Independent Will

Proactive

Reactive

(Heart)

(Mind)

(Spirit)

(Body)

Stimulus and Response

Stimulus Response

Stimulus Response

Stimulus Response

Stimulus Response

Stimulus Response

Stimulus Response

Freedom to Choose

Relationship Level(Skill Development)

Organizational Level(Team / System Development)

Human Need Level(Competitive Play)

(Home Place/Work Place/Marketplace/Community/etc.)

Personal Level(Muscle Development)

Circle of Influence

Ask

“I intend to”

Do it and report periodically

Wait UntilTold

Do it and report immediately

Do it

Circle of Influence

Ask

“I intend to”

Do it and report immediately

Do it and report periodically

Do it

Wait UntilTold

2. Pretend Listening

(Patronizing)

3. Selective Listening

4. Attentive Listening

1. Ignoring

WITHIN ONE’S OWN

FRAME OF REFERENCE

5. Empathic

Listening

WITHIN THE OTHER’S

FRAME OF REFERENCE

Listening Continuum

Transaction

(1 + 1 = -1, -10, -100)

(1 + 1 = .5)

(1 + 1 = 1.5)

(1 + 1 = 3,10,100)

Modes of Communication

Hostility

Defensive Communication

Respectful Communication-Compromise

Synergy-

Third AlternativeTransformation

Contention

Trivia, busywork

Some phone calls

Time wasters

“Escape” activities

Irrelevant mail

Excessive TV

Crises

Pressing problems

Deadline-driven projects,

meetings, preparations

Needless interruptions

Unnecessary reports

Unimportant meetings,

phone calls, mail

Other people’s minor

issues

Planning, Prevention

PC activities

Recognizing new

opportunities

Relationship Building

Renewal, Recreation

Quadrant II Time Management™

Urgent Not UrgentN

ot Im

po

rta

nt

Imp

ort

an

t

Habits 1-8

I II

III IV

Deming Prize-Winning Organizations vs. Other Organizations

Urgent Not UrgentN

ot Im

po

rta

nt

Imp

ort

an

t

I

III IV

20-25% (D)

25-30%

65-80% (D)

15%Habits 1-8

4 Roles

15% (D)

50-60%

less than 1%

(D)

II

The Culture owns responsibility

for results, therefore self

manages

Internal (Inspiration)

People – Voiced, primary

leveraged asset

Complementary Team:

Servant Leadership

Choice (moral authority)

Unleash Talent

The Boss owns responsibility

for results, therefore

manages and motivates

External

People – Expensed

Boss Centered

Position (formal authority)

Kind Control

Management

Motivation

People

Culture

Leadership

Overall Philosophy

Principle-Centered Living—Three Generations

Courage (to live true)

Humility (Principles govern)

FOOLISHNESS SCARCITY MENTALITY

Integrity(integrated around Principles)

DUPLICITY/HYPOCRISY

ARROGANCE COWARDICE

Wisdom(Perspective)

Abundance Mentality

(no comparison)

What is xQ?

xQ is an abbreviation for Execution Quotient

Gauges the organization’s ability to execute its most important goals

27 questions (22 objective, 5 open ended)

Accessible from any computer on the Internet

It takes 15 minutes to respond

Results are anonymous—can’t be traced

www.the8thhabit.com

For information on xQ in your organization please contact your FranklinCovey representative

To take a Free Individual xQ Sample go to:

xQ: Performance Needs Assessment

Top 10%

National Average

90

88

85

90

92

88

53

51

49

48

42

40

Your Score

?

?

?

?

?

?

CLARITY

COMMITMENT

TRANSLATION TO ACTION

ENABLING

SYNERGY

ACCOUNTABILITY

CATEGORY

xQ Results

Individual Level

Individual Goals

Engagement

Planning

Accountability

Commitment

Time Allocation

Sample xQ Scores at the Individual Level

OrganizationNat.

Avg

Top

10%

76

41

98

61

91

68

97

Team Level

Quality of Team Goals

Planning

Communication

Trust

Empowerment

Accountability

Measures--Quality

Focus

Sample xQ Scores at the Team Level

OrganizationNat. Avg

Top

10%

54

36

38

82

52

60

30

95

41

Organizational Level

Line-of-site

Direction

Collaboration

Trustworthiness

Performance Improvement

Support

Sample xQ Scores at the Organizational Level

OrganizationNat.

AvgTop

10%

44

22

54

74

13

4

95

(Inspire others to find their voice)

Inspire Trust, Clarify Purpose,

Align Systems, Unleash Talent

Personal Greatness

“The 7 Habits”

(Find Your Voice)

Leadership Greatness

(Institutionalized Focus & Execution)

4DX

Organizational Greatness

Results

The 8th Habit

4 Elements of Greatness

Sustained Superior Performance($) Winning Culture of Unleashed People (xQ)

Distinctive ContributionLoyal Promoting Customers and Partners (NPS/360)

The 4 Imperatives of Great Leaders

The Impact of Trust

The 4 Disciplines of Execution

• After decades of research, only one question

correlates to an organization’s profitable growth:

The Ultimate Question

0-6 7-8 9-10

Detractors Passive Promoters

Finding Your Voice

LIGHT

is the greatest

disinfectant

and growth agent

(Scoreboard Information Transparency)

Live Life in Crescendo The most important work you will ever do is always ahead of you.

Between stimulus and

response, there is a space. In

that space lies our freedom

and power to choose our

response. In those choices lie

our growth and our happiness.

We do not see the world as it

is; we see the world as we are.

Our head creates our world.

Every great breakthrough is a break WITH.

If you want to make minor improvements, work on behavior and attitudes. If you want to make quantum improvements, work on paradigms. A paradigm is like a mental model, an assumption, or a map.

Leadership is communicating

people’s worth and potential so

clearly that they are inspired

to see it in themselves.

It all begins within oneself.

Leadership is a Choice; Not a Position

• The basic mission of Police is to PREVENT crime and disorder.

• The public are the police and the police are the public, and both share the same responsibility for community safety.

Sir Robert Peel, Founder of Modern Policing, 1829

Peel’s Principles of Modern Policing

Emile Durkheim

When mores are sufficient, laws are unnecessary; when mores are insufficient, laws are unenforceable.

The important task rarely must be done today,

or even this week. . . The urgent task calls for

instant action. . . The momentary appeal of

these tasks seems irresistible and important,

and they devour our energy. But in the light of

time’s perspective, their deceptive prominence

fades; with a sense of loss we recall the vital

task we pushed aside. We realize we’ve

become slaves to the tyranny of the urgent.

Charles Hummel

310

Six Socializing Comparison Based Conditioning

1. Family

2. Friends

3. School

4. Athletics

5. Jobs

6. Church, Money, Looks, Fashion, Cars

Recognition, etc.

Achieve More with

Less

Building Trust with All Stakeholders

Execute with

Excellence

Transform Fear with

Engagement

Four Hazards of Unpredictable Times

• Failure to Execute

• Crisis of Trust

• Loss of Focus

• Pervasive Fear

(Body)

Physical

Sharpen The Saw®

(Spirit)

Spiritual

(Mind)

Mental

(Heart)

Emotional/Social

Exercise, Nutrition, Stress Management

Proactivity, Relationship

Building, Synergistic

Problem Solving

Value Clarification and Recommitment,

Study and Meditation

Reading, Professional

Training and Education,

Planning

Personal and Family

Physical

Spiritual

Mental Emotional/Social

Health of Finances and Physical Assets

Trust, Synergistic Problem

Solving

Recommitment to Purpose

and Values

Learning and Adapting,

Professional Training,

Planning

Organizational

Sharpen The Saw®

Great Leaders

• Captain Chesley ―Sully‖ Sullenberger-

pilot of plane that crashed in Hudson River

• Melvin Wilson-

storm logistics manager during Hurricane Katrina

• Anne Mulcahyformer CEO of Xerox

• Nurses and Doctors of Great Ormond Street

children’s hospital in London

“The Next Level Philosophy”

5 Tenets of Success

ACCOUNTABILTY BEST PRACTICES

EXECUTION COACHING

COMMITMENT FROM THE TOP

Sales Management Quote:

“Sales people improve when

sales management improves.”

-Steve Johnson

Q & A Panel

Stephen R. CoveyCo-founder and Vice Chairman

FranklinCovey Co.

Steve JohnsonPresident

The Next Level Sales Consulting

THANK YOU