Ten Principles For Bringing Out The Best In Self And Others

TEN PRINCIPLES FOR BRINGING TEN PRINCIPLES FOR BRINGING OUT THE BEST IN OTHERSOUT THE BEST IN OTHERS

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Professional Development Series

By: Peter AdebiBy: Peter Adebi

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The Ten Principles Copyright © Star Leadership, Inc.

Origin of the ten principles Why your organization should focus on

eliciting the best in employees Details on each of the principles How to elicit the best in people Antecedents for practicing the ten principles Implications of ignoring the principles Measures of success Resources and next steps

What We Will CoverWhat We Will Cover

Origin of the ten principlesOrigin of the ten principles Origin of the ten principlesOrigin of the ten principles

Why your organization should focus onWhy your organization should focus oneliciting the best in employeeseliciting the best in employeesWhy your organization should focus onWhy your organization should focus oneliciting the best in employeeseliciting the best in employeesDetails on each of the principles Details on each of the principles Details on each of the principles Details on each of the principles

How to elicit the best in people How to elicit the best in people How to elicit the best in people How to elicit the best in people

Antecedents for practicing the ten principlesAntecedents for practicing the ten principlesAntecedents for practicing the ten principlesAntecedents for practicing the ten principles

Implications of ignoring the principles Implications of ignoring the principles Implications of ignoring the principles Implications of ignoring the principles

Resources and next stepsResources and next stepsResources and next stepsResources and next steps

Step-by-step guide for practicing the principles Step-by-step guide for practicing the principles

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Origin of the Ten PrinciplesOrigin of the Ten Principles

The Ten Principles for Eliciting the Best in Others wasThe Ten Principles for Eliciting the Best in Others wasdeveloped by Peter Adebi, founder of Star Leadership®,developed by Peter Adebi, founder of Star Leadership®,Inc., an individual and organization development firm,Inc., an individual and organization development firm,and author of two books and several business articles. and author of two books and several business articles.

The principles were first presented to business leaders The principles were first presented to business leaders at the Employers of Excellence National Conference inat the Employers of Excellence National Conference inLas Vegas, October 2006.Las Vegas, October 2006.

They were published in April 2007. They were published in April 2007.

Handout: Ten Principles for Bringing Out the Best in Others by Peter Adebi

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Preview of the Principles Preview of the Principles

The first six principles focus on The first six principles focus on self-awareness and self-development. self-awareness and self-development.

The last four principles focus onThe last four principles focus onrelationship with others.relationship with others.

The principles are timeless.The principles are timeless.

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Why Elicit the Best in Others? Why Elicit the Best in Others?

The ten principles enable your organization to increaseThe ten principles enable your organization to increasehuman equity:human equity:

CapabilityCapability is the totality of the knowledge, skills, abilities, is the totality of the knowledge, skills, abilities, network, access, self-discipline, passion, and perseverance network, access, self-discipline, passion, and perseverance that each worker brings to the job.that each worker brings to the job.

EngagementEngagement is the worker’s willingness to voluntarily and is the worker’s willingness to voluntarily and optimally invest his or her capability for the good of the optimally invest his or her capability for the good of the organization. organization.

Human equityHuman equity is the degree to which your organization develops is the degree to which your organization develops and engages the capability of its workforce. Optimizing human and engages the capability of its workforce. Optimizing human equity positions your organization for resounding success.equity positions your organization for resounding success.

capability + engagement = human equitycapability + engagement = human equity

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Why Elicit the Best in Others II? Why Elicit the Best in Others II?

A clear indicator of increase in human equity is A clear indicator of increase in human equity is the transition from the transition from compliancecompliance to to commitment.commitment.

A “compliant” workforce is a breeding ground for mediocrity.A “compliant” workforce is a breeding ground for mediocrity. A “committed” workforce is a prerequisite for resounding A “committed” workforce is a prerequisite for resounding business success.business success.

Indicator of human equity Indicator of human equity

100

75

50

25

05 10 15 20

Compliance Commitment

Hu

man

Eq

uit

y

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Why Elicit the Best in Others III? Why Elicit the Best in Others III?

The most ennobling, The most ennobling, innovative, andinnovative, andprofitable of humanprofitable of humanaccomplishmentsaccomplishmentsoften result from theoften result from theefforts of people whoefforts of people whostrive to reach theirstrive to reach theirfull potential. full potential.

Achieve extraordinary results Achieve extraordinary results

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Principle I: Cultivate a Vision Principle I: Cultivate a Vision

With eyes closed, many With eyes closed, many people would dare to walk people would dare to walk across a room. Few would across a room. Few would venture to cross a busy street venture to cross a busy street with their eyes shut. Now, with their eyes shut. Now, imagine crossing an imagine crossing an expressway blindfolded. expressway blindfolded.

Similarly, a person without a vision can only go so far or take so Similarly, a person without a vision can only go so far or take so much risk; perhaps as far as he or she can go leaning on others. much risk; perhaps as far as he or she can go leaning on others.

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A A visionvision is a dream or picture of the future that is a dream or picture of the future that motivates us to act. The stronger the vision, the more motivates us to act. The stronger the vision, the more it stimulates our minds, engages our bodies, and it stimulates our minds, engages our bodies, and causes us to embark on activities that actualize it. causes us to embark on activities that actualize it.

Definitions Definitions

VisioningVisioning occurs when we occurs when we engage our talents, skills, engage our talents, skills, experiences and advice from experiences and advice from others in the thought process others in the thought process to formulate and refine an to formulate and refine an idea of a better future. idea of a better future.

Principle I: Cultivate a VisionPrinciple I: Cultivate a Vision PreviewPreview


It is important to strive to align individual and organizational It is important to strive to align individual and organizational visions. Ideally, your employees should be clear on how their visions. Ideally, your employees should be clear on how their personal visions fit into and support the organizational vision. personal visions fit into and support the organizational vision.

Need for alignment Need for alignment

Personal Vision Corporate Vision



Principle I: Cultivate a VisionPrinciple I: Cultivate a Vision

Examples of corporate vision:Examples of corporate vision: ““To quadruple our market share by 2020.”To quadruple our market share by 2020.”““To achieve $50 million in sales in 5 years.” To achieve $50 million in sales in 5 years.”

Examples of individual vision: Examples of individual vision: ““To generate $20 million in sales by 2012.” To generate $20 million in sales by 2012.” ““To win my company’s innovator award in three years.” To win my company’s innovator award in three years.” To build my ten-bedroom dream house by age 45.” To build my ten-bedroom dream house by age 45.”

Examples of corporate and personal vision Examples of corporate and personal vision

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Management plays a key role in helping employees envision the future. Management plays a key role in helping employees envision the future.

1.1. Seek to understand your organization’s vision. Seek to understand your organization’s vision.

2.2. Set time to meet with your employees individually. Set time to meet with your employees individually.

3.3. Introduce the concept of vision and visioning.Introduce the concept of vision and visioning.

4.4. Ascertain where each employee is in the visioning process. Ascertain where each employee is in the visioning process.

5.5. If employee already has a vision, ask how that vision aligns If employee already has a vision, ask how that vision aligns

with corporate vision. with corporate vision.

Principle I: Cultivate a VisionPrinciple I: Cultivate a Vision

Action Steps:

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6. 6. Depending on your assessment, encourage employee to ask him or Depending on your assessment, encourage employee to ask him or herself the following questions: herself the following questions:

““Where do you see yourself in five years?” Where do you see yourself in five years?”

““How do your professional and personal goals mesh?”How do your professional and personal goals mesh?”

““How does your vision align with the vision of the How does your vision align with the vision of the

organization?”organization?”

7. 7. Encourage employee to develop a vision if he or she does not have one. Encourage employee to develop a vision if he or she does not have one. Discuss time frame for a vision to be developed.Discuss time frame for a vision to be developed.

More action steps More action steps



Have a clear corporate vision before you approach your Have a clear corporate vision before you approach your employees. employees.

While it is possible to have more than one personal vision, it While it is possible to have more than one personal vision, it is better to have one overarching vision. is better to have one overarching vision.

Do not force employees to share their personal vision if Do not force employees to share their personal vision if they choose not to do so.they choose not to do so.

If they choose to share, ask how their vision aligns with If they choose to share, ask how their vision aligns with their role in your company. their role in your company.

Your goal is to help them visualize the connection between Your goal is to help them visualize the connection between their future success and that of your company. their future success and that of your company.

Success tips Success tips

Principle I: Cultivate a VisionPrinciple I: Cultivate a VisionPreviewPreview


Summary of Principle I Summary of Principle I

Understand the meanings of vision and visioningUnderstand the meanings of vision and visioning

Clarify corporate vision Clarify corporate vision

Assist your employees to understand the Assist your employees to understand the

need for a personal visionneed for a personal vision

Provide guidance and support in developing Provide guidance and support in developing

individual visionindividual vision

Emphasize the importance of alignment between Emphasize the importance of alignment between

individual and corporate visionindividual and corporate vision

Encourage employees to work toward achieving their vision Encourage employees to work toward achieving their vision

Principle I: Cultivate a VisionPrinciple I: Cultivate a VisionPreviewPreview


To learn more…

To experience all ten principles, visit us at www.starleadership.us

Contact the author at [email protected]

Ten Principles For Bringing Out The Best In Self And Others

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