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III. Treat Your People Right
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III. Treat Your People Right
by Ken Blanchard
Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations
Copyright
Dedication
Praise for Leading at a Higher Level
Contributing Authors
Introduction
Leading at a Higher Level
Leading at a Higher Level
Why Are We Writing This Book?
How This Book Is Organized
I. Set Your Sights on the Right Target and Vision
1. Is Your Organization High Performing?
The Right Target: The Triple Bottom Line
Provider of Choice
Employer of Choice
Investment of Choice
A High Performing Organization SCORES Every Time
The HPO SCORES™ Model
S = Shared Information and Open Communication
C = Compelling Vision
O = Ongoing Learning
R = Relentless Focus on Customer Results
E = Energizing Systems and Structures
S = Shared Power and High Involvement
Leadership Is the Engine
The HPO SCORES Quiz: How Does Your Organization Score?
2. The Power of Vision
The Importance of Vision
A Compelling Vision Creates a Culture of Greatness
Vision Is the Place to Start
Vision Can Exist Anywhere in an Organization
Effective Versus Ineffective Vision Statements
Creating a Vision That Really Works
Significant Purpose
Picture of the Future
Clear Values
Make Your Vision a Reality
How It’s Created
How It’s Communicated
How It’s Lived
Vision and Leadership
II. Treat Your Customers Right
3. Serving Customers at a Higher Level
Scoring with Your Customers
Serving Customers at a Higher Level
Decide What You Want Your Customer Experience to Be
Discover What Your Customers Want
Deliver Your Ideal Customer Service Experience
Permitting People to Soar
Wallowing in a Duck Pond
Giving Your People Wings
Going Above and Beyond Customer Service
Making It All Happen
Making Customers the First Priority
A Story About Great Customer Service
A Story About Poor Customer Service
My Personal Customer Service Philosophy
Creating Energizing Systems
Creating Raving Fan Customers Requires Gung Ho People
III. Treat Your People Right
4. Empowerment is The Key
What Is Empowerment?
The Power of Empowerment
How Past History Blocks Change to Empowerment
Tapping the Power and Potential of People: A Real-World Example
Learning the Language of Empowerment
The Three Keys to Empowerment
The First Key to Empowerment: Share Information with Everyone
Sharing Information Builds Trust
Sharing Information Promotes Organizational Learning
The Second Key to Empowerment: Create Autonomy Through Boundaries
The Third Key to Empowerment: Replace the Old Hierarchy with Self-Directed Individuals and Teams
The Power of Self-Directed Individuals
The Power of Self-Directed Teams
Dealing with the Leadership Vacuum
5. Situational Leadership® II: The Integrating Concept
Matching Leadership Style to Development Level
Enthusiastic Beginners Need a Directing Style
Disillusioned Learners Need a Coaching Style
Capable but Cautious Performers Need a Supporting Style
Self-Reliant Achievers Need a Delegating Style
Development Level Varies from Goal to Goal or Task to Task
The Importance of Meeting People Where They Are
The Three Skills of a Situational Leader
Diagnosis: The First Skill
Flexibility: The Second Skill
Partnering for Performance: The Third Skill
Effective Leadership Is a Transformational Journey
6. Self Leadership: The Power Behind Empowerment
Creating an Engaged Workforce
Creating Self Leaders Through Individual Learning
The Three Skills of a Self Leader
The First Skill of a Self Leader: Challenge Assumed Constraints
The Second Skill of a Self Leader: Celebrate Your Points of Power
Using the Power of “I Need”
The Third Skill of a Self Leader: Collaborate for Success
7. Partnering for Performance
Establishing an Effective Performance Management System
Partnering and the Performance Management System
Performance Planning: The First Part of a Performance Management System
Performance Coaching: The Second Part of a Performance Management System
Improving Performance
Declining Performance
Placing Blame: Not a Good Strategy
Dealing with De-Commitment
Performance Review: The Third Part of a Performance Management System
Partnering as an Informal Performance Management System
One-on-Ones: An Insurance Policy for Making Partnering for Performance Work
8. Essential Skills for Partnering for Performance: The One Minute Manager®
One Minute Goal Setting
Areas of Accountability
Performance Standards
Goals Need to Be Clear
Reaching Goals Requires Feedback
Performance Reviews Can Undermine Performance
Limit the Number of Goals
Good Goals Are SMART Goals
One Minute Praisings
Be Immediate and Specific
State Your Feelings
Praisings Are Universally Powerful
Being Close Counts
Make Time for Praisings
Reprimanding Versus Redirection
One Minute Reprimands
Reprimand the Behavior, Not the Person
Redirection
Praisings and Redirection Are Key to Partnering for Performance
The Fourth Secret of the One Minute Manager
The One Minute Apology
9. Situational Team Leadership
Why Teams?
Why Teams Fail
Characteristics of a High Performing Team
PERFORM Across the Organization
PERFORM in Action
Team Beliefs and Attitudes
Team Knowledge and Skills
Situational Leadership® II and High Performing Teams
Stages of Team Development
Productivity and Morale
Team Development Stage 1 (TDS1): Orientation
Team Development Stage 2 (TDS2): Dissatisfaction
Team Development Stage 3 (TDS3): Integration
Team Development Stage 4 (TDS4): Production
Team Development Stage 5 (TDS5): Termination
Why Is It Important to Understand the Stages of Development and Diagnose Team Needs?
Team Leadership Styles
Directive Behavior with Teams
Supportive Behavior with Teams
Matching Leadership Style to Team Development Stage
Stay on the Railroad Tracks
Regression
The Miracle of Teamwork
10. Organizational Leadership
Why Is Leading Change Important?
Why Is Organizational Change So Complicated?
When Is Change Necessary?
Change Gets Derailed or Fails for Predictable Reasons
Focus on Managing the Journey
Surfacing and Addressing People’s Concerns
Stage 1: Information Concerns
Stage 2: Personal Concerns
Stage 3: Implementation Concerns
Stage 4: Impact Concerns
Stage 5: Collaboration Concerns
Stage 6: Refinement Concerns
Organizational Leadership Styles
Directive Behavior for Organizational Change
Supportive Behavior for Organizational Change
Situational Leadership® II and Change
For Information Concerns, Use Leadership Style 1: Directing
For Personal Concerns, Use Leadership Style 2: Coaching
For Implementation Concerns, Use Leadership Style 2: Coaching
For Impact Concerns, Use Leadership Style 3: Supporting
For Collaboration Concerns, Use Leadership Style 3: Supporting
For Refinement Concerns, Use Leadership Style 3: Supporting, Blending into Style 4: Delegating
Involvement and Influence in Planning the Change
11. Leading Change
Eight Change Leadership Strategies
Strategy 1: Expand Opportunities for Involvement and Influence Outcome: Buy-In
Flexibility: Using a Number of Different Change Leadership Strategies to Successfully Lead Change
Case Study: Non-Support-Paying Parents
Strategy 2: Explain the Business Case for Change Outcome: Compelling Case for Change
Why Change Efforts Typically Fail: Reason #4
Strategy 3: Envision the Future Outcome: Inspiring Vision
Why Change Efforts Typically Fail: Reason #5
Strategy 4: Experiment to Ensure Alignment Outcome: One Voice and Aligned Infrastructure
Why Change Efforts Typically Fail: Reasons #6, 7, 8, and 9
Strategy 5: Enable and Encourage Outcome: New Skills and Commitment
Why Change Efforts Typically Fail: Reason #10
Strategy 6: Execute and Endorse Outcome: Accountability for Results
Why Change Efforts Typically Fail: Reasons #11, 12, and 13
Strategy 7: Embed and Extend Outcome: Sustainable Results
Why Change Efforts Typically Fail: Reason #14
Strategy 8: Explore Possibilities Outcome: Options
Why Change Efforts Typically Fail: Reason #15
IV. Have the Right Kind of Leadership
12. Servant Leadership
What Is Servant Leadership?
Applying Servant Leadership
Great Leaders Encourage Their People to Bring Their Brains to Work
What Impacts Performance the Most?
Being a Servant Leader Is a Question of the Heart
Driven Versus Called Leaders
The Plight of the Ego
Ego Antidotes
What Servant Leaders Do
Servant Leadership: A Mandate or a Choice
13. Determining Your Leadership Point of View
Elements of a Leadership Point of View
Your Leadership Role Models
Your Life Purpose
Your Core Values
Your Beliefs About Leading and Motivating People
What People Can Expect from You
What You Expect from Your People
How You Will Set an Example
Developing Your Own Leadership Point of View
Endnotes
Introduction
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12
Chapter 13
Organizational Change Readiness Assessment
Scoring Instructions
Acknowledgments and Praisings
About the Authors
Ken Blanchard
Marjorie Blanchard
Scott Blanchard
Donald K. Carew
Eunice Parisi-Carew
Fred Finch
Susan Fowler
Laurence Hawkins
Judd Hoekstra
Fay Kandarian
Alan Randolph
Jesse Stoner
Drea Zigarmi
Patricia Zigarmi
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3. Serving Customers at a Higher Level
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4. Empowerment is The Key
Part III. Treat Your People Right
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