Achieving Predictable Results in Unpredictable Times … articles/Webinars/Achieving... ·...
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Achieving Predictable Results in Unpredictable Times
with Stephen R. Coveyand Steve Johnson
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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
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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.
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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
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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
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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
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Force-Field Analysis
Desired Level(Vision)
Restraining Forces (Cultural, Emotional)
Driving Forces (Economic, Logical)
CurrentLevel(360º)
OrganizationalManagerialInterpersonalPersonal
Personal Interpersonal Managerial Organizational
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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
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Freedom
to Choose
Self-Awareness
Imagination
Conscience
Independent Will
Proactive
Reactive
(Heart)
(Mind)
(Spirit)
(Body)
Stimulus and Response
Stimulus Response
Stimulus Response
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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)
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Circle of Influence
Ask
“I intend to”
Do it and report periodically
Wait UntilTold
Do it and report immediately
Do it
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Circle of Influence
Ask
“I intend to”
Do it and report immediately
Do it and report periodically
Do it
Wait UntilTold
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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
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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
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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
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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
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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
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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)
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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
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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
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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
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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
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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
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(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
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4 Elements of Greatness
Sustained Superior Performance($) Winning Culture of Unleashed People (xQ)
Distinctive ContributionLoyal Promoting Customers and Partners (NPS/360)
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The 4 Imperatives of Great Leaders
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The Impact of Trust
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The 4 Disciplines of Execution
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• 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
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Finding Your Voice
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LIGHT
is the greatest
disinfectant
and growth agent
(Scoreboard Information Transparency)
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Live Life in Crescendo The most important work you will ever do is always ahead of you.
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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.
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We do not see the world as it
is; we see the world as we are.
Our head creates our world.
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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.
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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
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• 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
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Emile Durkheim
When mores are sufficient, laws are unnecessary; when mores are insufficient, laws are unenforceable.
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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
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Six Socializing Comparison Based Conditioning
1. Family
2. Friends
3. School
4. Athletics
5. Jobs
6. Church, Money, Looks, Fashion, Cars
Recognition, etc.
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Achieve More with
Less
Building Trust with All Stakeholders
Execute with
Excellence
Transform Fear with
Engagement
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Four Hazards of Unpredictable Times
• Failure to Execute
• Crisis of Trust
• Loss of Focus
• Pervasive Fear
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(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
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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®
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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
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“The Next Level Philosophy”
5 Tenets of Success
ACCOUNTABILTY BEST PRACTICES
EXECUTION COACHING
COMMITMENT FROM THE TOP
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Sales Management Quote:
“Sales people improve when
sales management improves.”
-Steve Johnson
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Q & A Panel
Stephen R. CoveyCo-founder and Vice Chairman
FranklinCovey Co.
Steve JohnsonPresident
The Next Level Sales Consulting
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THANK YOU