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What is a Good Leader?

Think of three leaders that you will follow freely.


What are their qualities? What do they do that make
you want to follow them? How do they affect you?
Think of three leaders whom you will follow only if
you are forced to do so or if you are paid with lots of
money or who you will not follow at all no matter
what. Why wont you follow them voluntarily? What
are their traits?
What do they do? What is their impact on you?

Follow Voluntarily

Lots of experience
Considerate
Empowers people
Visionary
Open-minded
Inspiring
Leads by example
Honest
Commends people
Good communicator
Passionate
Great motivator

Hardworking
Humble
Intelligent/smart
Risk taker
Charming
Thinks of the welfare of his
followers
Approachable
Flexible
Transparent
firm
principled

Follow Unwillingly or Wont Follow At


All

Corrupt
Immoral
Closed minded
Does not accept
accountability
Inefficient
Indecisive
Incompetent
Hypocrite
Doesnt accept mistakes
Buck passer
Rumor Mongerer

Favorites
Unethical
Selfish
Sarcastic
Arrogant
Self-serving
Lazy
Self-righteous
Tainted with dishonor
Unprofessional
Narrow minded
Impatient

Research Findings

Characteristics of Admired Leaders


Characteristics

1995 Respondents:
Percentage of People
Selecting

HONEST
FORWARD-LOOKING
INSPIRING
COMPETENT
Fair-minded
Supportive
Broad-minded
Intelligent
Straightforward
Dependable
Courageous
Cooperative
Imaginative
Caring
Determined
Mature
Ambitious
Loyal
Self-Controlled
Independent

1987 Respondents:
Percentage of People
Selecting

88
75
68
63
49
41
40
40
33
32
29
28
28
23
17
13
13
11
5
5

83
62
58
67
40
32
37
43
34
32
27
25
34
26
20
23
21
11
13
10

Note: These percentages represent respondents from four continents: America,


Asia, Europe, Australia. The majority, however, are from the United States.
Source: The Leadership Challenge, James M. Kouzes & Barry Z. Posner. p. 21

29

CHANGE
CONSULTANTS
INCORPORATED

Game
Animal Game

Winner Vs Loser
The winner is part of the
answer

The loser is part of the


problem
Best Boss Worst Boss by
James B. Miller

Winner Vs Loser
The winner has a
program
The Loser has an
excuse
Best Boss Worst Boss by
James B. Miller

Winner Vs Loser
The winner sees an answer
in every problem

The loser sees a problem


in every answer
Best Boss Worst Boss by
James B. Miller

Winner Vs Loser
The winner says, Let me do
it for you
The loser says, Thats not
my job
Best Boss Worst Boss by
James B. Miller

Winner Vs Loser
The winner sees a
green near every sand
trap

The Loser sees 2 or 3 sand traps


near every green
Best Boss Worst Boss by
James B. Miller

Winner Vs Loser
The winner says,It may be
difficult but its not
impossible
The loser says, It
may be possible, but
its difficult
Best Boss Worst Boss by
James B. Miller

Winner Vs Loser

The winner is part of the answer


The loser is part of the problem
The winner has a program
The Loser has an excuse
The winner says, Let me do it for you
The loser says, Thats not my job
The winner sees an answer in every problem
The loser sees a problem in every answer
The winner sees a green near every sand trap
The Loser sees 2 or 3 sand traps near every green
The winner says,It may be difficult but its no impossible
The loser says, It may be possible, but its difficult
Best Boss Worst Boss by
James B. Miller

Changing Management Mindset


From:

Managing others
Directing
Competing
Relying on rules
Using Hierarchy
Consistency/Sameness
Secrecy
Passivity
Isolation
People as an expense

To:

Leading others
Guiding
Collaborating
Focusing on outcomes
Using network
Diversity/Flexibility
Sharing information
Risk taking
Involvement
People as assets

Best Boss Worst Boss by


James B. Miller

Human Relations

The six most important words:


I admit I made a mistake.
The five most important words:
You did a good job!
The four most important words:
What is your opinion?
The three most important words:
If you please.
The two most important words:
Thank you.
The single most important word:
We
The least important word:
I
Best Boss Worst Boss by
James B. Miller

Leadership

L
E
A
D
E
R
S
H
I
P

Listening
Empowering viewpoint
Ambition
Desire
Example
Respect
Self-esteem
Heart
Initiative
Patience
Best Boss Worst Boss by
James B. Miller

What Leaders Do
Establish direction: developing a vision of the
future (strategies)
Aligning people: Communicating, directing by
words and deeds
Motivating and inspiring: Energizing people to
overcome problems
Producing change: dramatic change

Leadership

Were all leaders


Leadership springs from within
Leadership is not an act . It is a way of living
Ongoing process

Puzzle Game

Competitiveness Vs. Cooperation

Look at others as enemies


Concentrate on yourself
Become suspicious of others
Win only if you are good
Winning determined by your
skills
Small victory
Some joy
There are winners and losers

Look at others as friends


Concentrate on others
Become supportive of others
Win if you or others are
good
Winning determined by skills
of many
Large victory
Much joy
There are only winners

Leadership Hierarchy

Level 1 Highly capable individual


Makes productive contributions
through talent, knowledge, skills
and good work habits

Level 2 Contributing Team Member


Contributes individual capabilities to
the achievement of group objectives
and works effectively with others in
a group setting

Level 3 Competent Manager

Organizes people and resources


toward the effective pursuit of
predetermined objectives

Level 4 Effective Leader


Catalyzes commitment to and
vigorous pursuit of a clear and
compelling vision, stimulating
higher performance standards

Level 5 Executive

Builds enduring greatness


through a paradoxical blend
of personal humility and
professional will

Difference in concern between Level 4


and Level 5 Leaders
Level 5 Leaders
Level 4 Leaders
1. Whos first
1. Fine tune concept
2. Strategy questions first 2.
: Strategy later, Right
Ask
people to decide
What to do?
3. Statement of trust
What to make?
4. Sense of ownership
How much to charge it?
5. Commitment

Level 5 Leadership
(Professional Will)
Burning ambition for company Success
Love firm
Work relentless for results
Beyond ambition

Level 5 Leadership
(Professional Will)
Committed to building Generationally
Longevity
Passing of baton
Discover ability
Not weak successor

Level 5 Leadership
(Personal Humility)

Unassuming
Quietly producing
Not claiming credit
Direct attention to others
(Mirror Window principle)

Tips to avoid Mediocrity in the


workplace

Keep Raising standards


Give choice who to lose
Let go to people unable to
meet bar set

KEY POINTS
Every good-to-great company had Level 5 leadership
during the pivotal transition years.
Level 5 refers to a five-level hierarchy of executive
capabilities, with Level 5 at the top. Level 5 leaders
embody a paradoxical mix of personal humility and
professional will. They are ambitious, to be sure, but
ambitious first and foremost for the company, not
themselves.

KEY POINTS
Level 5 leaders set up their successors for even
greater success in the next generation, whereas
egocentric Level 4 leaders often set up their
successors for failure.
Level 5 leaders display a compelling modesty, are
self-effacing and understated. In contrast, two-thirds
of the comparison companies had leaders with
gargantuan personal egos that contributed to the
demise or continued mediocrity of the company.

KEY POINTS
Level 5 leaders are fanatically driven, infected with
an incurable need to produce sustained results.
They are resolved to do whatever it takes to make
the company great, no matter how big or hard the
decisions.
Level 5 leaders display workmanlike diligence more
plow horse than show horse.

KEY POINTS
Level 5 leaders look out the window to
attribute success to factors other than
themselves. When things go poorly, however,
they look in the mirror and blame themselves,
taking full responsibility. The comparison
CEOs often did just the opposite they looked
in the mirror to take credit for success, but out
the window to assign blame for disappointing
results.

KEY POINTS
One of the most damaging trends in recent history is
the tendency (especially by boards of directors) to
select dazzling, celebrity leaders and to de-select
potential Level 5 leaders.
I believe that potential Level 5 leaders exist all
around us, if we just know what to look for, and that
many people have the potential to evolve into Level
5.

Definitions of Leadership
The art of mobilizing others to want to
struggle for shared aspirations.
-Kouzes and Posner,1995
liberating people to do what is required of
them in the most effective and humane way
possible.
- Max DePree, 1990

Definitions of Leadership
Leadershipis exercised when persons of
certain motives and purposes mobilize, in
competition or in conflict with others,
institutional, political, psychological, and other
resources so as to arouse, engage, and to
satisfy the motives of followers.
James MacGregor Burns, 1975

Definitions of Leadership
Transforming followers, creating visions of
the goals that may be attained, and
articulating for the followers the ways to
attain those goals
Bass, 1985; Tichy and Devanna, 1986

Difference Between Managing and


Leading
Managing
Planning and Budgetting
Organizing and Staffing
Controlling and Problem
Solving

Source: A Force for Change,


John P. Kotter

Leading
Establishing Direction
Aligning People
Motivating and
Inspiring

Meeting and Making


Friends

Gandhi

Gandhi

Private man w/o wealth, property official title


Not commander of Army
Nor a Ruler of vast land
No scientific achievements artistic gift

Gandhi
Gen. George C. Marshall - Has become the
spokesman for the conscience of all
mankind
He made humility and simple truth more
powerful than empires

Events in Gandhis life


Southern Africa train ride 1893 - No colored atty in
South Africa
Cant walk in the pavement with white men (equal rights)
Burning of passes (courage and persistence)
Walking in the pavement with a clergy man ( When your
enemy strike you on your right cheek offer your left also)
Creation of a paper to unite the community

Events in Gandhis life


Quarrel with wife regarding cleaning the restroom (you
are human only human)
New Law (all Indians must be fingerprinted like criminals,
Only Christian marriage are valid, Policemen demand
card of Indian woman)
Miners strike
Prison cell

Events in Gandhis life


His return to India (Politician wants to use him) He
saw poverty He was wearing a tunic the same
clothes his prison mates wear (No political ambitions)
His train ride going back to his province he saw the
insurgents
Congress independence rally Politicians who wants
to replace the British (Millions that toil the soil under
the sun can one say he represents India)
Live like an India (goes back to basic)

Events in Gandhis life


When ever there is injustice I always believe in fighting.
Question do you fight to change things or to punish it
;leave punishment to God
The visit of the old poor farmer complaining about their
landlords
Second arrest (No shirt if I want to be one with them,I
have to live like them) He asked his clergy friend to leave
India( is not an easy to decision) Refusal to leave the
province and refusal to pay 100 rupees. (Show of
character)release without bail
No Luxuries riding on 3rd class and walking
A day of fasting (General strike)

Events in Gandhis life


3rd arrest (fighting erupted)
Massacre of the innocent gathering firing squad (courage to
take their anger)
Joint meeting he requested the British to live India
Burning of the clothes from England
Policemen killed by marchers lead to Gandhis first fasting
(willingness to die for a cause)
4th arrest sedition (non cooperation with evil is a duty) 6
years imprisonment
Salt making (Royal monopoly)

Events in Gandhis life


Gandhis 5th arrest
Rally to salt factory wherein the rallyist were beaten
by the soldiers and they did not retaliate
6th arrest the death of his wife
Hindu vs Muslim
2nd fasting for peace between Hindu and Muslim
Hindu who killed a child
Death of Gandhi

Sayings
When youre fighting for a just cause people seemed to
pop up even when its dangerous
You must show courage willing to take a blow and not
fight back (decrease anger and increases respect)
Minority of one the truth is the truth
Each mans labor is as important as an others
Its not me, its the principle. And you will do it with joy or
not at all
No cause, that I am prepared to kill. They cannot take a
way their self respect if we do not give it to them

Sayings
Fight against their anger not to provoke it
Receive the blows in our pain we will make them their
injustice
They make torture my body and kill me they will have my
body not my obedience

My dignity comes from following my husband

Embarrass those who treats as slave


Mahatma - Great soul
Eye for an eye only makes up the whole world blind

Leadership Assessment Test

ASSESSMENT OF CURRENT LEADERSHIP QUALITIES


(FOR POTENTIAL LEADERS)

0 = Never 1 = Seldom

2 = Sometimes

3 = Usually

1. The person has influence.


2. The person has self-discipline.
3. The person has a good track record.
4. The person has strong people skills.
5. The person has the ability to solve problems.
6 The person does not accept the status quo.
7. The person sees the big picture.
8. The person has the ability to handle stress.
9. The person displays positive spirit.
10.The person understands people.
11.The person is free of personal problems.
12. The person is willing to take responsibility.

4 = Always

ASSESSMENT OF CURRENT LEADERSHIP QUALITIES


(FOR POTENTIAL LEADERS)

13.The person is free from anger.


14. The person is willing to make changes.
15. The person has integrity.
16. The person is growing closer to God.
17. The person has the ability to see what has to be done next.
18. The person is accepted as a leader by others.
19. The person has the ability and desire to keep learning.
20. The person has a manner that draws people.
21. The person has a good self-image.
22. The person has the willingness to serve others.
23. The person has the ability to bounce back when problem arise.
24. The person has the ability to develop other leaders.

25. The person takes initiatives.

Enneagram

Enneagram
Can help understand fears and desires, strengths and weaknesses, defenses and
anxieties, how we react to frustration and disappointment - and, more positively,
what our truest capacities and greatest strengths are so that we can build on those
rather than on misjudgments and illusions.

Enneagram
self-understanding

self-knowledge

self-transcendence

self-transformation

Matching

Paragraph A : Point 9 The Mediator


Paragraph B : Point 7 The Epicure
Paragraph C : Point 8 The Boss
Paragraph D : Point 2 The Giver
Paragraph E : Point 1 The Perfectionist
Paragraph F : Point 3 The Performer
Paragraph G : Point 6 Loyal Skeptic
Paragraph H : Point 4 The Romantic
Paragraph I : Point 5 The Observer
The Enneagram Advantage by
Helen Palmer

Gifts of Each Personality Type


1

Discerner
Reformer

Empathiser/Sympathiser
Generous
Compassionate

Performer, achiever, efficient


Dedicated to work
Concerned with productivity

Sensitive, tragic romantic


Creative with a new way of looking at life
Looks at life through art

Wise, intelligent, observer, thinker


Able to make meaning out of experiences
Make the misunderstood understood understandable

Gifts of Each Personality Type


6

Responsible, dependable, trustworthy


Loyal to what is lawful

7 Optimist, enthusiastic
Happy - go - lucky
Always a silver - lining
8 Leader, magnanimous, empowering
Challenge taker

9 Peace maker
Mediator

The Enneagram of Personality Statements

I am Peaceful
9
I am Strong 8

1 I am Perfect

I am Happy 7

2 I am Caring

I am Loyal 6
I am Knowledgeable 5

3 I am Successful
3

4 I am Special

The Enneagram of Basic Fears

Of Separation/Conflict
9
Of Being Weak 8

1 Of Being Imperfect

Of Being Deprived 7

2 Of Own Needs

Of Being Abandoned 6
Of Being Overwhelmed 5

3 Of Failure/Of Being
Rejected
4 Of Being Ordinary

TYPE

1 Perfectionist

2 Helper
3 Achiever
4 Romantic

HEALTHY POINTS

UNHEALTHY POINTS

Ethical, fair, honest, idealistic, orderly,


Productive, reliable, self-discipline
Adaptable, caring, compassionate,
emphatic,
Generous, insightful, loving, sympathizer
Confident, efficient, energetic,
industrious
Optimistic, practical, self-propelled
Compassionate, creative, expressive,
introspective, intuitive, refined,
supportive, warm

Anxious, critical, controlling,


dogmatic, inflexible, judgmental,
overly serious, obsessivecompulsive
Hysterical, indirect, manipulative,
martyr-like, over-attention, overdoting, possessive
Deceptive, narcissistic, overly
competitive, pretentious, superficial,
vain, vindictive
Depressive, guilt-ridden, moody,
melancholic, self-absorbed, selfconscious, stubborn

TYPE

Observer

6 Questioner
7 Adventurer

8 Asserter

9 Peacemaker

HEALTHY POINTS

Analytical, objective, perceptive,


persevering, self-contained, sensitive,
wise
Caring, dependable, loyal, practical,
responsible, warm, witty
Charming, confident, curious,
enthusiastic, fun-loving, imaginative,
spontaneous, quick

UNHEALTHY POINTS

Critical, cynical, distant, intellectually,


arrogant, stingy, stubborn, unassertive
Controlling, defensive, hyper-vigilant,
judgmental, paranoid, rigid, selfdefeating, testy, unpredictable

Impulsive, manic, narcissistic,


possessive, rebellious, restless, selfdestructive, undisciplined, unfocused

Authoritative, direct, earthy, energetic,


loyal, protective, self-confident

Aggressive, controlling, domineering,


insensitive, rebellious, self-centered,
skeptical, vengeful

Diplomatic, emphatic, generous,


open-minded, patient, peaceful,
pleasant, receptive

Apathetic, forgetful, judgmental,


obsessive, passive-aggressive,
spaced-out, stubborn, unassertive

Life Story/Childhood History

High standards of excellence


Good boy/girl
Resentful towards mother

Lived in the shadow of somebody important


Self-evasive
Not aware of theirs needs

Memories of warmth prematurely cut - off


Over protective parental environment
Close to authority figure

Experience of happiness early in life,but


prematurely cut-off

Adult at an early age


Source of difficulty

Unaffectionate mother
Family members not emotionally close to one
another but in good terms with one another
Lived with little shoulds

Put up a front
Needs approval for achievements and
affirmation
Abandoned child
Sense of trip - drama
Can stay long in pain
Wants to be understood and not understood
Poor mother contact
Authoritarian mothers
Feel that they have not been loved enough

LIFE STATEMENT
Life is being

SELF-CONCEPT
I am

MOTIVES
To/To be...

1 Perfect

Right

Correct

2 Needed

Generous

Needed/Loved

3 Successful

Efficient

Approved/Affirmed

4 Unique

Different

Understand the self

5 Knowledgeable

Wise

To know/understand

6 Responsible

Faithful

Approved the authority

7 Joyful

Fun

Have fun

8 Content

Powerful

Self-reliant

9 Peaceful

Peaceful

Have unity and harmony

Circle of Personality Types with the Centers


GUT
9
8

HEART

HEAD

3
5
4

LIFE QUESTIONS

MOVEMENTS

HEAD

Where am I?
What will I gain From it?

Inner world to
Outer world

HEART

Who am I with?

Outer reality to inner reality

GUT

Who am I?
How will it help me move in life?
Where do I stand?

From past to present

CENTER

PERSONALITY
TYPE

CHARACTERISTICS

FIVE (I)

SEVEN (E)

Escapes fear by withdrawing and not being


involved
Alternates between avoiding and confronting
fear
Escapes fear through plans and diversions

TWO (E)

Over relates with people

THREE

Denies own feelings


Assumes image and role from society

FOUR (I)

Relates to self-image

ONE (I)

Keeps cold anger within

NINE

Denies own anger

EIGHT (E)

Expresses hot anger to others

HEAD
SIX

HEART

GUT

FACIAL EXPRESSION

PHYSICAL APPEARANCE

SPEECH

Sharpness of features

Neat and well-scrubbed


Tightness in the mouth or jaw
Usually thin

Sermonize
With authority that sounds
right

Concerned look

Warm and attractive smile


Comfortable clothing
Usually a little overweight

Complimentary
Flattery
Advise getting

Youthful looking

Dresses well/Stylish
Try to be fit and trim

Propagandizes
Demonstrative

Casual/Sad look

Dresses with a sense of


uniqueness of drama

Dramatic
Lamentations

Hard post look

Uncomfortable smiles
Beard for men
Couldnt care less for fashion

Summarizes

Hyper-alert/
Scanning look

Radiate a nervous energy


Comfort rather than style

Cautions
Puts limits
Protected

FACIAL EXPRESSION

PHYSICAL APPEARANCE

SPEECH

Cheery, chubby look

Smile a lot
Teddy bearish but not fat
Sense of style

Story-telling
Talkative
Humorous
Entertaining

Weather-beaten face

Husky side
Liable to wear massive outfit

Sarcastic
NO
Debunks

Plain/Blank look

Fairly relaxed and pleasant


Comfortable clothing

Monotone
Matter-of-fact

TYPE STRENGTHS
1

Does the right thing and not easily swayed by external pressures
Careful

Sensitive to emotional levels


Excellent caretakers/care-givers

Goal Oriented
Have an innate way of knowing how to relate to the world

Highly developed artistic sense


Deeply in touch with the pain and sadness in life
Keen sense of style and fashion

Good sense of objectivity


Utilizes resources efficiently
Excellent listeners
Independent that they dont seek others to take care of them

Long attention span


Careful and precise
Focused concentration

TYPE
7

STRENGTHS

Pleasant and very easy to get along with


Imaginative brainstormers and visionaries
Positive approach to life

What is within, so without


Defenders of the weak
Confronts life as it is
Sees all sides of an issue
Fairly generous and easy-going
Does not expect something in return

OCCUPATIONS
TYPE

Physician
Nurse
Clergy

Teacher
Accountant
Technician

Librarian
Secretary

Social Worker
Psychologist
Physician

Nurse
Executive Secretary
Clergy

Acting
Medicine
Marketing
Sales
Promotion

Advertising
Corporate Management
Banking
Entrepreneurship
Politics

Acting
Dancing
Painting

Critic Counselor
Entertainer
Interior decoration

Accountant
Archaeologist
Writer

Computer Programmer
Research Scientist
Librarian

Academic Positions

TYPE

OCCUPATIONS

Engineer
Machinist
Builder

Civil Servant
Technologist
School Instructor

Officer in the armed forces


Police Officer
Fire fighter

Consultant
Editor
Management staff

Entrepreneur
Writer
Scientist

Public relations

Police Officer
Lawyer
Sports figure

Armed forces officer


Union Organizer
Manager

Businessman

Arbitrator
Ambassador
Administrator

Umpire
Referee
Lab Technician

Bureaucrat

TYPE

ATTRACTIVE

UNATTRACTIVE

Quality control
Meticulous attention to detail
Clear organizational structure
Correcting errors
Work that requires continuous
improvement

No clear-cut guidelines
Work that requires on-the-spot
decisions with minimal information

Associations with others


Associations with the needy others

Work that provides the least stroking,


positive feedback and gratitude

Space for continuing development


Where potentials excel the most
Performance-oriented
Quick turn-overs and results

Routinary
Work that involves time and
experimentation

Creative jobs that facilitate unique,


strange or eccentric approach

Mundane and ordinary

Analysis and reanalysis


Limited association with others
Information and research

Open competition
Confirmation and direct association
with others

TYPE

ATTRACTIVE

UNATTRACTIVE

Hierarchy-oriented
Being with authority or being authority
to oneself

On-the-spot decisions

Planning and conceptualizing


Visioning
Being in the new

Implementation
Fixed guidelines

Leadership

Following orders

Mediatorship

Conflict

TYPE

HELPING THE OTHER

Dont like to be told


Show interest in what they are doing
Teach them to relax

Help them to be aware of their feelings


Acknowledge their needs
Assure them
Help them express their need
Delay your thank yous

Affirm what is real in them


Help them to accept failure

Ride on to the mental framework but be in touch with the truth


Help them to focus on the ordinary

Help them to come out of their cave. Do not wait for them to come out
for you will be out-witted
By coaxing their creativity, challenge them and affirm them
Show interest in their writing
Challenge them to something new

TYPE HELPING THE OTHER


6

Call to test courage


Affirm them
Follow them through

Dont like to be told


Call them to be accountable of their own plans
Give them the hardwork
Do not pick up pieces for them, let them do it
Call them to awareness of what they are doing

Call their gentleness


Do not counter aggression
Disarm them in a gentle way

Help them manage the conflict


Call them out of their shells for they contain gold

FRIENDSHIPS

1-2-4-7-89

6-3-5-7-9

2-1-3-4-5-8

7-1-5-6-8

3-2-4-69

8-1-2-5-7-9

4-1-2-35

9-1-3-6-8

5-2-4-6-8

Point 1 The Perfectionist

Attention goes to error, to what needs correcting


Judging mind. Things are either right or wrong
Powerful inner critic monitors thought, word and deed
Worried about getting things right; unusually sensitive to criticism
Striving for perfection
Responsible
Postpones pleasures
Repression of impulses/desires
Focus on being good
Rigid, overly controlled
Independence valued
Virtue is its own reward

The Enneagram Advantage by Helen Palmer

One at Work

Work Best In -Organization with clear guidelines and in jobs


requiring details such as Accounting, Finance, Science and
Technology
Have problems working in - Fields where the rules of the
game constantly change, such as Marketing technological
products, Entrepreneurial set ups, where decisions are made
with partial information

Where business wants its ones - Hospital operating rooms,


Nuclear reactor inspection teams
The Enneagram Advantage by
Helen Palmer

Point 2 The Giver

Attention goes to the needs of significant others


Price in giving/helpingPeople depend on my help
Gives to get approval and acceptance
Sometimes feels taken advantage of
Hard to express own needs
Self-presentation alters to please significant people
Manipulative. Indirect approach to meeting own needs
Likes to be the power behind the throne

The Enneagram Advantage by Helen Palmer

Two at Work
Work Best In - Jobs where theres a high interpersonal
component: Human resources, health care professions,
service industries, sales representatives.
Have problems working in- Jobs that are isolated from positive
contact with people: lighthouse keeper, forest ranger,
computer programmer
Where business wants its twos - Facilitating a fund raising
drive, representing them at local chamber of commerce
luncheons, dealing with the media

The Enneagram Advantage by Helen Palmer

Point 3 The Performer

Attention goes to accomplishing things


Leisure activities are also results oriented
Focus on goals not means
Seeks approval and acceptance based on performance
Image is important. Looking good
inattention to feelings
Fits own image to a work role
Anger at obstacles to tasks
Impatient. Feels constant pressure to perform
The Enneagram Advantage by Helen Palmer

Three at Work
Work Best In - Competitive environment with a ladder to
climb and a clear system of rewarding effort. Salary, titles,
and decision-making roles are incentives.
Have problems working in - Jobs that require periods of
apparent inactivity no clear game plan. Threes do not like to
sit around and talk about ideas, revise a decision or get
slowed down by questions.
Where business wants its threes - Marketing, sales and
advertising; during rapid expansion phase of any business;
situations that require efficiency, streamlining and rapid
turnaround.

The Enneagram Advantage by Helen Palmer

Point 4 The Romantic

Attention goes to what is missing


Push-pull Phenomena
Feels special and elite
An abandonment theme Im not lovable
Empathetic, especially for the suffering of others
Romantic and artistic
Resists being evaluated. Im different

The Enneagram Advantage by Helen Palmer

4 at Work
Work Best In - Jobs in which creativity and individuality are prized.

They gravitate toward distinctive work-advertising,


performance arts, product design
Have problems working in-Jobs that are rigid, impersonal
structures, or where the work is repetitive: the military,
insurance warehousing. Fours dont work well with
better paid, more popular coworkers
Where business wants its Fours-Onstage, creating in the
lab or at the drafting table: modeling

The Enneagram Advantage by Helen Palmer

Point 5 The Observer

Marked need for privacy


Attention goes to observing rather than participating
Intellectualizes
Detached from feeling
Limits intrusion from a world that wants too much
Minimalist. Reduces needs;limits desires
Self-sufficient
Hoards time, space, energy, knowledge
Compartmentalizes

Looks superior (aloof), but feels inferior


The Enneagram Advantage by Helen Palmer

5 at Work
Work Best In - Jobs where theres time to think. Research and
development, libraries, night shift at the computer lab

Have problems working - Jobs that require open competition


or confrontation: The trading desk at a brokerage firm. Fast
paced interpersonal jobs, customer service desk at a
department store. Jobs requiring emotional contact, day care
provider, airline hostess
Where business wants its Fives - Jobs calling for continuous
reanalysis: University professors, long-range planner, on the
board of directors

The Enneagram Advantage by Helen Palmer

Point 6: Loyal Skeptic


Attention goes to potential difficulties, danger,
interference
Active imagination;amplifies questionable areas
Safety and security concerns
Doubting mind, contrary thinking
Questions people. Bullshit detectors
Sees implications, inferences and hidden meanings
Questions authority
Ambivalent about success; discounts it or fails to complete
project
Procrastinates because of fearing the outcome

The Enneagram Advantage by Helen Palmer

6 at Work
Work Best In - Environments where there are clear lines of
authority and defined problems. Jobs where honesty and
asking hard questions are valued: University classrooms,
auditing and investigative work
Have problems working - Environments that have ambiguous
guidelines, an insider track, and lots of behind the scenes
wheeling and dealing
Where business wants its Sixes - Prosecuting attorneys, Chief
financial officers, heading planning departments and
compliance officers

The Enneagram Advantage by Helen Palmer

Point 7: The Epicure

Attention goes to what is positive and to future possibilities


Optimistic; sees multiple options
Difficulty with commitment
Doe not want limits
Pleasure-seeking, life is an adventure
A glutton for experience and enjoyment
Has many interest
Active-lots of projects and overbooked
Experience is more important than success
Feels entitled; narcissistic
Charming and disarming

The Enneagram Advantage by Helen Palmer

7 at Work
Work Best In - Jobs where theres a spirit of adventure: fastpaced settings and rapidly changing information Sevens are
theoreticians, futurist and multi task people
Have problems working - Jobs with predictable futures that can
be finessed to make them more interesting, or repetitive work
isolated from, simulation, laboratory and assembly-line worker,
tailor
Where business wants its Sevens - The brainstorming and
planning stage of any interesting project. Discovering points of
similarity between different fields of interest, university
interdisciplinary studies track, jobs requiring networking and
promoting complex ideas, such as politics, lobbying, media
production manager, public relations outreach, field works

The Enneagram Advantage by Helen Palmer

Point 8: The Boss

Attention goes to power, dominance, and control of territory


Concerned with strength and protecting the weak
Denies own vulnerability and weakness
All or nothing polarities; things are black or white
Believes in absolute truth, justice
Aggressive, intimidating and impulsive
Wants stimulation and excitement
Direct and confrontational
Express anger (gets pissed)

The Enneagram Advantage by Helen Palmer

8 at work
Work Best In - Jobs where theres competitive juice and
constructive outlet for energy. Eights like their own fiefdom
and a clear chain of command for redress of grievances. Real
estate developer, CEO of their own company, Military
commanders.
Have problems working In - Jobs that require protracted
diplomacy and shared power: co-chair of anything , consumer
relations, representative commanders.
Where business wants it Eights - At the helm during
confrontation, spearheading an expansion phase; trial lawyers,
union organizer, manager of a sports team

The Enneagram Advantage by Helen Palmer

Point 9: The Mediator

Attention shifts to secondary activities


Nonessentials may get equal attention with the essential
Sees all sides of an issue
Peacemaker/harmonizer; overly adaptive
Pleasing and caring;has difficulty saying no
Participates. Joins in
Wants the comfortable solution, avoids conflicts
Ambivalent
Indirect anger;passive aggression

Contains own energy and anger

The Enneagram Advantage by Helen Palmer

9 at Work
Work Best In - Jobs that require big-picture
perspectives and take account of multiple inputs:
global planning.
Have problems working In - Fast paced, rapidly
changing environments that downplay interpersonal
communication.
Where business wants it Nines - U.S. postal service,
Vice President administration, office manager, big
picture planning

The Leadership Styles

Visionary
Coaching
Affiliative
Democratic
Pace Setting
Commanding

The Visionary Leader


Visionary leaders articulate where a group is going,
but not how it will get thereallowing people to
innovate, experiment and take calculated risks.
The sense that everyone is working toward shared
goals builds team commitment: People feel pride in
belonging to their organization.

The Visionary Leader


Visionary leaders retain their most valued
employees as they resonate with the companys
values, goals and mission.

These leaders also help people see how their


work fits into the big picture, lending people a
clear sense that what they do matters, and why.
This maximizes buy-in for the organizations
overall goals and strategy.

The Visionary Leader


Overall, the visionary style is the most
effective. By continually reminding people
of the larger purpose of their work, the
visionary leader lends a grand meaning to
otherwise workaday, mundane tasks as
they understand that the shared objectives
are aligned with their own. The result:
inspired work.

The Visionary Leader


What Makes A Visionary
When it is time to change directions, self-confidence and being a
change catalyst smooth the transition.
Transparency is also crucial; leaders must truly believe their own
visions. This also means the removal of barriers or smokescreens.
Visionary leaders understand that distributing knowledge is the secret
to success.
Empathy is the most important EI competence. The ability to sense
how others feel and to understand their perspectives means that a
leader can articulate a truly inspired vision.

The Visionary Leader


When It Works
Works well in many business situations, but is
particularly effective during a turnaround or
when a company is need of a fresh vision. This
comes naturally to transformational leaders.

The Visionary Leader


When It Doesnt
When working with people who are more
experienced
When trying to be visionary becomes overbearing,
thus undermining the egalitarian spirit of teambased management

The Art of the One-on-One: The


Coaching Style
Coaches help people identify their unique strengths
and weaknesses, tying those to their personal and
career aspirations. By linking peoples daily work to
their long-term goals, coaches keep people
motivated. Only by getting to know people on a
deeper, personal level can leaders begin to make that
link a reality.

The Art of the One-on-One: The


Coaching Style
Coaches delegate. They give people
challenging assignments that stretch them,
rather than tasks that simply get the job
done.
They also tolerate failure, understanding that
it can further an employees dreams.

The Art of the One-on-One: The


Coaching Style
What Makes a Coach
Exemplifies the EI competence of developing others,
exploring employees goals and values and expanding their
own repertoire of abilities.
Emotional self-awareness makes leaders authentic and able
to give advice that is genuinely in the employees best
interest.
Empathy means listening first before reacting or giving
feedback. Is this about my issue or goal, or theirs?

The Art of the One-on-One: The


Coaching Style
A good coach communicates a belief in peoples
potentials and an expectation that they can do their
best. Thus they feel motivated to uphold their own
high standards for performance and feel accountable
for how well they do.
Coaching may take the form of an active mentoring
program.
The coaching style may not scream bottom-line
results, but in an indirect way, it delivers them.

The Art of the One-on-One: The


Coaching Style
When It Works
Works best with employees that show initiative and want more
professional development.
When It Doesnt
When the employee lacks motivation or requires excessive
personal direction and feedback, or when the leader lacks the
sensitivity needed to help the employee along.
When executed poorly, this approach looks more like
micromanaging or excessive control. This may undermine an
employees self-confidence and create a downward
performance spiral.

The Art of the One-on-One: The


Coaching Style
When It Doesnt
When the employee lacks motivation or requires excessive
personal direction and feedback, or when the leader lacks the
sensitivity needed to help the employee along.
When executed poorly, this approach looks more like
micromanaging or excessive control. This may undermine an
employees self-confidence and create a downward
performance spiral.

Relationship Builders: The Affiliative


Style
Open sharing of emotions is one hallmark of the
affiliative leadership style. These leaders tend to
value people and their feelings over accomplishing
tasks and goals. They strive to keep people happy, to
create harmony and to build team resonance.
Has a surprisingly positive impact on a groups
climate. By recognizing employees as people, such
leaders build tremendous loyalty and strengthen
connectedness.

Relationship Builders: The Affiliative


Style
What Makes an Affiliative Leader

Represents the collaborative competence in action. Such leaders are more concerned with
promoting harmony, fostering friendly interactions, and nurturing personal relationships.
Empathy is another fundamental competence, as they focus on the emotional needs of employees
even over work goals.
May also rely on conflict management when the challenge includes knitting together diverse or
conflicting individuals.

When It Works
When trying to heighten team harmony, increase morale, improve communication
and repair broken trust.
When It Doesnt
Should not be used alone as it may allow poor performance to go uncorrected, a
sign that mediocrity is tolerated.

Relationship Builders: The Affiliative


Style
When It Works
When trying to heighten team harmony, increase morale,
improve communication and repair broken trust.
When It Doesnt
Should not be used alone as it may allow poor
performance to go uncorrected, a sign that mediocrity is
tolerated.

Lets Talk It Over: The Democratic Style


The democratic style of getting buy-in from
constituents build feelings of trust, respect
and commitment.

By spending time one-on-one and in meetings


listening to the concerns of employees, the
democratic leader keeps morale high.

Lets Talk It Over: The Democratic Style


What Makes a Democratic Leader
Teamwork and collaboration, conflict management
and influence. The best communicators are superb
listeners, and listening is the key strength of the
democratic leader. Theyre also true collaborators,
working as team member instead of top-down
leaders. They also know how to quell conflict.
Empathy also plays a role, especially when the group
is diverse.

Lets Talk It Over: The Democratic Style


When To Be Democratic
Works best when the leader is uncertain about what
direction to take and needs ideas from able
employees.
Even with a strong vision, this style surfaces ideas
about how to implement that vision.
For this to be successful, the leader must be open to
good and bad news.

Lets Talk It Over: The Democratic Style


When It Doesnt Work
Over reliance can be exasperating, particularly
when crucial decisions are put off by the need
for a consensus. This results in confusion, lack
of direction, delays and escalating conflicts.

THE DISSONANT STYLES: Apply


with Caution

Pacesetting Style: Use Sparingly


The leader holds and exemplifies high standards for
performance and asks the same of everyone.
Pinpoints poor performers, demands more, and has the
tendency to rescue the situation himself.
Is impatient with poor performance
Too often, these leaders are driven by numbers alone,
which arent always enough to motivate or inspire people.

Pacesetting Style: Use Sparingly


This approach may leave the employees feeling
pushed too hard by the demands. The results are
lowered morale and the feeling that their leaders
dont trust them to get the job done.
Pacesetters can be so focused on goals that they
do not care about the people they rely on to
accomplish them. Net result: dissonance.

Pacesetting Style: Use Sparingly


The pacesetters dilemma: The more
pressure put on people for results, the
more anxiety it provokes. Continued high
pressure can be debilitating and constricts
innovative thinking. This may then get
compliance but not the true performance
that people will sustain.

Pacesetting Style: Use Sparingly


Effective Pacesetting: The Ingredients
The EI foundation of this style lies in the drive to achieve by continually
finding ways to improve performance along with a large dose of initiative in
seizing opportunities.
The achievement competence means pacesetting leaders strive to learn
new approaches that will improve their own performance and that of the
ones they lead. It also means not being motivated by external factors, but by
a strong need to meet their own high standards of excellence.

Also requires initiative, the go-getters readiness to seize or create


opportunities to do better.
However, these competencies need empathy so as not to be oblivious
to the distress in those who are accomplishing their goals.
Pacesetters also need self-awareness to not be blinded to their own
failings.
Pacesetting can work well with other leadership styles, such as the
visionary or affiliative styles.

Pacesetting Style: Use Sparingly


Also requires initiative, the go-getters readiness to seize or
create opportunities to do better.
However, these competencies need empathy so as not to be
oblivious to the distress in those who are accomplishing their
goals.
Pacesetters also need self-awareness to not be blinded to
their own failings.
Pacesetting can work well with other leadership styles, such
as the visionary or affiliative styles.

Do It Because I Say So: Leading by


Command
Also known as the coercive style; least effective of all leadership styles
I order you.
Demands immediate compliance with orders, with no reasons behind
them, and resorts to threats when not followed
Seeks tight control of any situation and monitors it studiously
Performance feedback focuses on what was done wrong
An intimidating, cold leader contaminates everyones mood and the
quality of the overall climate spirals down. He erodes peoples spirits and
the pride that they take in their work.
This style undermines the ability to give people the sense that their job
fits into a grand, shared mission.
When Commanding Works
Managing a business crisis such as an urgent turnaround
During a genuine emergency or when facing a hostile takeover
When all else has failed, this may work with problem employees

Do It Because I Say So: Leading by


Command
Performance feedback focuses on what was done wrong

An intimidating, cold leader contaminates everyones mood and the quality of


the overall climate spirals down. He erodes peoples spirits and the pride that
they take in their work.
This style undermines the ability to give people the sense that their job fits
into a grand, shared mission.
When Commanding Works
Managing a business crisis such as an urgent turnaround
During a genuine emergency or when facing a hostile takeover
When all else has failed, this may work with problem employees

Do It Because I Say So: Leading by


Command
When Commanding Works
Managing a business crisis such as an urgent
turnaround
During a genuine emergency or when facing a
hostile takeover

When all else has failed, this may work with


problem employees

Do It Because I Say So: Leading by


Command
Perhaps the most important in the skillful execution of this
style is emotional self-control. This allows the leader to keep
his negative emotions in check and maybe even channel them
in an artful manner designed to mobilize people to change or
get results. Without this, the dangers of the commanding style
are greatest.
This gets even worse when implemented without empathy.
Effective execution requires that the leader be angry at the
right person, in the right way, at the right time and for the
right reason. (Aristotle)
This also entails that the leader know when to drop the style.

Do It Because I Say So: Leading by


Command
Effective execution requires that the leader be
angry at the right person, in the right way, at
the right time and for the right reason.
(Aristotle)
This also entails that the leader knows when
to drop the style.

Leading with stylethe right one at


the right time
Each style draws on different EI abilities; the best leaders
are able to use the right approach at the right moment,
and flip from one to another as needed.
It is not a matter of matching styles to a checklist of
situations; fluidity is required.
Scan people individually and in groups, look for cues that
reveal what leadership style/s is necessary, and adjust as
needed. This means being able to apply all six styles when
appropriate.
The key lies in strengthening the underlying EI abilities
that drive a given style.

Lessons in Leadership
The building block for leadership is nothing else but
our very own self. This imperfect self is called for
something biggernobler.
God call us for what we are and if we respond, we
become what we can become and fulfill our mission.
In surrendering ourselves to our mission, we find
ourselves and fulfill our destiny.

Film Review
Brave Heart

Priority

Prioritize

High Importance /High Urgency


High Importance/Low Urgency
Low importance/High Urgency
Low Importance/Low Urgency

High Importance /High Urgency

Tackle these projects first

High Importance/Low Urgency


Set deadlines for completion and
get these projects worked into
your daily routine

Low importance/High Urgency

Find quick, efficient ways to get this


work done without much personal
involvement. If possible delegate it
to a can do assistant

Low Importance/Low Urgency


This is busy or repetitious work such as
filling. Stack it up and do it in onehalf hour segments every week; get
somebody else to do it; or dont do it
at all.

Priority Principle
You cannot overestimate the unimportance
of practically everything

Violin Player

Priority Principle
The good is the enemy of the best

Lighthouse keeper

Priority Principle

You cant have it all

Mountain climber

Priority Principle
Too many priorities paralyze us

LION TAMER

Priority Principle
Time deadlines and emergencies force us to
prioritize

Effectiveness versus
Efficiency

Priority Principle
Too often we learn too late what is really important

Family Ranch
Nobody on his death bed ever said, I wish I
had spent more time on my business

Self Leadership

Group Discussion
How do you feel about the concept that a
leaders private life should in no way be
relevant to his exercise of public leadership?
Will your private life affect the way you lead
your organization? Why?

The Manager
Preoccupied with doing things right
Focused on following procedures

What is Leadership ?
Concerned with doing the right things
Questions whether or not the accepted
procedures are the right thing to do
Questions if the existing practices are no longer
moving the organization
Looks to transform the existing system into
something more effective
By its very nature transformational rather than
transactional

Dr. John Maxwell


Effective leaders are those who can
influence
individuals
and
organizations in such a compelling
way that they are willing to change
existing paradigms

James M. Kouzes and Barry Z. Pozner write:

You cannot lead others until you have first led


yourself through a struggle with opposing values.
Personal integrity is essential to believability.

Personal Character
Personal character can be defined as the integration
of an individuals personal beliefs, values and morals,
which, taken as a whole, reveal the true nature or
character of that individual.
It is a leaders personal character then, that
determines how he will react to certain situations and
determines the priorities that will inform that leaders
decisions.
A well-integrated person is one for whom there is
noticeable continuity between the her privately held
values and beliefs and her public behavior.
Leading from the inside out by;
Samuel D. Rima

Credentials Vs. Character


Are transient

Turn the focus to rights


Add value to only one
person

Look at past

accomplishments

Often evoke jealousy in


others

Can only get you in the


door

Is permanent
Keeps focus on
responsibilities
Adds value to many people
Builds a legacy for the future
Generates respect and
integrity
Keeps you there

Values
Values are those things to which we attach a relative worth, utility or
importance.
Personal values are the different concepts, ideas, principles, and
things which an individual attributes worth, utility, or importance

3 steps in Laying the foundation


Step one : Identifying our values
Step two : Defining and articulating
our values
Step Three : Embracing our values

Identifying our values


Explore our present behavior
Compulsive spending
Physical Fitness
Gimmiks
Hearing mass

List existing various behaviors in which we


regularly engage

Examples of Basic Values

God
Personal Health
Family
Financial Responsibility
Appearance
Truth
Honesty
Recreation
Relationships

Step 2 Defining and Articulating Our


Values
Thorough definition for each values
Writing a concise but thorough definition
of what we specifically mean
Write how we will respond to or would
like to respond to our values.

Step 3 Embracing Our Values


Embrace the positive values
Adopt and include in our daily practice of life
and leadership
Should begin to encircle every decision we
make and every action we take
Then we will begin to live a truly value-driven
life and provide a value-driven leadership

Connecting with Your Lifes


Calling

Film Review
The Passion of the Christ

What is a Calling?
Vocation comes from the Latin word Vocare,
which literally means, to call. A persons
vocation was his lifes Calling, which
transcends any particular job or professional
career.
Avocation (calling) means a subordinate
occupation pursued in addition to ones
vocation

Determining what avocation will provide the best


platform to effectively live out our Calling

Previous Experiences
Present Circumstances
Possible Opportunities
Personal Gifts
Prompting of the Holy Spirit
Personal Passion
Private Counsel

Identifying Your Lifes Values

Behavior
Daily Exercise

Personal Values
That Drives the Behavior
Concern for Health

Articulating Your Values


Example

Value
Definition

Value : Concern for Health


Definition : My body is the temple of the Holy Spirit
and my only vehicle for accomplishing all that God
desires me to accomplish. Because I value my
health, I will maintain self-control in my eating
habits. I will exercise my body.

Exercise
What has God been doing in this area
Previous Experience
Present Circumstances
Possible opportunities
Personal Gifts
Prompting of the Holy
Spirit
Private Counsel

Life Goals

What is a Life Goal


A goal is something for which we aim, a target
that havent yet hit.
Life goal gives our lives direction; direction
that is consistent to with what we have
articulated to be our lifes values and calling.

My Life Book
How will your book look like cover, title,
dedication, lay out, pages, etc.?
Divide your life into chapters. What would the
chapters be? What would be the main story
lines per chapter?
How will your story begin?
How will it end?

Feelings
Feelings are the bodys fuel or energy.
When fully integrated, we are able to tap our feelings
freely. However, most of us block certain feelings.
When blocked these feelings are trapped in the body
and can lead to chronic tension or illness.
When integrated, we can feel what is appropriate to
any given situation and use these as energies.

Pointers for Exercises


Focus first on your feelings
Do not judge nor analyze while you are in the
moment. You can analyze later.
Kairos. Stay in the present moment.
Savor the experience, the feelings.

Discovering My Sense of Mission

Mission
My sense of Purpose
The Cause I am willing to die for. And
therefore that which I will work for and live
for.
My North Star
My Principles and Foundations

Exercises for Mission Awareness

Life Review Reflections


Death Bed Contemplation
Looking at the World
Note: be aware of your feelings of consolation
and desolation

Exercises for Mission Awareness


Life Review Reflections
When I look back on my life, what blessings
am I thankful for? (Be careful to acknowledge
both the past and your present blessings.)
Have I ever experienced being loved? Go back
to those times and savor them.
Stay with these feelings.

Exercises for Mission Awareness


Reflections
Looking back at my life, what were my interests?
What activities did I spend time on?
What energized me then? What energizes me
now?
What doesnt energize me?

Exercises for Mission Awareness


Reflections
Flowing from your answers to the previous
questions, what would you like to do in the
Future?
How would you like to be remembered?

Exercises for Mission Awareness


Reflections
If I look at my life, have I ever experienced some
accidents or surreptitious events that turned
out to be important?
Do I see a pattern in these? Have I experienced
being led?

Exercises for Mission Awareness


Deathbed Exercise
I am dying. I look back at my life.
How do I feel about my life? What are the things I
want to change?
What would I want to have done with my life by
then?

Exercises for Mission Awareness


Looking at the World
If I look at world as it is today, what do I have that
can make it better?
What in my world calls me to respond?

MOVEMENTS
Self-Awareness
strengths and weaknesses
self-mastery

Experience of Being Loved


GOD doesnt make junk.
Branded: MADE BY GOD. You are precious in my eyes.
You are mine.
GOD loves YOU as you are.

and of wanting to Love Back Desire to Respond

MOVEMENTS
Mission
Working on my Mission (Magis)
Never Ending Process

Leadership is INFLUENCE

Modeling
People influenced by what they see
People perceive you to be trustworthy and
have admirable qualities
If somebody that people trust endorses you (
borrowed influence)

Motivating

Encourage people and communicate with


them on an emotional level
- Creates a bridge between you and them
- It builds up their confidence and self
worth
Can start to see positive impact on their lives

Mentoring
Pouring your life into other people and
helping them reach their potential
Helping them overcome obstacles in their lives
Showing them to grow professionally and
personally
You can truly make a difference in their lives

Multiplying
Help people youre influencing to become
positive influencers in the lives of others
Few people reach this level but everyone has
the potential to do so.

Level 1: Position/Rights
Know your job description thoroughly
Be aware of the history of the org.
Relate the Orgs. History to the peopleof the Org.
(Team Player)
Accept responsibility
Do your job with consistent excellence
Do more than expected
Offer creative ideas for change and improvement
Developing the leader within you
By: John MAxwell

Level 2: Permission/Relationship

Possess a genuine love for people


Make those who work with you more successful
See through other peoples eyes
Love people more than procedures
Do win-win or dont do it
Include others in your journey
Deal wisely with difficult people

Developing the leader within you


By: John MAxwell

Level 3: Production/Results
Initiate and accept responsibility
Develop and follow a statement of purpose
Make your job description and energy an integral part of the
statement of purpose
Develop accountability for results, beginning with yourself
Know and do things that give a high return
Communicate the strategy and vision of the Org.
Become a change-agent and understand timing
Make the difficult decision that will make the difference

Developing the leader within you


By: John MAxwell

Level 4: People
Development/Reproduction

Realize that people are your most valuable asset


Place a priority on developing people
Be a model for others to follow
Pour your leadership efforts into the top 20% of your
people
Expose key leaders to growth opportunities
Be able to attract other winners/producers to the
common goal
Surround yourself with an inner core that compliments
your leadership
Developing the leader within you
By: John MAxwell

Level 5: Personhood/Respect
Your followers are loyal and sacrificial
You have spent years mentoring and molding
leaders
You have become a statesman/consultant,
and are sought out by others
Your greatest joy comes from watching others
grow and develop
You transcend the Org.
Developing the leader within you
By: John MAxwell

5 Levels of leadership by John Maxwell


5. Personhood

4. People
development
3. Production

2. Permission

1. Position

Respect
Note: This step is reserved for leaders who have spent
People follow because
years growing people and org. Few make it.
of who you are and
Those who do are bigger than life
what you represent
Reproduction
Note: This is where long range growth occurs. Your
People will follow
commitment to developing leaders will ensure
because of what you
ongoing growth to the org. and to people. Do
done for them
whatever you can to achieve and stay on this level
Results
Note: This where success is sensed by most
People will follow
people. They like you and what you are
Because of what
doing . Problems are fixed with very little
you have done for the Org.
Effort because of momentum
Relationships
Note: People will follow beyond your stated
People follow
authority. This level allows work to be
because they want to
fun.
Rights
Note: Your influence will not extend beyond
People follow
lines of your job description. The longer
because they have to
you stay here, the higher the turnover and
lower morale.

Stages of Influence and Their Impact


Position Influenced based on position
Permission To lead beyond the limits of your
job description
Production Working as team
People Development Develop people to help
them reach potential
Personhood Lifetime developing others to
their highest potential

Climbing the stairs of Leadership


The higher you go, the longer it takes
The higher you go, the higher the level of
commitment
The higher you go, the easier it is to lead
The higher you go, the greater the growth
You never leave the base level
If you are leading a group of people, not same
level with everyone
Developing the leader within you
By: John MAxwell

The higher you go, the longer it takes


Each time there is a change in your job or you
join a new circle of friends, you start on the
lowest level and begin to work yourself up the
steps

Developing the leader within you


By: John MAxwell

The higher you go, the higher the level


of commitment
This increase in commitment is a two-way
street. Greater commitment is demanded not
only from you, but from the other individuals
involved. When either the leader or the
follower is unwilling to make the sacrifices a
new level demands, influence will begin to
decrease.
Developing the leader within you
By: John MAxwell

The higher you go, the easier it is to


lead
Notice the progression from level two through
level four. The focus goes from liking you to
liking what you do for the common interest of
all concerned (to liking what you do for them
personally). Each level climbed by the leader
and the followers adds another reason why
people will want to follow.

Developing the leader within you


By: John MAxwell

The higher you go, the greater the


growth
Growth can only occur when effective change
takes place. Change will become easier as you
climb the levels of leadership. As you rise,
other people will allow and even assist you in
making needed changes

Developing the leader within you


By: John MAxwell

You never leave the base level

Each level stands upon the previous one and will


crumble if the lower level is neglected. For example,
if you move from a permission level to a production
level and stop caring for the people who are
following you and helping you produce, they might
begin to develop a feeling of being used. As you
move up in the levels, the deeper and more solid
your leadership will be with a person or group of
people.
Developing the leader within you
By: John MAxwell

If you are leading a group of people, not same


level with everyone

Not every person will respond the


same way to your leadership

Developing the leader within you


By: John MAxwell

Lessons from a Leaders Life

Lessons in Leadership
Leadership development is a life-long process. He is
formed both by his genes and by critical incidents in
his life.
The building block for leadership is nothing else but
our very own self. This imperfect self is called for
something biggernobler.
Leader-to-be is exposed to events that creates the
need for to respond.
The initial motives are driven more by self-oriented
needs than by other-oriented causes.

Lessons in Leadership
Over time, the persons commitments are tested and
hopefully, a shift occurs where the person becomes
more other-oriented.
There is a shift in primary motivation: from needs to
transcendent values. The same tendencies and
desires are used, but re-directed.
However, this is a matter of choice. We are given
freedom to choose to respond or not to respond.
Imperfections, failures, and personal sacrifice are
part of the deal.

Lessons in Leadership
The building block for leadership is nothing else but
our very own self. This imperfect self is called for
something biggernobler.
God call us for what we are and if we respond, we
become what we can become and fulfill our mission.
In surrendering ourselves to our mission, we find
ourselves and fulfill our destiny.

Lessons in Leadership
Every Person matters. Everyone can make a
Difference. YOU CAN MAKE A DIFFERENCE.

The Most Important Ingredient of


Leadership:
INTEGRITY

Integrity
Definition The state of being complete,
unified. Words and deeds match up. I am
who I am, no matter where I am or who I am
with.
80 % of what people learn comes through
visual stimulation.
What people hear they understand. What
they see they believe.

Integrity

Genuine Integrity is not for sale


Integrity is about the small things
Integrity is an Inside Job
Integrity is your best friend
Integrity is your friends best friend
The benefit of integrity is trust
The benefit of trust is influence
Become a Person of Integrity

3 Truths about Integrity that go against


common thinking
Integrity is not determined by Circumstances
Integrity is not based on Credentials
Integrity is Not to be confused with
Reputation

Credibility Acid Test


Integrity builds trust.
Caveat Roberts said: If my people understands me,
Ill get their attention. If my people trust me, Ill get
their action.
Integrity has high influence value.
Will Rogers said, peoples minds are changed
through observation and not argument.
Communism story
Integrity facilitates high standards.
When the character of leaders is low, so are their
standards.

Credibility Acid Test


Integrity results in a solid reputation, not just
image.
Great wall of China
Integrity means living it myself before leading
others.
Quality Control
Integrity helps a leader be credible, not just
clever.
Effective leadership is not based on being clever,
it is based primarily on being consistent.

Credibility Acid Test


Integrity is a hard-won achievement.
Not given factor
When wealth is lost, nothing is lost; when
health is lost,something is lost; when
character is lost, all is lost.

Develop Qualities of Integrity

Model Consistency of Character


Employ Honest Communication
Value Transparency
Exemplify Humility
Demonstrate Your support for others
Fulfill Your Promises
Embrace an Attitude of Service
Encourage Two-way Participation with the People
you Influence

You will only become what you are


becoming right now
Though you cannot go back and make a brand
new start, my friend.
Anyone can start from now and make a brand
new end.

Change

Why people resist change

Change isnt self-initiated.


Routine is disrupted.
Creates fear of the unknown.
Purpose of the change is not clear.
Creates fear of failure.
Rewards for change dont match the effort change
requires.
People are too satisfied with the way things are.
Wont happen when people engage in negative
thinking.

Why people resist change


Followers lack respect for the leader.
Leader is susceptible to feelings of personal
criticism.
Change may mean personal loss.
Change requires additional commitment.
Narrow-mindedness thwarts acceptance of
new ideas
Tradition resists change.

New Breed
We are the new generation of unique and fully
skilled experts tasked to produce optimal results
for the organization.
We solve SC problems using the scientific
methods.
We recruit people for the value that they can
bring to the Organization.
We acknowledge our weaknesses and limitations.
We train people to enhance their strength

New Careers
Accountants for Inventory Controls
Engineers for Continuous Improvement
Purchasing skilled negotiators with technical
expertise
Psychology Graduates who will handle
Customer Service

Table of Organization
Boss
Chief

Feeling
Bossing

Alipin

Feeling
Bossing

Alipin

Alipin

Alipin

New Organizational Pyramid

KABN
Bossing
Boss Chief

New Organization
KABN

Kayo Ang Boss


Namin!!!

New Organizational Pyramid

KABN
Bossing
Boss Chief

"With great power comes great


responsibility"

Leading New Breeds


To support his Team is the role of Top
Management.
Everyone is a leader!
Listen to what they have to say.
Objectivity vs Territorial Defense
Loyalty to the Organization and not to your
Boss!
Put a 10 in every persons head

New Leader as Shepherd

Way of the Shepherd by Lehman and


Pentak

Know the condition of your flock


Discover the shape of your sheep
Help your sheep identify with you
Make your pasture safe
The Staff of Direction
The Rod of Correction
The Heart of a Shepherd

New Leader as Orchestra Conductor

Conductor
Turns his back to the audience to concentrate on
the music they are playing
Knows which instrument to use to produce great
music
He motivates his musicians to perform to the best
of their abilities
Ensures that the music piece is interpreted
correctly by acting as the guide to the musicians

Lamplighters

Lamplighters
They dont care if we know their names
but they will show us the way
During dark and stormy nights they guide
us to the right direction
They change the light or candle if they are
no longer functioning

Coaches will be the Norm!

Coach
He constantly upgrades his team
He knows the value of team support to win.
He trains every team member to hone his
skills.
He knows his competition.
He dreams big for his team!

Qualities of a Leader

Character
Never for the sake of peace and quiet
deny your experience or convictions.
Dag Hammaskjold

Character

Character is More than Talk


Talent is a gift, but Character is a Choice
Character brings lasting success with people
Leaders cannot rise above the limitations of
their character

John Maxwell
Qualities of a Leader

Character
Bill Lear story
Adversity is a crossroads that makes a person
choose one of two paths: Character or
Compromise.
Leader not only stays above the line between
right or wrong, he stays clear of the gray
areas.
John Maxwell
Qualities of a Leader

Charisma
I have yet to find the man, however exalted his
station, who did not do better work and put forth
greater effort under a spirit of approval than
under a spirit of criticism.
Charles Schwab

Charisma

Love life
Put 10 in every persons head
Give people hope
Share yourself

John Maxwell
Qualities of a Leader

Charisma
Pride nobody wants to follow a leader who thinks he is
better than everybody.
Insecurity If you are uncomfortable with who you are, others
will be too.
Moodiness If people never know what to expect from you,
they stop expecting anything.
Perfectionism People respect the desire for excellence, but
dread totally unrealistic expectations.
Cynicism People dont to be rained on by someone who sees
a cloud around every silver lining
John Maxwell
Qualities of a Leader

Commitment
He who has done his best for his own
time has lived for all times
Johann von Schiller

Commitment
Commitment starts in the Heart
Commitment is Tested by Action
Commitment Opens the Door to Achievement

John Maxwell
Qualities of a Leader

Commitment
Cop-outs People who have no goals and do not
commit.
Holdouts People who dont know if they can reach
their goals, so theyre afraid to commit.
Dropouts People who start toward a goal but quit
when the going gets tough.
All-outs People who set goals, commit to them,
and pay the price to reach them.
John Maxwell
Qualities of a Leader

Commitment
Law of But-In states, people buy into the
leader, then the vision
Kentucky Derby story
Michael Jordan The heart is what separates
the good from the great.
Edison Method Make your plans public, and
you might be more committed to following
through with them.
John Maxwell
Qualities of a Leader

Communication
Educators take something simple and make it
complicated. Communicators take something
complicated and make it simple
John C. Maxwell

Communication

Simplify your message


See the Person
Show the truth
Seek a Response
Be Clear as a Bell
Refocus your Attention
Live your Message
John Maxwell
Qualities of a Leader

Competence
Competence goes beyond words. Its the leaders ability to
say it, plan it, and do it in such a way that others know that
you know how and know that they want to follow you.
John Maxwell

Competence

Show up Everyday
Keep Improving
Follow through with Excellence
Accomplish More Than Expected
Inspire Others
John Maxwell
Qualities of a Leader

Competence
Benjamin Franklin Hide not your talents.
They for use were made. Whats a sundial in
the shade?,
They dont show up in body only. They come
ready to play every day.
The person who knows how will always have a
job, but the person who knows why will
always be the boss.
John Maxwell
Qualities of a Leader

Courage
Courage is fear that has said its
prayers
Karl Barth

Courage
Courage Begins with an Inward Battle
Courage is Making Things Right, Not just
Smoothing Them Over
Courage in a Leader Inspires Commitment
from Followers
Your Life Expands in Proportion to your
Courage
John Maxwell
Qualities of a Leader

Courage
Leaders willingness to take risks
Courage deals with principle, not perception
Dedication to potential must remain stronger
than your desire to appease others

John Maxwell
Qualities of a Leader

Discernment
Smart leaders believe only half of what they hear.
Discerning leaders know which half to believe.
John Maxwell

Discernment

Discover the Root Issues


Enhance your problem solving
Evaluate your options for maximum impact
Multiply your opportunities
Analyze past successes
Learn how others think
Listen to your gut
John Maxwell

Qualities of a Leader

Focus
If you chase two rabbits, both will escape
Unknown

Focus
Focus 70 percent on Strengths
Focus 25 percent on New Things
Focus 5 percent on Areas of
Weakness

John Maxwell
Qualities of a Leader

Focus
Leader who knows his priorities but lacks
concentration knows what to do but never
gets it done.
Spend more time on what they do well than
on what they do wrong.
In Leadership, if you through growing, your
through.
Create an edge
John Maxwell
Qualities of a Leader

Generosity
No person was ever honored for what he received.
Honor has been the reward for what he gave.
Calvin Coolidge

Generosity
Be grateful for Whatever You Have
Put People First
Dont Allow the Desire for Possessions to
Control You
Regard Money as a Resource
Develop the Habit of Giving
John Maxwell
Qualities of a Leader

Generosity
Generosity rises out of contentment, and
doesnt come with acquiring more.
Money is a servant but a terrible master.
Richard Foster Just the very act of letting go
of money, or some other treasure, does
something within us. It destroys the demon
greed
John Maxwell
Qualities of a Leader

Initiative
Of all the things a leader should fear,
complacency should head the list.
John Maxwell

Initiative

They Know What They Want


They Push Themselves to Act
They Take More Risks
They Make More Mistakes
Change your Mind-set
Dont Wait for Opportunity to Knock
Take the Next Step
John Maxwell
Qualities of a Leader

Initiative
You can if you will
Initiators dont wait for other people to
motivate them
Robert Kennedy- Only those who dare to fail
great can ever achieve greatly.
Napoleon Hill The starting point of all
achievement is Desire.
John Maxwell
Qualities of a Leader

Listening
A good leader encourages followers to tell him
what he needs to know, not what he wants to
hear.
John Maxwell

Listening

Listen to your Followers


Listen to your Customers
Listen to your Competitors
Listen to Your Mentors
Meet People on their Turf
Listen Between the Lines
John Maxwell
Qualities of a Leader

Listening
Before a Leader can touch a persons heart, He
has to know whats in it. He learns that by
listening
Listen to the whispers and you wont hear
the screams.
Good leaders always make it a priority to keep
in contact with the people theyre serving.

John Maxwell
Qualities of a Leader

Passion
Anyone can dabble, but once youve made
that commitment, your blood has that
particular thing in it, and its very hard for
people to stop
Bill Cosby

Passion

Passion Is the First Step to Achievement


Passion Increases your Willpower
Passion Changes You
Passion Makes the Impossible Possible
Return to Your First Love
Associate With People of Passion
John Maxwell
Qualities of a Leader

Passion
Weak desire brings weak results, small fires
creates little heat.
The stronger your fire, the greater the desireand the greater the potential.
A leader with great passion and few skills
always outperforms a leader with great skills
and no passion.
John Maxwell
Qualities of a Leader

Positive Attitude
The greatest discovery of my generation
is that human beings can alter their
lives by altering their attitude of mind
William James

Positive Attitude

Your Attitude is a Choice


Your Attitude Determines Your Actions
Your People Are a Mirror of Your Attitude
Maintaining a Good Attitude is Easier Than
Regaining One
Feed yourself the Right Food
Achieve a Goal Everyday
Write it On your Wall
John Maxwell
Qualities of a Leader

Positive Attitude
Dennis Waitley The Winners edge is not in a
gifted birth, high IQ or in talent. - Attitude not
Aptitude
Your attitude is crucial because it determines
how you act.
Chris Evert The thing that separates good
players from great ones is mental attitude
John Maxwell
Qualities of a Leader

Problem Solving
You can measure a leader by the
problems he tackles. He always looks
for ones his own size.
John Maxwell

Problem Solving

They Anticipate the Problems


They Accept the Truth
They See the Big Picture
They Handle One Thing at a Time
They Dont Give Up a Major Goal When
Theyre Down
John Maxwell
Qualities of a Leader

Problem Solving

T ime Spend time to discover the real issue


E xposure Find out what others have done
A ssistance Have your team study all angles
C reativity Brainstorm multiple solutions
H it it- Implement the best solution
John Maxwell
Qualities of a Leader

Relationship
People dont care how much you
know, until they know how much you
care.
John Maxwell

Relationship
Have a Leaders Head Understand
People
Have a Leaders Heart Love People
Extend a Leaders Hand Help People

John Maxwell
Qualities of a Leader

Relationship
They like to feel special, so sincerely compliment
them.
They want a better tomorrow, so show them hope.
They desire direction, so navigate for them.
They are selfish, so speak to their needs first.
They get low emotionally, so encourage them.
They want success, so help them win.

John Maxwell
Qualities of a Leader

Responsibility
If You wont carry the ball, You cant
Lead the Team.
John Maxwell

Responsibility

They Get The Job Done


They Are Willing to Go the Extra Mile
They Are Driven by Excellence
They Produce Regardless of the
Situation
John Maxwell
Qualities of a Leader

Responsibility
No one can do the minimum and reach his
maximum potential.
If you want to succeed, be willing to put the
organization ahead of your agenda.
Its priceless to find a person who will take
responsibility, who will finish and follow
through to the final detail.
John Maxwell
Qualities of a Leader

Security
No man will make a great leader who
wants to do it all himself or get all
the credit for doing it.
Andrew Carnegie

Security
Insecure Leaders have several common traits:
They Dont Provide Security
They Take More From People Than They Give
They Continually Limit Their Best People
They Continually Limit the Organization

John Maxwell
Qualities of a Leader

Security
Only secure leaders give powers to others.
Leaders make his followers feel good about
themselves.
Dont let insecurity prevent you from reaching
your potential.

John Maxwell
Qualities of a Leader

Self Discipline
The First Person You Lead Is You.
John Maxwell

Self Discipline

Develop and Follow Your Priorities


Make a Disciplined Lifestyle Your Goal
Challenge Your Excuses
Remove Rewards Until the Job Is Done
Stay Focused on Results

John Maxwell
Qualities of a Leader

Servanthood
To Get Ahead, Put Others First
John Maxwell

Servanthood

Puts Others Ahead of His Own Agenda


Possesses the Confidence to Serve
Initiates Service top Others
Is Not Position Conscious
Serves Out Of Love

John Maxwell
Qualities of a Leader

Servanthood
Stop lording over people, and start listening to
them.
Stop role-playing for advancement, and start
risking for others benefit.
Stop seeking your own way, and start serving
others.

John Maxwell
Qualities of a Leader

Teachability
To Keep Leading, Keep Learning.
John Maxwell

Teachability

Cure Your Destination Disease


Overcome your Success
Swear Off Shortcuts
Trade In Your Pride
Never Pay Twice for the Same Mistake

John Maxwell
Qualities of a Leader

Teachability
For everything you gain, you lose something- Togain
growth, give up your pride.
The Greatest mistake one can make in life is to be
continually fearing you will make one. Elbert
Hubbard
As long as youre green, youre growing. As soon as
your ripe, you start to rot Ray Kroc

John Maxwell
Qualities of a Leader

Vision
You Can Seize Only What You Can See
John Maxwell

Vision

Vision Starts Within


Vision Draws on Your History
Vision Meets Others Needs
Vision Helps You Gather Resources

John Maxwell
Qualities of a Leader

Vision

The Inner Voice


The Unhappy Voice
The Successful Voice
The Higher Voice

John Maxwell
Qualities of a Leader

Look For the Leader Within the


Person

Look For the Leader Within the Person


Positiveness
The Ability to work with and see people and
situations in a positive way.
Servanthood
The willingness to submit, play team ball, and
follow the leader.
Growth Potential
A hunger for personal growthand development;
the ability to keep growing as the job expands.
John Maxwell
Developing Leaders Around You

Look For the Leader Within the Person


Follow-through
The determination to get the job done
completely and with consistency.
Loyalty
The willingness to always put the leader and the
organization above personal desires.
Resiliency
The ability to bounce back when problem arise.

John Maxwell
Developing Leaders Around You

Look For the Leader Within the Person


Integrity
Trustworthiness and solid character; consistent
words and walk.
Big picture mind-set
The ability to see the whole organization and all
of its needs.
Discipline
The willingness to do what is required regardless
of personal mood.
Gratitude
An attitude of thankfulness that becomes a way
of life.
John Maxwell
Developing Leaders Around You

Right Job

Considering a New Job


Signal

Take it as a
good sign if

Be concerned
if.

People

You like the


people a lot-you
can relate them,
and genuine
enjoy their
company.In fact,
they even think
and act like you
do

You feel like


youll need to put
on a persona at
work. After a visit
to the company,
you find yourself
saying things like,
I dont need to be
friends with the
people I work
with.
Jack Welch Winning

Considering a Right Job


Signal

Take it as a
good sign if

Be concerned
if.

Opportunity

The job gives you


the opportunity
to grow as a
person and a
professional,and
you get the
feeling you will
learn things there
that you didnt
even know you
needed to learn.

Youre being hired


as an expert, and
upon arrival, you
will most likely to
be the smartest
person in the
room.

Jack Welch Winning

Considering a New Job


Signal

Take it as a
good sign if

Be concerned
if.

Options

The job gives you


credential you
can take with you
and is in a
business and
industry in the
future.

The industry has


peaked or has
awful economics,
and the company
itself,for any
number of reasons,
will do little to
expand our career
options.
Jack Welch Winning

Considering a New Job


Signal

Take it as a
good sign if

Be concerned
if.

Ownership

You are taking


the job for
yourself,or you
know whom you
are taking it
for,and feel at
peace with the
bargain.

You are taking the


job for any number
of other
constituents, such
as spouse who
wants you to travel
less or the sixthgrade teacher who
said you never
amount to
anything.
Jack Welch Winning

Considering a New Job


Signal

Take it as a
good sign if

Be concerned
if.

Work Content

The stuff of the


job turns your
crank-you love
the work,it feels
fun and
meaningful to
you, and even
touches
something primal
in your soul.

The job feel like a


job. In taking
it,you say things
like,This is just
until something
better comes
along, or You
cant beat the
money
Jack Welch Winning

Considering a New Job


Signal

Take it as a
good sign if

Be concerned
if.

People

You like the


people a lot-you
can relate them,
and genuine enjoy
their company.In
fact, they even
think and act like
you do

You feel like


youll need to put
on a persona at
work. After a visit
to the company,
you find yourself
saying things like,
I dont need to be
friends with the
people I work
with.
Jack Welch Winning

T-eamwork
L-eadership
C-oaching
The Who, the What
& the How of Leadership

Coaches Chot Reyes & Tim Cone

WHO of LEADERSHIP
Most compelling leadership tool
is WHO we are
our values
our anchor principles
If this internal foundation has not been laid.
The Chot Reyes Story..

MYTHS of LEADERSHIP

Management Myth
Entrepreneur Myth
Knowledge Myth
Pioneer Myth
Position Myth

JOHNNY ABARRIENTOS- The Quiet


Leader

Humility
Magnetic
Competent

BONG HAWKINS- The Passionate


Leader

Self Discipline
Courage
Focus
Reliable

SEAN CHAMBER- The Gregarious Leader

Relational
Positive Attitude
Character
Servanthood

JOJO LASTIMOSA- The Complete Leader

Consistent
Honest Communication
Transparent
Humility
Supportive
Fulfilled promises
Listened

WHAT of LEADERSHIP
Leadership is not a privilege.
It is a responsibility
The team itself leads the team.
Phil Jackson

Leadership is Influence.

HOW OF LEADERSHIP
Managers who are coaches will be the
norm.
Team Coaching ABCDs:
awareness and acceptance
build trust levels
create cohesion
develop skills

CREATING COHESION

needs time
courage
communication
connection

COMMUNICATION

Spoken Words
Tone of Voice
Body Language

7%
38%
55%

SHARPENING SKILLS

Fish Tank Theory


Comfort Zone vs Gift Zone
Be brilliant at the Basics

WHERE DO I BEGIN?

Start with yourself


Practice ABCDs
Feedback
Things you want to continue doing?
Things you want to stop doing?
Things you want to start doing