The Culture owns responsibility for results, therefore self manages

1
18
Unleash Talent
Kind Control
Overall Philosophy
Choice (moral authority)
Position (formal authority)
Leadership
Complementary Team Servant Leadership
Boss Centered
Culture
People Voiced, primary leveraged asset
People Expensed
People
Internal (Inspiration)
External
Motivation
The Culture owns responsibility for results,
therefore self manages
The Boss owns responsibility for results,
therefore manages and motivates
Management
2
61
Leadership is a Choice Not a Position
Leadership is communicating peoples worth and
potential so clearly that they are inspired to
see it in themselves.
It all begins within oneself.
3
Finding Your Voice
56
4
10
Circle of Concern
Circle of Influence
Your Job
5
11
Circle of Concern
Circle of Influence
Your Job
6
Empowering shared mission statements are produced
when

• There are enough people
• who are fully informed
• and are interacting freely and synergistically
• in an environment of hightrust.

7
4 Elements of Greatness
41
8
The 4 Imperatives of Great Leaders
51
9
4 Elements of Greatness
41
10
32
xQ Performance Needs Assessment
To take a Free Individual xQ Sample go to
www.the8thhabit.com
For information on xQ in your organization please
contact your FranklinCovey representative
11
xQ Results
33
12
Sample xQ Scores at the Team Level
35
Top 10
Nat. Avg
Organization
Team Level Quality of Team Goals Planning Communic
ation Trust Empowerment Accountability Measures--Q
uality Focus
54
36
38
82
52
60
30
95
41
13
Sample xQ Scores at the Organizational Level
36
Nat. Avg
Top 10
Organization
Organizational Level Line-of-site Direction Collab
oration Trustworthiness Performance
Improvement Support
44
22
54
74
13
4
95
14
Sample xQ Scores at the Individual Level
34
Top 10
Nat. Avg
Organization
Individual Level Individual Goals Engagement Plann
ing Accountability Commitment Time Allocation
76
41
98
61
91
68
97
15
The Ultimate Question
55

• After decades of research, only one question
  correlates to an organizations profitable
  growth

0-6 7-8 9-10
Detractors Passive Promoters
16
12
Listening Continuum

• Empathic Listening

WITHIN THE OTHERS FRAME OF REFERENCE

• Attentive Listening

• Selective Listening

WITHIN ONES OWN FRAME OF REFERENCE

• Pretend Listening (Patronizing)

• Ignoring

17
4
The 7 Habits of Highly Effective People
Public Victory
Private Victory
18
21
Six Metastasizing Cancers (Victimism)

• Criticizing
• Complaining
• Comparing
• Competing
• Contending
• Cynicism

• Gratitude
• Forgiveness
• Abundance

19
10
Circle of Concern
Circle of Influence
Your Job
20
L. David Marquet
21
L. David Marquet
22
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11
Circle of Concern
Circle of Influence
Your Job
26
Trustworthiness
Trust
Personal/Organizational/Community/Nation
CHARACTER
COMPETENCE

• Integrity
• Maturity
• Abundance
• Mentality

• Technical
• Conceptual
• Interdepen-dency

WISDOM (Judgment)
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30
Personal Level
What percentage of your time is spent in that
which is urgent but not important?
50 of time is spent on urgent but not important
DUH ?!
How many feel a lot of pressure to produce more
for less?
95 agree with this question
28
Deming Prize-Winning Organizations vs. Other
Organizations
17
Urgent
Not Urgent
I
II
20-25 (D)
65-80 (D)
Important
15
25-30
Habits 1-8
4 Roles
15 (D)
less than 1 (D)
Not Important
50-60
IV
III
29
15
Quadrant II Time Management
Urgent
Not Urgent

• Crises
• Pressing problems
• Deadline-driven projects, meetings, preparations
• Needless interruptions
• Unnecessary reports
• Unimportant meetings,
• phone calls, mail
• Other peoples minor
• issues

• Planning, Prevention
• PC activities
• Recognizing new
• opportunities
• Relationship Building
• Renewal, Recreation

I
II
Important
Habits 1-8

• Trivia, busywork
• Some phone calls
• Time wasters
• Escape activities
• Irrelevant mail
• Excessive TV

Not Important
IV
III
30
NHS Mission Statement

• Our mission is to achieve excellence in all that
  we do. We want South London Healthcare Trust to
  be the first choice for clinical care for
  patients throughout South London and the
  South-East of England and to attract the best
  and the brightest among Directors, Managers,
  Doctors, Nurses and Healthcare workers.

31
Values and Objectives

• Our patients.
• We will put patients at the centre of everything
  that we do. We will ensure that all patients
  experience care that is safe, maintains their
  dignity, treats them with respect and leads to
  agreed outcomes.

32
Values and Objectives

• Financial viability.
• We will develop and commence implementation of a
  strategy to achieve and sustain financial
  viability in readiness for a future foundation
  trust application, ensuring that our services are
  provided within available financial resources and
  that we get paid for the services we provide.

33
Values and Objectives

• Leadership and workforce.
• We will provide positive leadership and
  effective management and engagement of staff at
  all levels and in all disciplines in the
  transition to the new organisation to ensure a
  safe and supportive working environment. We will
  develop a workforce

34
Values and Objectives

• Leadership and workforce continued
• that is increasingly sensitive to the needs of
  patients, exploits every opportunity to improve
  its productivity without sacrificing quality of
  care, and is proactive and flexible in its
  approach to service change.

35
Values and Objectives

• High Quality Clinical Care.
• We will deliver, high quality clinical care
  through the application of best clinical practice
  and by ensuring that the principles of clinical
  governance underpin our organisation's culture,
  our systems and the working practices of our
  clinical teams and clinical services.

36
Values and Objectives

• Healthcare acquired infections.
• We will continue to drive forward improvements
  in reducing health care acquired infections, to
  ensure that patients receive safe care that
  conforms to nationally agreed best practice and
  which leads to reductions in the incidents of
  Clostridium Difficile infections and MRSA.

37
Values and Objectives

• National and Local Priorities.
• We will demonstrate that the Trust is providing
  high quality cost effective services through
  achieving the national priorities highlighted in
  the Operating Framework and through the
  achievement

38
Values and Objectives

• National and Local Priorities continued
• of a high level of performance in the measures
  included within the Annual Health Check (or Care
  Quality Commission equivalent), including the
  Auditor's Local Evaluation Assessments.

39
Values and Objectives

• Services and facilities fit for the future.
• We will work closely with partners in primary
  and social care to develop new and improved
  services to benefit our local population, with
  particular emphasis on the quality of care within
  improved patient pathways. We will ensure that
  our

40
Values and Objectives

• Services and facilities fit for the future
  continued
• buildings, equipment and infrastructure are fit
  for purpose and capable of accommodating service
  change.

41
The 4 Disciplines of Execution
54
42
2
Force-Field Analysis
Desired Level (Vision)
Restraining Forces (Cultural, Emotional)
Current Level (360º)
Driving Forces (Economic, Logical)
43
Transition from Control to Empowerment
1
ENVIRONMENT
Restraining Forces
External Control (Things)
Personal Interpersonal Managerial/Leadership Organ
izational
Where you want to go
Scarcity/Competition
(Vision)
Personal Interpersonal Managerial/Leadership Organ
izational
Personal Interpersonal Managerial/Leadership Organ
izational
Personal Interpersonal Managerial/Leadership Organ
izational
Empowerment (People/Self-Control)
Driving Forces
Abundance/Synergy
Where you are
ENVIRONMENT
(Balanced Scoreboard)
44
4
The 7 Habits of Highly Effective People
Public Victory
Private Victory
45
Two Steps to Achieving Synergy (Third
Alternatives)
14
Would you be willing to search for a solution
that is better than what either one of you (us)
have proposed? Would you agree to a simple
ground rule No one can make his or her point
until they have restated the other persons
point to his or her satisfaction.
(Habits 4,6)
3
(Habit 5)
46
Third Alternative(Higher Middle Ground)
Synergy
Compromise
Win-Lose/ Lose-Win Defensiveness/ Martyrdom
47
Third Alternative(Higher Middle Ground)
Civil SocietyMoral Authority
Government Formal Authority
PrivateEnterprise/Freedom
48
Third Alternative(Higher Middle Ground)
Values (Culture)
Freedom(Law unto self)
Law
49
Third Alternative
Fraternité
Egalité
Liberté
50
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59
We do not see the world as it is we see the
world as we are. Our head creates our world.
54
60
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.
55
Principle-Centered LivingThree Generations
23
Courage (to live true)
Humility (Principles govern)
Parents
ARROGANCE
COWARDICE
Integrity (integrated around Principles)
Child
DUPLICITY/HYPOCRISY
Wisdom (Perspective)
Abundance Mentality (no comparison)
Grand children
FOOLISHNESS
SCARCITY MENTALITY
56
Destinations
Creating
Restraining Circumstances/ Tendencies
Significance
Success
Stability
Survival
Driving Proactive Energies
Problem Solving
57
Principle-Centered Family Leadership
Four Roles
Teaching (Empowering Principles)
Unleash Talent
Organizing (Aligning Processes to Mission)
Clarify Purpose / Align Systems
Mentoring (Relationships of Respect and
Caring)
Inspire Trust
Modeling (Example of Trustworthiness)
58
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58
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.
60
Stimulus and Response
5
Proactive
(Heart)
(Mind)
(Spirit)
(Body)
Reactive
61
7
Freedom to Choose
Personal Level (Muscle Development)
Relationship Level (Skill Development)
Organizational Level (Team / System Development)
Human Need Level (Competitive Play)
(Home Place/Work Place/Marketplace/Community/etc.)
62
Closing Challenges

• Teach the essence of these leadership
• ideas twice within the next 2-3 days.

2. Take four personal actions
63
We Learn. . .
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William Glasser