FIRST, BREAK ALL THE RULES

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FIRST, BREAK ALL THE RULES

• Marcus Buckingham and Curt Coffman

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The Leader Defines the Work Environment

• What is the shadow that the leader casts?
• What is the intellectual capital in an
  organization?
• How do you measure human capital?
• What does a vibrant workplace look like?

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Questions to ask to keep the core human capital

• Do I know what is expected of me?
• Do I have the materials and equipment I need to
  do my work?
• At work, do I have the opportunity to do what I
  do best every day?
• In the last seven days, have I received
  recognition or praise for good work?
• Does someone at work care about me as a person?

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More important questions

• Is there someone at work that encourages my
  development?
• Do my opinions count?
• Does the mission make me feel important in my
  work?
• Are my colleagues committed to quality?
• Do I have a best friend at work?
• In the last six months, have I talked to someone
  about my progress?
• Do I have opportunities to learn and grow?

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The immediate supervisors are most important
because

• They define the workplace.
• They set the goals and expectations.
• They know you, trust you, and invest in you.

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Competencies of great leaders

• Manage change
• Self-knowledge
• Establish plans
• Compelling vision
• Inspiration
• Strategic agility
• Risk taking
• Take charge

• Set practices
• Results orientation
• Manages diversity
• Broad perspective
• Calm under fire
• Interpersonally sensitive

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Four Core Activities of a Good Leader

• Selects personsbased on experience,
  intelligence, and determination
• Sets expectationsby defining the right steps
• Motivates personsby helping them identify and
  overcome weaknesses
• Develops personsby helping them learn and get
  promoted

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Good leader are happy that people are different.

• They discover hidden talents.
• They can teach new skills and knowledge.
• They can support the different types of talent
  competencies, habits, attitudes, and drive.
• They can help people strive, think, and relate.

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What do I get paid to do?

• What is right for the student, client, or
  customer?
• What is right for the institution or agency?
• What is right for the peoplefaculty, staff, etc?

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Invest in the best!

• No news kills behaviorpositive reinforcement.
• Investing in the best is the fairest thing to do.
• Investing in the best is a way to learn.
• Investing in the best is the only way to reach
  excellence.
• Help the best break through the ceiling.

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Dealing with Difficult Weaknesses

• Look for the causes
• Provide the correct tools and information
• Trip a different triggermotivate differently
• Devise a support systeme.g., find a
  complimentary partner
• Find an alternative assignment

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Questions for performance planning

• What actions have you taken?
• What discoveries have you made?
• What partnerships have you built?
• What is your main focus?
• What discoveries have you made?
• What new partnerships are you hoping to build?

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Five Important Questionscareer discovery

• How do you describe and measure success in your
  role?
• What do you do that makes you as good as you are?
• Which part of your current role do you enjoy the
  most?
• With what part of your role are you struggling?
• What would be the perfect role for you?

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Great leaders expect ALL talented employees to

• Look in the mirror every chance you getHow do
  others perceive you?
• MuseThink about monthly activities.
  accomplishments.
• Discover yourself.
• Build your constituency.
• Keep track of your own learnings and
  accomplishments.
• Catch your peers doing something right!

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Four Last Thoughts

• Keep the focus on outcomes
• Value world-class performance
• Study your best
• Teach the language of great leaderslanguage
  affects thinking