The Leading from the Heart Workshop

1
The Leading from the Heart Workshop
SSOE
2
5
values-based leaders
Recognize the Best in Others
vital integrities
Values-based leaders recognize that each persons
talents are unique and that a persons best
opportunity for growth is in exploiting those
strengths.
3
Learning your ABCs
Vitality Curve 20-70-10
4
Some think its cruel or brutal to remove the
bottom 10 of our people. Its just the opposite.
What is brutal is keeping people around who
arent going to grow and prosper. Theres no
cruelty like waiting and telling people late in
their careers that they dont belongjust when
their job options are limited and theyre putting
their children through college or paying off big
mortgages.

• Jack Welch
• Jack Straight From the Gut

5
Without specific, measurable, and
well-communicated ranking criteria, employees
will assume the worst about how differentiation
decisions are determined.
WARNING
6
Sales Company-Wide
Top 20
Bottom 10
7
Sales by Department
8
way for younger and
make
Two class action lawsuits charged Ford with using
the ranking system to force older, white
employees out of the company in order to
more culturally diverse workers. Ford paid 10.5
million to settle the suits.
9
Minority and female
employees sued Microsoft Corporation, alleging
the companys predominantly white male managers
based forced ranking decisions on their own biases
rather than merit.
10
Conoco employees asserted the companys ranking
methods discriminated against American citizens
and older workers when it laid off geophysicists
and other scientists.
11
dangerousconsequence of differentiation is
that we take for granted our so-called B
playerswhile management glorifies superstars,
and fires and replaces the weak, it ignores
the majority in the middle
themost
12
B
What really matters in organizational success is
how the company utilizes the vast bulk of
ordinary people, since that is what it will
always have in greatest abundance. Adrian W.
Savage
13

• Its not about the top its about finding the
  right combination of people to accomplish the
  mission.
• Dana Beth Ardi
• Human Capital Partner, JP Morgan Partners

14
Some of the under performers may be the jewels
in the rock that you have to mine and develop.
Some of those people who fall in the middle
ranges of top-grading can turn out to be your
breakaway A players once you put them in the
right seats.

• Dana Beth Ardi

15
What prevents our employees from doing what they
do best? Usually, our emphasis on what they do
worst.
16

• When striving for improvement, most of us do the
  same thing we take our strengths for granted,
  and concentrate all our efforts on conquering our
  weaknesses.

• The vast majority of organizations appear to
  believe that the best way for individuals to grow
  is to eliminate their weaknesses. So they
  instruct workers to recognize and focus on their
  deficiencies.

17
Gallop survey question At work do
you have the opportunity to do what you do
best every day?
? Strongly Agree (20 percent)
18
? Strongly Agree
38 percent more likely to work in business units
with higher productivity 50 percent more likely
to work in business units with lower turnover 44
percent more likely to work in business units
with high customer satisfaction scores
Source Now, Discover Your Strengths Marcus
Buckingham and Donald Clifton
19

When we force our employees to strive
for proficiency in everything, we miss the
opportunity for them to
achieve greatness
or mastery in something in the one area where
they may, indeed, achieve just that.
20
Geeks are different from other people. If this
comes as a shocking statement to you, youre
either oblivious to others or unusually
charitable with your opinion about others. Paul
Glen, Leading Geeks How to Manage and Lead
People Who Deliver Technology
21
GEEKSPEAK
Just when you understand the difference between a
megahertz and a megapixel, geeks start talking
about link rot and packet jams.
22
Geeks resist mainstream or official authority
structures. They respect technical knowledge far
more than where a person resides on the
organizational chart.
23
As leaders, we would prefer that geeks behave
like the rest of us. But our geeks
personalities, even if grating to some, are
immaterial to their productivity.
24
GOOD
to great
25
master Noun. An artist or performer of great
and exemplary skill a worker qualified to teach
apprentices and carry on the craft independently.
26
Identifying each persons strongest talents
permits everyone the opportunity to contribute
what they do BEST.
27
In business, we tend to attribute
competenceor lack thereofto an employees
learning capacity. We further presume that what
separates proficiency from competence is
individual attitude and aptitude.
28
But we tend to consider mastery out of reach, a
level of attainment reserved for those few who
possess natural intelligence, good fortune, or a
head start.
29
TEACHINGMASTERY
Most business organizations still use the
intelligence theory approach to learning.
30
Using a clock to measure individual progress
places all responsibility for learning on the
employee.
31
George Leonard, Mastery
Mastery is not really a goal or a destination
but rather a process, a journey. Its available
to anyone who is willing to get on the path and
stay on itregardless of age, sex, or previous
experience.
32
vital integrities
SIX

• Accept challenges and take risks
• Master both listening and speaking
• Live by the values they profess
• Freely give away their authority
• Recognize the best in others
• Have a vision and convince others to share it

values-based leadership
33
The Leading from the Heart Workshop