“never forget that the entire ... - doug cartland, inc. · doug cartland 2 of 19 hungry...

Doug Cartland 1 of 19 Hungry Leaders™ Development Series

First Principles…

1. There is no such thing as a __________ leader.

2. I don’t believe in leadership ___________.

3. Weaknesses as a leader are ___________ to an extreme.

4. Leadership is an ________.

5. Respect is simply a ____________ of doing the right things.

Leadership:

__________________________________________________

__________________________________________________

__________________________________________________

Management…

“Never forget that the entire object…is to increase action at the point where

the tool comes into contact with the material.” Practical Business Administration

American Technical Society, Volume #4

The question that management must answer…

What is the best strategy that will cause my blacksmith to take his/her

hammer to the metal accurately the maximum amount of times in a given

time period?


PROVE YOUR VALUE: THE 4 CS OF LEADERSHIP

“The art of leadership is deciding what to do, and

then getting the men to want to do it.” Dwight Eisenhower

“Assumed loyalty is the gateway to abuse.” Doug Cartland

(Four Things Your People MUST Believe About You if They Are Going to

WANT to Follow You)

Remember these two things and your character will be just fine:

A. Leadership is not first ____________________; it’s first

________________________.

There are 168 hours in a week; subtracting 56 for sleep leaves 112. The

average American worker works 40-50 hours per week. That means almost

half of their waking hours are spent in the shadow of their bosses.

1. Power corrupts

2. Decision making becomes inherently flawed

3. Lives are in the palms of the leader’s hands

4. Perks are one thing…

3. __________________ 2. __________________

1. __________________

4. __________________


B. Leadership begins with _________________.

1. The most profound impact on the motivation of the team

2. Display the same commitment, follow the same policies,

develop quality relationships

3. Credibility at leadership’s core

HOW TO CREATE A MOTIVATED WORK CULTURE

Define motivation: To find a ______________ or a ________________!

Primary: _____________ __________________

Secondary: _____________ __________________

Types of motivation:

Extrinsic: _______________ ______________ _______________

Intrinsic: _______________ ______________ _______________

Three questions:

What personality motivates best? _______ ____________

How effective is fear? ________ ___________

How can team members motivate other team members?

_________________ and ________________________

Two Characteristics of True Motivation:

1. Motivation with substance

2. Flexibility--different people are motivated by different things


The top 12 motivators in business:

12. Cost

11. Cost

10. Cost

9. Cost

8. Cost

7. Cost

6. Cost

5. Cost

4. Cost

3. Cost

2. Cost

1. Cost

Total Cost


THE COMMUNICATION CHALLENGE

Three bedrock communication principles:

1. __________________ communication is the only communication that

can be effective.

2. “_______________ is the mother of all error.” --Evan Thomas in Sea of

Thunder

3. Good communication comes down to what you _________.

“Few are agreeable in conversation because each thinks more of what he

intends to say than of what others are saying.”

17th

Century French Author

Francois De La Rochefoucauld

Successful communication is ninety percent ____________.

Statistics:

_________ percent of the American work force says that communication is

the biggest problem where they work.

Poor communication skills cost the average organization _____ to _______

of their budgets every year.

Study: William V. Haney Communication and Interpersonal

Relationships, Text and Cases, Sixth Edition, 1992


The four reasons why human beings by nature are such poor communicators

(we need to understand our weaknesses before we can make them our

strengths):

1. Communication is based on perceptions

“Whilst part of what we perceive comes through our senses from the object before

us, another part (and it may be the larger part) always comes out of our own mind.” --William James

2. Knowledge leads to understanding and we have so little of it

3. Cognitive abilities are limited

4. The subtle nuances of the communication process

a. Words are only _________________ of the communication

process.

b. Voice tone is another __________________.

c. That leaves_______ for _________ _______________!

Do people believe what they see or what they hear? What they ________!

There are two responsibilities in the communication process:

1. The responsibility to express clearly.

2. The responsibility to comprehend clearly and draw information—

active listening.

Tune in—focus—no preoccupation.

Take notes in certain situations.

Repeat the message back.

Don’t interrupt.


Ask appropriate questions for clarification.

Maintain appropriate body language.

SO!

It is a proven fact that we really can only do _________ task at a time!

When you are interrupted determine:

Do they ___________ you? Or do they _________ you?

MAKING A PROBLEM EMPLOYEE A PRODUCTIVE EMPLOYEE

Eleven principles that set the stage:

1. Do you believe in treating all employees equally? YES ____NO____

2. Don’t pass the buck.

3. Most people don’t like conflict and none like criticism.

4. If you correct or not you are educating.

5. I’m not interested in running an _________ ______ _________!

6. Credibility is the key.

7. The myth of “developmental criticism.”

8. Avoid generalized criticism.

9. Do this the right way because turnover and litigation are costly.

10. Stress or bad days are no excuse.

11. It’s not what you say it’s how you say it.


“THE DOWN AND DIRTY BAKER’S DOZEN”

OR

HOW TO APPROACH A TEAM MEMBER AND GIVE YOURSELF

THE BEST POSSIBLE OPPORTUNITY TO WIN THEM

1. Don’t make it _______________.

2. Don’t address ____________________.

3. Save their ________.

4. Don’t ___________________ your case.

5. Don’t talk behind their back.

6. Be ___________.

7. Don’t accuse. Tell them your ___________________.

8. Ask them—“Am I right in my perception?”

9. Show them how the change would ___________ them.

10. Make a plan _______________ for change.

11. You cannot _____________________ too much.

12. End it, forget it!

13. Keep it ________________________.


If they say you are wrong, there are only three possibilities:

You are (fully or partially)

They WILL see it given time

They are obstinate

If they say they are “trying”:

Remember that effort is ______________________________!

KEYS TO EMPLOYEE DEVELOPMENT

Leaders lead people.

Some perspective from Teddy Roosevelt:

“Labor (people) is prior to and independent of capital (money). Capital

(money) is only the fruit of labor (people) and could never have existed if

labor (people) had not already existed. Labor (people) is the superior of

capital (money) and deserves much the higher consideration.”

One motivation to work with and invest in your people:

__________________________________________________!

Your success as a leader is completely dependent on and tied to the success

of your people.

A. Get them in the right seats (hiring, promoting, delegating etc.)

Top two reasons CEOs fail:

1. ________________________________________________.

a. They feel threatened

b. False loyalty: patronage, cronyism, nepotism


c. Performance

d. Seniority

e. Education

Promoting priorities: Leadership potential, Culture match,

work ethic, values and minimum performance

2. ________________________________________________.

B. Believe in them

C. Have clearly defined goals for them

Focuses their eyes

They keep them reaching

They are what we have in common and are our grounds for

consensus.

Must be:

1. _____________________________________________

2. _____________________________________________

3. _____________________________________________

4. _____________________________________________

5. _____________________________________________

6. _____________________________________________

7. _____________________________________________

8. _____________________________________________

9. _____________________________________________

10. _____________________________________________

11. _____________________________________________

12. _____________________________________________


D. Empower them

“_____________ comes before self-esteem.” --Father Val Peter

____________ > ________ ____ _______ >

______________ > ______________ > _______________

Define Empowerment:

Give ___________________, give __________________

Describe an empowered culture:

The team member’s real _______________ in

themselves and my real_______________ in them

________________________ is the great empowerment tool!

Done properly:

a. ________ _______________________

b. ________ _______________________

c. ________ _______________________

d. ________ _______________________

e. ________ _______________________

E. Train them

“When monotony comes in, learning goes out.” --Ray Eliot

1. _________________

2. _________________

3. _________________

4. _________________

5. _________________


The Four Step Process of Adult Learning

1. ____________

2. ____________

3. ____________

4. ____________

Acquiring a Skill

Unconscious incompetence

Conscious incompetence

Conscious Competence

Unconscious Competence

The Five Step Process of Behavior Change

1. _____________

2. ______________

3. _____________

4. ______________

5. ______________


MANAGE UP AND ELIMINATE THE WHINING

1. Never go to a boss with problems, go with _________________ and

______________________.

2. State your idea in ________________ and ________________ terms.

3. Go _______________________ and _______________________.

4. Be _______________________.

5. NEVER _________________ your boss.

6. Always in private.

PRIORITIZATION

The gift of knowing the most important thing to do right now!

Or…

Having a “simplicity of purpose.” --Author Holmes Alexander

And…

“Nothing contributes so much to tranquilize the mind as a steady purpose—

a point on which the soul may fix its intellectual eye.”—Author Mary Shelley

1. Focus on ________ ______________ at a time

2. ____________________ even when you feel like you can’t

a) ______________________________

b) ______________________________

c) ______________________________

d) ______________________________

e) ______________________________

f) ______________________________


A PRIORITY-PLANNING MODEL

EVERYONE CAN USE

Your project will be most successful when you use the Project/Goal

Planning Worksheet to evaluate a project’s priorities according to which are

most important and most urgent:

1. Identify project PRIORITIES—use additional sheets for more than

three.

2. Write DESCRIPTIONS, DEADLINES and PURPOSES for each

priority.

3. Assign a numerical value for the IMPORTANCE (I) of each

priority, with 1 being most important.

4. Assign a numerical value for the URGENCY (U) of each priority

(1=Urgent, most time-sensitive; 2=Important, needs to be done;

3=Important, but can wait).

5. Multiply IMPORTANCE times URGENCY to determine the

SUCCESS (S) factor for each priority.

6. Rank each priority from highest to lowest by SUCCESS factor.

GOAL PLANNING WORKSHEET Three project priorities: Priority description and deadline:

Purpose-Why? I x U = S Rank *

*If you have a tie, subjectively choose one priority over the other so all your priorities are ranked.


DECISION MAKING

“Whoever wishes the following of the crowd, let him suppress his doubts. Whoever

wishes the respect of himself, let him honor his doubts. Whoever wishes both will speak

of his beliefs in public and face his doubts boldly in private.” Dr. Frank Crane (1919)

Leaders have a ______________ that should make them _______________.

Many voices become _____ voice as many tributaries become _____ river.

Make _______ decision at a time

Beware: _____________ and ___________ minimize the perception

of _______ and can lead to poor decisions

_____________ may play a role, but never _______________

Colin Powell’s P = 40 to 70 (P stands for the probability of success

and the numbers indicate the percentage of information acquired)

Have a __________ and _________ mind

See _________ that aren’t even there

Be deliberate and gather all necessary information

Consider the input of appropriate members of the team

Make timely decisions

Be willing to be ______________ and _______________

“If you just set out to be liked, you would be prepared to compromise on

anything at any time, and you would achieve nothing.” Margaret Thatcher

Explain the ____________ or the “why”

Don’t vacillate, don’t second guess

Remain flexible enough to make adjustments as necessary

Hand over appropriate decision making to your team


RUNNING HIGHLY EFFECTIVE MEETINGS

1. The same _________________ that you have in your business on a daily

basis is the same ___________________ you’ll have in your meetings.

a. Participatory

b. The right and freedom to make mistakes

c. Enjoying diverse points of view

2. Most people are uncomfortable being creative

a. Linear is ______________. Creativity is __________________.

b. Creativity implies ___________________________.

3. The leader must draw out the creative solutions from the team

a. Cultivate a great culture daily

b. Hold only necessary meetings with necessary people

c. Be prepared

d. Begin and end on time

e. Reward the process not just the right answers

f. Ask thoughtful and probing questions

g. Watch own body language

h. Deal with the “meeting dominators,” the “interrupters” and the

“sleepers.”

i. Use ice-breaker and significant exercises.

j. Demonstrate meeting value by making use of others’ ideas

whenever possible and appropriate, and then GIVE THEM THE

CREDIT FOR THEIR IDEAS!


PERSONAL APPLICATION OF PRINCIPLES

PRINCIPLE PERSONAL APPLICATION

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

SIGNATURE________________________ DATE _________


The Training Investment

From: 110 Tested Plans that Increased Factory Profits, a collection of articles

written in professional journals in 1928, edited by H.P. Dutton, Professor of Factory

Management at Northwestern University.

All italics are mine:

“During the past year, the men in charge of production in a good many

companies have turned to foremanship training to actually reduce manufacturing

costs.

“[Next] year will bring major studies in foremanship training as a means to,

not as an adjunct of, cost-cutting. A handful of companies—Delco-Light and

Oakland Motor among the leaders—have attained substantial, definite, dollars-and-

cents profits from training their foremen.

“Training pays because it enables a foreman to qualify himself to bear

responsibilities which, properly borne, let him operate his department at a profit.

The foreman is a key man because he can open or bar the way to [these] profits.

“Directly in the hands of the average foreman is a machinery investment

equivalent to his lifetime earnings. Material and supplies far in excess of the

equipment’s value flow through his department in a year. If the foreman succeeds

in giving the machinery just a little better care or in saving just a little spoilage or in

increasing the quality of the work his men turn out, he makes a substantial

contribution to corporate profits.

“Not long ago an industrial engineer of national prominence analyzed the

troubles of many industrial companies which had called him in to help them over

difficult times. He was forced to conclude that the common denominator of the

[struggling] industries…was poor foremanship.

“And he declares that if the foremen in these industries had been adequately

trained…the industrial difficulties would have been materially reduced and sound

profits substituted for losses.

“He found that most foremen had been selected because of their superior

knowledge of the mechanics of the job, because they knew tools, they knew

machinery and the product.

“But their new jobs placed them in the entirely new position where instead of

being producers they must be leaders. Lacking the training for these new

responsibilities, these men failed in foremanship. Many of their corporate employers

failed because the foremen failed.”

“never forget that the entire ... - doug cartland, inc. · doug cartland 2 of 19 hungry...

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