first, break all the rules[1].version2

8/3/2019 First, Break All the Rules[1].Version2

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Haysville USD 261 Leadership Academy

first, break all therules

What the World’s Greatest Managers Do Differently




a vision for schools

"Which elements will attract only

talented employees and keep them,

and which elements are appealing toevery employee, the best, the rest,

and the ROAD (retired on activeduty) warriors?" (p. 26).




a vision for schools

Best Rest ROAD




question #1

Do I know

what's expected

of me at work?




question #2

Do I have the

materials and

equipment I need todo my work right?


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question #3

At work, do I have

the opportunity to

do what I do best

every day?



question #4

In the last seven days,

have I receivedrecognition or praise for

doing good work?



question #5

Does my supervisor,

or someone at work,

seem to care about meas a person?



question #6

Is there someone at

work who

encourages my

development?



question #7

At work, domy opinions

seem to count?



question #8

Does the

mission/purpose of my company make me feel

my job is important?



question #9

Are my co-workers

committed to doing

quality work?



question #10

Do I have a bestfriend at work?



question #11

In the last six months,

has someone at work

talked to me about my progress?



why dopeopleleave?



why do people leave?

"People leave managers,

not companies...in the end,turnover is mostly a

manager issue" (p. 33).





"An employee may join…lured by their

generous benefits package and their

reputation for valuing employees. But itis (the) relationship with (the) immediate

manager that will determine how

long…and how productive" (p. 36).





"The longer your lower-level

needs remain unmet, the more

likely it is that you will burn out,become unproductive, and leave"

(p. 46).




managementversus

leadership




“To manage a system

effectively, you might focus

on the interactions of the

parts rather than their

behavior taken separately.” Russell L. Ackoff

management versus leadership





We all do both; Some of us are in

roles that require more management

(achieving the vision), while othershave opportunities for leadership

(setting the vision)





"People don't change that much.

Don't waste time trying to put in

what was left out.

Try to draw in what was left in.

That is hard enough" (p. 57).





"The manager's function is to

speed up the reactionbetween two substances, thus

creating the desired endproduct" (p. 59).





"A manager must be able to do

four activities extremely well:

select a person, set expectations,motivate the person, develop the

person" (p. 59).




talent

Three Kinds of Talent• Striving

– explains the why of a person

• Thinking

– explains the how of a person

• Relating

– explains the who of a person




talent

"Try to identify one critical talent in each of the three talent categories, striving, thinking,

relating. Use these three talents as yourfoundation. Focus on them during theinterviewing process. Mention them when

asking people for referrals. Do notcompromise on them, no matter how alluring a candidate's résumé might appear."

(pg. 102)




rules

"Every time you make a rule you

take away a choice and choice,

with all of its illuminating repercussions, is the fuel for

learning." (pg. 115)




rules of thumb

1. Follow certain steps in terms of accuracy or safety.

2. Standards rule.3. Don’t let the creed overshadow the

message.

4. There are no steps leading to customersatisfaction




what thebest do




what the best do…

"I deliberately look for

something to like

about each of my people." pg. 143




what the best do…

"Investing in the best was, first,

the fairest thing to do; second,

the best way to learn; and, third,the only way to stay focused on

excellence" (p. 155).




what the best do…

"Go back and 'rehire' your best people--

that is, go back and tell them why they

are so good. Tell them why they are oneof the cornerstones of the team's

success....Simply tell them why their

contribution is so valued today. Don'tassume your best know" (p. 156).




what the best do…

"Excellence is not the opposite of

failure. It is just

different...includ(ing) behaviorsthat look surprisingly similar to

the behaviors of your strugglers"(p. 157).




what the best do…

"Define excellence vividly,

quantitatively. Paint a picture for

your most talented employees of what excellence looks like....It's

fairer...more productive. And, mostof all, it's much more fun" (p. 163).




what the best do…

"The best managers are more

deliberate. They talk with each

individual, asking about strengths, weaknesses, goals, and dreams...they

know the surest way to identify eachperson's talents is to watch his or her

behavior over time" (p. 149).




what the best do…

"You succeed by finding ways

to capitalize on who you are,

not by trying to fix who you

aren't" (p. 171).




what the best do…

"It is a rare thing to be able to find a role that givesyou a chance to express the specialness inside you,

a role where what makes you You is also what

makes you good. It is rare, not because therearen't enough interesting roles--virtually every role

performed at excellence has the potential to

interest somebody--but because so few individualsever come to know their true talent and so many

managers fail to notice the clues" (p.150).




what the best do…

How to better unleash an employee'sdistinct talents:

• Carve out a unique set of expectations that will

stretch and focus• Highlight and perfect their unique style, helping

him understand why it works and how to perfectit

• Run interference: Our teachers don't work forme. I work for them.



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