Leadership 3 C Model
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A training model on lesadership
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Leadership 3 C Model
- 3. Leadership The 3C Model Be The Leader, Make the Difference, Paul Thornton Confidence Desire Diagnose Coaching Challenge
- 9. Setting Stretch Goals Challenge Vision Continuous Improvement Demands Benchmarking Arguing with Success Questions Challenge
- 27. Steps in Building Confidence Expand Self-Image Recognition Ownership Driving Out Fear Empowerment Confidence Confidence
- 40. Steps to Great Coaching Balance Point to Good Performance Feedback Make people think for themselves Facilitation Coaching Coaching
- 54. The 3-C Model Confidence Coaching Challenge Desire Diagnose The Model
Hinweis der Redaktion
- We are going to look at these elements in a bit of detail Remember that desire and diagnostics come from within Challenge, Confidence, and Coaching are applied elements using the internal elements
- Think of leaders you have seen and worked with – they had many of these characteristics, or all of them If they had none of them – well that ain’t possible
- Again, these are our basic building blocks to becoming a true leader
- Tell me when you have been challenged Is this demand too great? Should we as leaders set our goals at the level of even our middling good followers? Or at two notches above our best? Guess it depends on what you are trying to do If you are just trying to stay in business – set ‘em a little lower If you are a hungry entrepreneur – set ‘em high and go for it, even if you fall a bit short you probably beat the realistic goal
- If one cannot do this, perhaps one is not a leader
- The key is breaking old culture and going for new ground That comfort zone is deadly, as I am sure everyone agrees
- Every truly great leader had a visionary attitude You never catch a true visionary looking at the business ground right in front of himself Visionaries are charismatic and attract others Great salesmen learn to use visionary-like tactics in their closings – have you been there?
- Nearly electric, ain’t it? Everyone has seen or met a person who is a visionary, let’s pause and share some stories
- Even if you don’t use these methods, you must find a way(s) to share your vision Funny thing is, if you share they will listen
- Guess we don’t want to be managers in this sense Leaders control their fear Leaders know that their people will ruck up when the battle is worth it and important
- Because then the best you can achieve is mediocre Because who wants to be on a team where low is the standard Because who wants to look at a low performer in the mirror every morning
- First time someone says “it’s too tough,” or “nobody can reach that goal,” look them in the eye and say “nothing worth doing will be easy, ‘cause if it were, everybody would be doing it.” First question is, “is it the right thing to do?” Second question is, “should we do it?” Third question (if you need it) is, “would we do this if we knew we could not fail?” The null question is, “if we don’t do this, will we be out of the game?” Need I say more?
- I once had a leader who required me to ask why five times before I quit and accepted a situation I read that Michael Eisner (CEO, Disney) was called “Mr. What-if” by his college professors because he asked that so much If you just ask, “is this your best work” each time a follower hands you something, you will be amazed at the improvement
- I hate the functionary that tells me to ask if I do not understand and then gets huffy when I ask questions Government is filled with Bureaucrats who treat you poorly if you question anything Who wants to be a Bureaucrat?
- You only grow through learning and re-learning It is the same for your business, job, etc Keep exploring for change to better do what you do
- The business history books are littered with tales of once thriving, now dead businesses that didn’t change Ever hear of Montgomery Ward Ever hear of US Steel
- Companies love to tell you what they are doing right, and who cares what they are doing wrong, anyway Do not point out their flaws while on their floor, it is rude, and they may throw you out Do point out their excellence while there, it makes them happy and they may share even more Do conduct an AAR (After Action Review) as soon as possible after leaving, and write it down
- Let’s celebrate our success – then charge out to beat our own record Mark McGwire is just another ballplayer the next year unless he is out there wowing the fans with his efforts again Tiger Woods is not going to win one trophy this Masters Tourney for last years performance The amazing thing is people don’t realize that if you keep doing what you did you can only get what you got Only actors get to live on past performances – and I do not even understand that
- A fat, cigar-chomping desk rider in a damp office in a big warehouse of a building managing a rule book – or … A sleek, hard-charging hand clincher out knocking doors, calling on customers and trying to sell a vision Well, who do you want ‘a be?
- The more you try the better you get When you care enough to get involved with your people Now you are becoming a leader
- You fix problems, but never dwell on them, it can become the focus of your effort In Leaders , Warren Bennis and Bert Nanus emphasize the top factor that identifies superb leaders is a willingness to focus on building strengths not focusing on weaknesses
- We can beat fear Fear has no basis in fact – well normally it doesn’t Fear is destructive Fear inducing managers get low results, which leads them to produce more fear, which leads to lower performance Why is that? Let’s us examine this a little later in more detail
- You will learn that I am an advocate of Recognition I am not sure of rewarding employees unless they have exceeded by some margin their work responsibilities Somebody define “empower”
- Be the champion of their heart Fill them with pride in themselves Give your new folks some smaller pieces to build them and then increase the load as they get stronger Learn how to say the good stuff when you get the chance, Eisenhower always told soldiers he believed in them and they performed well for him Do not hesitate to tell your immediate subordinate you can see them in your job, you are supposed to be training your replacement
- Everyone likes to have their leader ask them what they think – be sure you listen Once in a while let them run the meeting to give your boss an update or something – just make sure they are ready to do so Then remind them of how well they did when they get a bit down later Paul considered himself an exhorter, which means “encourager”, he wrote most of the New Testament as an encouragement to the followers, it worked
- Nothing is harder than this aspect of leading If you can accomplish this without fracturing egos you are good at leading Frame this demand as, you would not demand it except you believe in them
- You should avoid every attempt someone makes at getting you to do their job The first time you succumb to the temptation you own that work until you get sick enough of it to make them do it The best way to handle the blame game is walk them over to the other desk and root out the matter If it is personal animosity between workers you know what to do, yeah, conflict resolution If it isn’t that, figure out what it is and fix it, you must take away the excuses
- This is your job I still need someone to define “empower”
- Is this the definition? Give them the facts and they have power OK, now I know what to do
- Giving gifts creates a spiral effect that can get out of hand War Story: We were surveying a crew to determine reasons for excessive unscheduled PTO. Also what were the barriers to being at work. Then we asked what it would take to keep them at their workstations we were surprised by the two most common answers, Time Off and Incentive Money for Being at Work! We discovered this crew was very accustomed to getting gifts for just doing their job!
- Tell yourself “nice shot” on the golf course, if it is Tell yourself “nice work” at the office, if it is If you are not a back-slapper then don’t slap backs Try looking them in the eyes and saying, “I was really impressed with the creative way you solved that application problem” or whatever other thing they did well When you see someone doing a grand job, find a way to let them know you saw it Patton used to have his aides carry an assortment of medals around, and when he saw a soldier (of any rank) doing something out of the ordinary, he awarded the medal right then and there, damn the paperwork it could come later I learned that I got better treatment in the mess hall when I complimented the cooks in the army, almost no other officer did that, amazing ain’t it
- Here is that fear thing, let’s discuss this You break the cycle by confronting the fear yourself Then you root it out of your group by talking about it, training your people to have better skills, and getting personally involved when fear rears it’s ugly head You have the right and responsibility to create a fear-free work zone We are all big people and need a good environment that nurtures us, yes, even us old workers and leaders need nurturing
- It is normally the unknowing that is the key to fear If you tell folks the honest truth, which may, in fact, be you really don’t know, but you are keeping informed and will let your group know as soon as information is available – and then you do – then fear is reduced Admit that in today’s business world bad things do happen to good people, but you will remain vigilant and champion good people always Keep your people sharp, trained, and ready – they’ll be in less danger Don’t let your frustration cause you to react emotionally when it is just business
- Stop fear from being internally destructive and make it, through coaching, externally productive
- Be up even when you really do not feel like being so – they are watching you Learn new ways to talk about your business in lay terms – be a good story teller – people love stories
- You can’t learn if someone does your work You can’t learn if someone never shows you how to do the work Amazing – ain’t it The key is help and watch for the light to come on then stand back and watch them do the work
- This is somewhat tougher than it sounds You gotta have the questions worked out In order to have the questions worked out you gotta know the material In order to know the material you gotta spend time learning Told you it wasn’t easy
- Staff should learn budget, cost, inventory, overhead, depreciation, and profit Never hide your top talent, they won’t grow People love to be asked “What do you think?” Know when to step in and fix it
- Jack Nicklaus still remembers and credits his coach Michael Jordan credits his coaches (HS, College, Pro) The Japanese credit Dr. W. Edward Deming for coaching them to prosperity after WWII
- Is the timekeeper, gatekeeper, and referee – all wrapped in one body This is a tough job Always try to farm out this job to your best person
- Pulling-in = What’s your opinion? Probing = How do you feel about this mission statement? Extension = Interesting point, could someone add to this comment? Focus & frame = What problem are we trying to solve?
- Clarify = I understand you are saying turnover is caused by excessive overtime requirements. Linking = How does your recommendation solve our problem? Feedback = Did we meet our objectives? Consensus taking = Are we in Agreement? Capturing = Flipchart or Whiteboard available and record information
- The key is CONSTRUCTIVE If you are sophomoric in this, it is obvious
- Permission = Are you open to some feedback on . . .? Involve = What did you think of this meeting? Time = Feedback now . . , not at the semiannual performance appraisal Focus = what you can see, and hear, not what you might interpret or conclude
- Emotions = no anger or loud talking Specific = no more “you aren’t a team player” Realistic = speak about the behavior you want “more of” or “less of,” not just “improved performance” Weakness to strength = turn it with good coaching Affirmation = something like “I know you can make this happen” say this only if you believe it Follow up = ask the employee to re-state the action plan
- It is a truism – first you get it, then they get it
- Self-Confidence means believing what you are saying Personal accomplishments let you have a picture of yourself at your best You cannot teach unless you can be taught Always do what you say, never the old, “do what I say not what I do,” it is deadly for a leader
- Of all these Desire is first, if you don’t like leading it will show and they won’t follow All the rest of these can be learned and sharpened as skills, but desire is a spirit
- In summary, this is the heart of it Desire and Diagnostics are from within The other 3 elements are what you do with the desire and diagnostic skills