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Foundational Habits for Effective Human Resource Leadership. Inside Out Leadership. Why do we start on the inside?. Daniel Goldman – Emotional Intelligence Self Awareness. Emotional self-awareness Accurate self-assessment Self confidence. Stephen Covey – Private Victory.

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Foundational Habits for Effective Human Resource Leadership


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    Presentation Transcript
    1. Foundational Habits for Effective Human Resource Leadership Inside Out Leadership

    2. Why do we start on the inside?

    3. Daniel Goldman – Emotional Intelligence Self Awareness • Emotional self-awareness • Accurate self-assessment • Self confidence

    4. Stephen Covey – Private Victory • Proactivity • Begin with the end in mind • First things first

    5. Peter Senge – Personal Mastery • Capacity for personal growth and learning • Clarify what is important to us • Continual learning helps to see current reality more clearly

    6. Roland Barth – Reflection • Reflecting in practice • Reflecting on practice

    7. Warren Bennis • You are your own best teacher • Accept responsibility, blame no one • You can learn anything you want to learn • True understanding comes from reflecting on own experience

    8. Profile

    9. Knowledge (what to, why to) HABITS Skills (how to) Desire (want to) EFFECTIVE HABITS Internalized principles and patterns of behavior

    10. INTERDEPENDENCE PUBLIC VICTORY INDEPENDENCE PRIVATE VICTORY Habit 1: Be Proactive DEPENDENCE Seven Habits Habit 6: Synergize Habit 5: Habit 7: Sharpen the Saw Seek First to Understand Then to Be Understood Habit 4: Think Win-Win Habit 3: Put First Things First • Foundational Principles: • Effectiveness • Emotional Bank Account Habit 2: Begin with the End in Mind

    11. Reflective on Effective • Effectiveness can be defined as… • I feel effective when… • I feel ineffective when… • A person that I know who is effective is ________________. He/she is effective because… • Pair share

    12. Foundational Principle 1 • Effectiveness: How do you define effectiveness? • Getting things done? • Covey’s idea of effectiveness: Getting things done while maintaining your assets • P/PC Your production is based on your production capacity

    13. P/PC Balance: The Principle of Effectiveness Effectiveness is a balance of two things: Production The desired results produced (the golden eggs, or P) Production Capability Maintaining, preserving, and enhancing the resources that produce the desired results (the goose or PC)

    14. Mental Physical Human Financial Your P/PC Balance Spiritual

    15. What have you sacrificed in order to work towards your degree/certification? • What assets have been impacted and in what way?

    16. Stephen Covey

    17. Dimensions of Renewal Physical Human (Social/Emotional) Mental Spiritual

    18. Dimensions of Renewal Physical • Relationships • Build New Friendship • Service • Making Deposits in the Emotional Bank Accounts of others Human (Social/Emotional) • Healthy Habits Stay Fit • Build a Healthy Diet • Use Positive Ways to Deal With Stress • Get Proper Sleep/Rest • Learning • Developing Skills • Nurturing Talents • Expanding Horizons • Gaining Insights • Producing (poetry, papers, pictures) Mental • Meaning Making • Inspiration • Purpose • Mission • Vision Spiritual

    19. Physical • Healthy Habits Stay Fit • Build a Healthy Diet • Use Positive Ways to Deal With Stress • Get Proper Sleep/Rest

    20. Human (Social/Emotional) • Relationships • Build New Friendships • Service • Making Deposits in the Emotional Bank Accounts of Others

    21. Mental • Learning • Developing Skills • Nurturing Talents • Expanding Horizons • Gaining Insights • Producing (poetry, papers, pictures)

    22. Spiritual • Meaning Making • Inspiration • Purpose • Mission • Vision

    23. 1. What things have you experienced that have caused P/PC imbalances among staff? 2. What assets are important to preserve within a school? Why? 3. What can a school leader do to help maintain an appropriate P/PC balance in a school organization? 4. Is there a relationship between a school leader’s P/PC (or school leadership team) and the P/PC balance of a staff?

    24. Emotional Bank Account Emotional Bank Account: The amount of trust we have in a relationship. Deposit increase trust. Withdrawals decrease trust.

    25. Each day we are… • making deposits • making withdrawals • keeping the status quo When withdrawals exceed deposits then we have overdrawn the account.

    26. Stephen Covey

    27. Foundational Principle 2 • Building trust: How do you build trust? • Covey’s metaphor for building trust.... “emotional bank account” • Personal bank accounts translate into organizational bank accounts

    28. Organizational - Alignment Managerial - Empowerment Interpersonal - Trust Personal Trustworthiness

    29. Character A person with high character exhibits integrity, maturity, and an Abundance Mentality. Competence A person with high competence has knowledge and ability in a given area. Character and Competence Trust Trustworthiness Character Competence

    30. What do good leaders do to build trust in their organization? What are trust busters?

    31. Trust Builders Trust Busters Coaching Relationships

    32. Is accessible and available. Behaves consistently. Shares experience when appropriate. Acts non-judgmentally. Shows respect for people. Coaching Relationships Trust Busters Trust Builders • Does not return calls or keep in touch. • Is unpredictable or erratic. • Chooses not to be open. • Criticizes frequently. • Is threatened or competitive with others.

    33. Maintains confidentiality. Listens. Admits errors and mistakes. Shows interest in others. Is sensitive and aware of feelings of others. Coaching Relationships Trust Builders Trust Busters • Divulges a confidence. • Talks too much. • Fails to disclose errors and mistakes. • Demonstrates. • Is task oriented and business-like.

    34. Follows through. Continuously builds competence. Pays attention. Coaching Relationships Trust Builders Trust Busters • Does not keep commitments. • Appears to have nothing to learn. • Needs attention. • A need to fix others.

    35. Listening Traps Tuning out Concentrating on the impression you are making Jumping to conclusions Interrupting

    36. Listening Traps Failing to make eye contact Showing disinterest Rushing the conversation Getting ahead of the speaker

    37. Foundational Principle 2 Share a deposit that was made in your EMB that made a difference in your life.

    38. “We first make our habits, then our habits make us.” - Stephen R. Covey

    39. Habit 1: • Proactive Behavior • Proactive people use the margin of freedom to make choices that best apply their values. Their freedom to choose expands as they wisely use the space between stimulus and response.

    40. Viktor Frankl

    41. Stimulus Response FREEDOM TO CHOOSE ACCORDING TO VALUES Proactive Behavior

    42. Reactive Behavior Reactive people allow outside influences (moods, feelings, or circumstances) to control their responses. Stimulus Response

    43. Proactive and Reactive Language • Here’s an idea • If only • There’s nothing I can do • I choose to go • Forget about it • I have to go • Let’s explain some alternatives • I can • I have to do this

    44. “It’s not what people do to us that hurts us. In the most fundamental sense it is our chosen response to what they do to us that hurts us.” - Stephen R. Covey “Nothing can make you feel inferior without your consent.” - Eleanor Roosevelt

    45. Theories of Determinism • Reactive people blame their attitude and behavior on things they think they cannot control. They respond to stimulus, often attributing their behavior to three determinants: • Genetic- traits we inherited • Psychic- our upbringing • Environmental- our surroundings