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Leader as Coach, Coach as Leader Presented by Rich Russakoff for YEO Central America – November, 2003 Bottom Line Consultants. Core Values. This is how we do business This is our culture When your values are clear, your decisions are easy – drives day to day decisions

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Core Values


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    1. Leader as Coach,Coach as LeaderPresented byRich Russakofffor YEO Central America – November, 2003Bottom Line Consultants

    2. Core Values This is how we do business This is our culture When your values are clear, your decisions are easy – drives day to day decisions There are two kinds of core values Establish core values

    3. Maxons Values Focus on the solution Strong sense of urgency Accountability for actions/results Professionalism and integrity

    4. Maxons Values Be a positive force Proactive attitude Unselfish team orientation Exceed expectations

    5. Common Performance Barriers • Inflexible/Rigid • Unfocused • High anxiety • Poor time manager • Lack of trust in others • Lack of integrity • Indecisive • Negative pessimistic thinking

    6. Common Performance Barriers • Low energy • Impatience • Defensiveness • Negative attitude • Critical of others • Low stress Tolerance • Moody/Irritable • Poor team player

    7. Common Performance Barriers • Low self confidence • Lack of empathy • Poor communication skills • Poor listening skills

    8. Leadership Leaders affect everything from the company culture to the bottom line

    9. Leadership There can be no leaders without followers

    10. Job Posting for a Leader • Wanted: • Creative problem solver • Capable of recruiting and developing a motivated team • Results oriented • Master communicator • Politically savvy • Inspiring coach and mentor

    11. Job Posting for a Leader Enthusiastic, energetic, sincere, passionate, credible, ethical & adaptable Willingness to take risks and has the ability to make decisions without all the answers Must understand people and the power of relationships

    12. Great Leaderships Do first things first Face the daily danger Hire, require, inspire, fire Hire attitude – teach skill Reflect and decide on a vision Prepare and take action

    13. Great Leaders Change their vision as quickly as circumstances and adapt as quickly as the wind – They are proactive Jack Welch

    14. Great Leaders Tells it like it is!

    15. Great Leadership – Southwest Airlines After 9/11- did not sugar coat situation No one is flying Shut down for 4 days Don’t know what the future holds

    16. Sail the 7 C’s of Leadership • Competency • Concern • Commitment • Consistency • Communication • Cultivate collective responsibility • Character

    17. Great Leaders • Become great coaches who create other great leaders • GE/Vince Lombardi/Red • Coaches give all the credit for success to those who have helped produce the results

    18. The Ten Gifts Of Coaching • Motivation • A system • Goal setting • Advice • Burnout prevention • Plateau busting • Checklists • Feedback • Cheerleader • Fun

    19. Great Coaches Establish Goals Good leaders don’t manage people – they manage goals Help people achieve mutually agreed on goals Make sure goals are realistic and obtainable S*M*A*R*T Goals

    20. Coaches Make the commitment to coach Discover what motivates the individual Give feedback/Act as a cheerleader

    21. Great Coaches • Get commitment • What will be done, and when will it be done? • Follow-up • Look for opportunities to give feedback • When you see improvement give praise • Make certain you evaluate the outcome

    22. Competency How you think is everything Never stop learning – look for trends We are all a work in progress Leadership skills develops daily Benchmarking- look outward

    23. Competency Join and participate in peer groups Become a leader in YEO or other organizations Find your own coach Form an Advisory Board Leaders understand that activity is not necessarily accomplishment

    24. Competency Courage and Confidence Leads to better decisions

    25. Competency-Hire Great Attitudes • Recruit great individuals who are willing to be a part of a team and who are coach-able3x • Having independent, flexible and creative employees is the only competitive advantage • Southwest Airlines CEO Keller - from “Maximum Leadership” by Charles M. Farkas and Philippe DeBacker

    26. Competency-Hire Great Attitudes Hire people that compliment your strengths Encourage members of your team to take the initiative and act on their own. Stretch them.

    27. Competency-Advice A Coach is a resource of information – watch story Virtually everyone benefits from someone to guide them through their decisions – Sword Zen Advice goes both ways - Listen from top to bottom, bottom to top - GE

    28. Concern People don’t care how much you know until they know how much you care!

    29. Concern • Great Leaders: • Communicate with their words and listen with their heart • Are accessible to their staff • Hold onto great employees

    30. Concern/Burnout Prevention Lessons from Birthing of Giants Encourage a balance in your people’s lives Allow personnel to take time outs Eliminate zap zippers

    31. Concern/Burnout Prevention Carefully monitor personnel’s progress and attitude to prevent chronically poor performance When you identify problems discuss approaches to a positive change in behavior IMMEDIATELY

    32. Concern/Psychic Income A sense of belonging Recognition–pride Emotional security Economic security

    33. Concern/Feedback • Reviews • The coaches job is to raise the bar – or Inspire continuous improvement • Your staff needs constructive criticism and positive guidance

    34. Commitment A primary reason leaders fail is a lack of a consistent commitment plan duJour outside interests If the leader shows commitment, there is a far greater chance that followers will be committed SW the Great Alexander

    35. Consistency Consistency in the way you treat people Plan your focus and focus on working your plan Momentum is a leader and coaches best friend

    36. Consistency:The world’s greatest management principle “What gets measured, gets done” “You get more of the behavior you reward”

    37. ConsistencySystems, Rituals, Habits Good coaches have a clear methodology Companies must live up to AND EXCEED CUSTOMER EXPECTATIONS Confidence in the system or culture is more important than the system itself

    38. ConsistencyChecklists, Rituals, Habits Checklists spell out what is important in the key phases of each job Checklists remind people of what they are trying to achieve Checklists free people’s minds to focus on actual performance

    39. Communications The ability to communicate is the leader’s most effective tool

    40. Common Communications Challenges • Being diplomatic • Getting to the point • Dealing with emotions • Confronting people • Staying in touch • Standing your ground • Easier to do things myself than teach others how

    41. Communications • Listen • Remember before you speak, it is to your advantage to listen first • 60% of business mistakes are a result of poor communications - Peter Drucker • Theses mistake cost customers, money, time and morale

    42. Communications Communication skills lead to relationship building which leads to gaining and keeping customers

    43. Leaders Communicate to: • Motivate – The two ways to achieve buy-in • Logical • Emotional

    44. Leaders Communicate to Catch people doing something right Encouragement and stroking helps people achieve their best When you “give” people self-esteem they will fight to maintain it

    45. CommunicationsCriticize Gently or Not At All Praise in public, criticize in private

    46. Constructive Criticism State a positive Frame critical feedback as a discussion End on a positive

    47. “Honesty without compassion becomes cruelty”

    48. Handy Phrases and Bridges • “I have a request” • “In all due respects” • “Tell me more” • “And…no but!” • “I understand” • “Thank you” • “I see” • “Okay” • “That’s a good question” • “My name is Rich, what’s yours?”

    49. Dealing with Interruptions I have a request How much time do you need? There’s a fine line between giving people time and letting them take your time Request quiet time Work calls are NOT interruptions; set parameters, be proactive

    50. Communications Must Become A Core Competency – The Responsibility Of Everyone Within the Organization