principle to achive extra ordinary

8/9/2019 Principle to Achive Extra Ordinary

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1. Context

2. Key Message

3. Today Tomorrow3 Essential Principles Effective Leadership

4. Conclusion

Presentation OverviewPresentation Overview


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Successful Businesses and Individuals think and act differently.

High Performance is a Personal Choice

Success is Cumulative

Small changes today lead to BIG changes tomorrow

Key MessageKey Message


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If you always do what you have always

done You will always get what you havealways got.

Anonymous

Full

Engage-ment

QuoteQuote


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MessageValues & BeliefsPurpose in Life

Play to your Strengths

Principle #1 What NOT to ChangePrinciple #1 What NOT to Change


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Principle #1 What TO ChangePrinciple #1 What TO Change

PassionateAbout

EconomicDenominator

Can BeBest In The

World

THE THREE CIRCLESof the Hedgehog Concept

Copyright Jim Collins, All Rights Reserved


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Slide 10

Q uestions

How clear are your values & beliefs ?

What is your purpose in life?

What are your genetically encoded strengths ?

Are you operating at the intersection of your 3circles?

Principle #1Principle #1


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MessageMost Important ChoiceRight People in Right RolesWrong People OUT

Leadership



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Slide 10

Q uestions

Do you have the right people in yourorganization? Are the right people in the right seats?

How good are you at moving wrong people out of your company?

How close are you to making hiring the right people one of your signature qualities?



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Performance Oriented CultureStretch Development RecoveryPrioritiesManage Energy, Not Time

Message


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OLD PARA DIGMManage time

Avoid stressLife is a marathon

Downtime is wasted timeRewards fuel performance

Self-discipline rulesThe power of positive thinking

The Power of Full Engagement*The Power of Full Engagement*

N EW PARA DIGMManage energy

Seek stressLife is a series of sprints

Downtime is productive timePurpose fuels performance

Rituals ruleThe power of full engagement

*The Power of Full Engagement.Free Press-2003.Jim Loehr and Tony Schwartz


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*The Gallup Organization

CommittedConsistent HighPerformanceStrongRelationshipsClear FocusPassionate. HighEnergy.High Trust

Fully Engaged

Low Commitment Meet the BasicsNot alwayscommitted toRole/TeamShow somenegativityMake up their owngame

N ot Engaged

UncommittedWhat Can I take

versus What Can Igive Unhappy/ Shareunhappiness withOthersLots of excusesResistant Low Trust

D isengaged

Gallup* ResearchGallup* Research


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Acid TestThe majority of the people in our organization can:

Explain the organization s vision and business objectives

Support those objectives enthusiastically (i.e. fully engaged!)Demonstrate competence in What they do and How they doit (i.e. Hire for Fit!)

Tell you that line manager/leader is effective and committed tocoaching and developing them (i.e. EffectiveLeadership/Management)

Accept responsibility to improve themselves and the organizationcontinuously (i.e. What NOT to Change/What to Change)

Deliver the results to drive Top Quartile performance

A Full Engagement,Performance-Oriented Culture3

A Full Engagement,Performance-Oriented Culture3


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Slide 10

Q uestionsHow good are you at managing your energy? Physical Fitness Mental

Emotional Spiritual

Are your priorities clear?

How good are you at recovery?

Are you stressing the system often enough to drive personalgrowth?

How effective are you at delivering results?



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High Performance TrajectoryHigh Performance Trajectory


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StrongFoundation

BusinessStrategy

RightPeople

Full

Engagement

Extraordinary

Results

HighPerformance

Teams

The Best You

Can Possibly Be

StrongRelationship

Goalsin Life

L ife Perspective Work PerspectivePrinciples

Timeless Principles (Work and Life)Timeless Principles (Work and Life)


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FullEngage-ment

Successful Businesses and Individuals think and act differently.

High Performance is a Personal ChoiceSuccess is Cumulative

Small changes today lead to BIG changes tomorrow

Key MessageKey Message


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3 Principles to Achieve And SustainExtraordinary Performance!!


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Built to Last, Jim Collins and Jerry Porras, Harper Business, 1994

From Good to Great, Jim Collins, Harper Business, 2001

Leading Change, John Kotter, Harvard Business School Press, 1996

Execution. The Discipline of Getting Things Done, Larry Bossidy and Ron Charan, CrownBusiness, 2002

Emotional Intelligence, Why It Can Matter More Than IQ, Daniel Goleman, Bantom Books, 1995

High Flyers, Developing the Next Generation of Leaders, Morgan McCall, Harvard BusinessSchool Press, 1998

The Power of Full Engagement, Jim Loehr and Tony Schwartz, Free Press, 2003

First, Break all the Rules, Marcus Buckingham and Curt Coffman, Si mon and Schuster, 1999

John Kotter on What Leaders Really Do, John Kotter, Harvard Bus i ness School Press, 1999

St ra t egy Focussed Organ i za tio n, R o ber t Kaplan and Dav i d No rto n, Harvard Bus i ness School Press, 2001

The Al chemy of Gro wth , Meh rdad Bag hai , St ep h en C ol ey & Da vi d Whit e, Perseus B oo ks, 1999

Hi dden V alu e, H o w Gre at Co mp a ni es Ac hi eve Ex t rao rd i na ry Res ults with Ord i na ry Pe o pl e,Ha rva rd Busi ne ss School Pre ss , 2000

Sugg est ed Re a di ng List Sugg est ed Re a di ng List


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A Full Engagement,Performance-Oriented Culture A Full Engagement,Performance-Oriented Culture

principle to achive extra ordinary

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