The Leading

from the Heart Workshop®

SSOE

[5]

values-based leaders: Recognize the Best

in

Others

vital integrities

Values-based leaders recognize that each person¶s talents are unique and that a person¶s best opportunity for growth is in exploiting those strengths.

Learning your ABCs

Vitality Curve 20-70-10

What is brutal is keeping people around who aren t going to grow and prosper. Jack Welch Jack: Straight From the Gut .Some think it s cruel or brutal to remove the bottom 10% of our people. There s no cruelty like waiting and telling people late in their careers that they don t belong just when their job options are limited and they re putting their children through college or paying off big mortgages. It s just the opposite.

. employees will assume the worst about how differentiation decisions are determined. and wellcommunicated ranking criteria. measurable.WARNING Without specific.

38. 34. 7. 19. 24. 16.Sales Company-Wide 1. 3. 12. 40. 36. 29. 10. 25. 5. 28. 13. 2. 37. 14. 31. 15. 23. 22. 35. 11. 17. 9. 6. Name Watkins Garcia Young Soriano Sanchez Jenson Johnson Green Sierra Morris Flaherty Rivers Williams DeWitt Wiley Mondale Boone Ritter Gamby Ellis 000's $324 305 297 290 289 287 284 281 276 272 267 266 263 263 260 258 254 251 250 248 21. 39. 18. 4. 32. 33. 20. 26. 30. 8. Name Klassen Monroe Munson Higgins Davis Saunders Peters Walters Anders Halter Zeller Kingsdale Brandon Hinch Trammell McDonald Wilson Rogers Palmer Pride 000's 247 240 240 235 230 225 225 222 220 217 210 208 203 203 200 176 174 152 140 83 Top 20% Botto m 10% . 27.

Sales by Department East Coast Name Watkins Garcia Young Sanchez Johnson Sierra Flaherty Williams Wiley Ellis Klassen Munson Davis Peters Anders Zeller Brandon Trammell McDonald Palmer 000's $324 305 297 289 284 276 267 263 260 248 247 240 230 225 220 210 203 200 176 140 Name Soriano Jenson Green Morris Rivers DeWitt Mondale Boone Ritter Gamby Monroe Higgins Saunders Walters Halter Kingsdale Hinch Wilson Rogers Pride West Coast 000's 290 287 281 272 266 263 258 254 251 250 240 235 225 222 217 208 203 174 152 83 .

Two class action lawsuits charged Ford with using the ranking system to force older.make way for younger and more culturally diverse workers.5 million to settle the suits. white employees out of the company in order to . Ford paid $10.

alleging the company¶s predominantly white male managers based forced ranking decisions on their own biases rather than merit.Minority and female employees sued Microsoft Corporation. .

.Conoco employees asserted the company s ranking methods discriminated against American citizens and older workers when it laid off geophysicists and other scientists.

themost dangerousconsequence of differentiation is that we take for granted our so-called B players while management glorifies superstars. it ignores the majority in the middle . and fires and replaces the weak.

Adrian W. Savage .What really matters in organizational success is how the company utilizes the vast bulk of ordinary people. since that is what it will always have in greatest abundance.

´ Dana Beth Ardi Human Capital Partner.³It¶s not about the top. it¶s about finding the right combination of people to accomplish the mission. JP Morgan Partners .

³Some of the under performers may be the jewels in the rock that you have to mine and develop.´ Dana Beth Ardi . Some of those people who fall in the middle ranges of topgrading can turn out to be your breakaway µA¶ players once you put them in the right seats.

What prevents our employees from doing what they do best? Usually. our emphasis on what they do worst. .

most of us do the same thing: we take our strengths for granted. . and concentrate all our efforts on conquering our weaknesses. The vast majority of organizations appear to believe that the best way for individuals to grow is to eliminate their weaknesses.When striving for improvement. So they instruct workers to recognize and focus on their deficiencies.

Gallop survey question: At work do you have the opportunity to do what you do best every day?  Strongly Agree (20 percent) .

Discover Your Strengths Marcus Buckingham and Donald Clifton . Strongly Agree 38 percent more likely to work in business units with higher productivity 50 percent more likely to work in business units with lower turnover 44 percent more likely to work in business units with high customer satisfaction scores Source: Now.

When we force our employees to strive for proficiency in everything. achieve just that. . indeed. we miss the opportunity for them to achieve greatness or mastery in something² in the one area where they may.

µ ±Paul Glen. you·re either oblivious to others or unusually charitable with your opinion about others.´Geeks are different from other people. Leading Geeks: How to Manage and Lead People Who Deliver Technology . If this comes as a shocking statement to you.

GEEKSPEAK Just when you understand the difference between a megahertz and a megapixel. . geeks start talking about link rot and packet jams.

Geeks resist mainstream or official authority structures. They respect technical knowledge far more than where a person resides on the organizational chart. .

are immaterial to their productivity.As leaders. we would prefer that geeks behave like the rest of us. even if grating to some. . But our geeks personalities.

to great GOOD .

An artist or performer of great and exemplary skill. .mas·ter Noun. a worker qualified to teach apprentices and carry on the craft independently.

Identifying each person s strongest talents permits everyone the opportunity to contribute what they do BEST. .

.In business. we tend to attribute competence²or lack thereof² to an employee¶s learning capacity. We further presume that what separates proficiency from competence is individual attitude and aptitude.

a level of attainment reserved for those few who possess natural intelligence.But we tend to consider mastery out of reach. or a head start. good fortune. .

TEACHINGMASTERY Most business organizations still use the intelligence theory approach to learning. .

Using a clock to measure individual progress places all responsibility for learning on the employee. .

George Leonard. It s available to anyone who is willing to get on the path and stay on it regardless of age. or previous experience. . Mastery Mastery is not really a goal or a destination but rather a process. a journey. sex.

vital SIX integrities  Accept challenges and take risks  Master both listening and speaking  Live by the values they profess  Freely give away their authority  Recognize the best in others  Have a vision and convince others to share it values-based leadership .

The Leading from the Heart Workshop® .