Chapter 10

• What a leader is

  Depending on the situation a scapegoat or a hero.

  A temporary condition (more of a skill set)

  Often associated with change
• What a leader is not

  It's not a manager

  No one is a leader all the time It's temporary

  Anyone can be a leader within the org
• What is a framework?

  A tool used to provide stability

  They clarify ambiguity

  They reduce stress by simplifying the unknown

  Once put in place should be automated
• CONCEPT OF DEVIANCE


  CAN BE POSITIVE

  CAN BE NEGATIVE

  CAN BE NORMAL

  MOST MANAGER STIVE TO BE NORMAL WHICH IS MOST EFFECTIVE

  NEGATIVE IS THE WORST

  POSITIVE TENDS TO BE MORE CARING, GIVING, ETC
• Establishing Positive climate (PEQ) 


  The negative tends to stick out

  don't get caught in problems and obstacles

  create a climate of compassion, forgiveness, gratitude.

  Focus on strengths

  Find people that are positive energizers to create vitality and liveliness in others.

  Positive people are normally open to new experiences.

  This doesn't mean you see through rose tinted glasses.

  recognize and reward positive energizers.

  avoid negative energizers -- they deplete the good feelings and sap enthusiasm
• Establishing Positive climate (PEQ) 


  -climate of compassion, forgiveness, and gratitude

  -- compassion these attributes acknowledge human concerns in the organization. Allowing healing and restoration to occur.

  ---compassion is created through collective noticing, feeling, and responding.

  ---forgiveness not the absence of consequences to poor behavior but put aside resentment and replace with coaching.

  ---gratitude in organizations encourages reciprocity. It helps people feel good and do good.
• Establishing Positive climate (PEQ) 



  -- focus on employee strengths and seek to build them up not critique faults.

  --you don't ignore correction when necessary but wrap the negative with the positive.
• creating readiness for change

  Benchmark best practices

  --What org is the best at your goals and how can their practices be built into yours.

  --- meant to help exceed their performance

  institute symbolic events

  -- make a ritual or ceremony out of the change

  ---out with the old in with the new

  create a new language

  --disney "cast members" for example.

  --you're changing the employee perspective and the way they think about work.

  overcome resistance

  --identify champions.. these people will be trusted within the org and help sell change
• Articulating a vision of abundance

  Vision is short, memorable, and put it in front of everyone.

  You're selling something that should get everyone on the same page.

  Try to associate it with a symbol.
• Generate commitment to the vision

  Make public commitments. Making something public makes it embarrassing if you fail.

  institute small wins, it encourages everyone and creates a snow ball effect.

  If people are onboard with it they will contribute to its fulfillment
• Fostering sustainability 


  Once people are bought into the change lock this into the culture.

  This will help people be use to change because it's a part of what the organization does.

  Track your progress with metrics, methods, and milestones.