Author: Kenneth Blanchard
Tricks of a Self Leadership
1. Challenge Assumed Constraints
- list potential and actual assumed constraints that could limit your success in X
- an Assumed Constraint is a believe you have, based on past experience, that limits your current and future experiences
- "because I've failed in the past don't even try anymore"
- "our assumed constraints limited our belief that the trick could be done. But it turns out that one of us did have an
- highlight strengths and resources
- identify other people who have points of power that you can draw upon as you implement your plan
- acknowledging the power you have gives you a sense of control over your job and your choices
- prioritizing your most important goals, diagnosing your development level on each of them, and determining the leadership style you need
types of points of power: knowledge power, personal power, relationship power, task power, position power
- knowledge power = specific knowledge of X
- personal power = ability to give assurance to people and make them feel comfortable with the work that needs to be done and the costs involved.
- relationship power = your friends and contacts who can aid you in your project
- task power = power from the tasks in your job (ex: bookkeeper write the paychecks, prep cook cuts the vegetables, etc)
- position power = job title which gives you power such as the CEO or owner
"The only way in which anyone can lead you is to restore to you the belief in your own guidance" - Henry Miller
The Development Continuum (stages of development)
- D1 = The Enthusiastic Beginner = Low Competence, High commitment
- D2 = Disillusioned Learner = Low-some competence, low commitment
- D3 = Capable But Cautious Performer = Moderate-high competence, variable commitment
- D4 = High Achiever = High Competence, high commitment
- D1, need High Direction and Low Support
- D2, need High Direction and High Support
- D3, need Low Direction and High Support
- D4, need Low Direction and Low Support
- set a clear goal
- generate an action plan
- show you how to do the goal or skill
- clarify roles
- provide timelines
- establish priorities
- monitor and evaluate your work and give feedback
- listen to you
- praise and encourage you
- facilitate your problem solving
- ask you for input
- provide rationale (remind you why you're doing it)
- share information about their experiences relevant to the goal
- share information about the organization relevant to the goal
- for each development level, there is a corresponding leadership style to provide you with the appropriate amount of direction and /or support you need
- at D1, need S1 leadership = Directing
- at D2, need S2 leadership = Coaching
- at D3, need S3 leadership = Supporting
- at D4, need S4 leadership = Delegating
- S1 = Directing = "Leader Decides", high directive and low supportive behavior
- S2 = Coaching = "Let's Talk, Leader Decides", high directive and high supportive behavior
- S3 = Supporting = "Let's Talk, Employee (D3) Decides", low directive and high supportive behavior
- S4 = Delegating = "Employee (D4) Decides", low directive and low supportive behavior
- when the answer is obvious
- when you're not willing to hear a certain response
- when you already know what you want to hear
- "Mr X, I need fifteen minutes of your time to discuss this project. If this isn't a good time, i can come back at three o'clock."
- when you tell someone you "want" something, their first thought is usually, "we all want things we can't have."
- When you use the "I need" phrase, you're coming from a position of strength. You've thought about what its going to take to succeed and are requesting a person's help.
- Its amazing, but human beings love to feel needed. They love to think they can help you. "I need" is very compelling."
