"Don't you realize that we are surrounded by our enemies on every side, and our very survival as a nation depends on our skill?" We aren't at war, but there is a lot at stake if our capabilities aren't where they should be: profit, time, morale, reputation, future opportunity.
"Capable people are credible people." In this section, Covey introduces the COMPETENCE side of building credibility (compared to the CHARACTER side which we just read about: Integrity & Intent). "The competence dimension rounds out and helps give trust its harder, more pragmatic edges." As I translate COMPETENCE to ELI principles, I think about how competence is required to have either INFLUENCE or IMPACT (Core Competencies).
This chapter was so good it hurt! So much good material here! The Peter Principle, TASKS, matching T.A.S.K.S. with Tasks (job fit, job alignment), and How to Increase Capabilities. Wow.
When Covey talks about capabilities, he is talking about these dimensions of capabilities:
Talents - our natural gifts and strengths. These are often the strengths we can't see because they come so naturally. It is Warren Bennis that speaks so meaningfully about our responsibility to "fully express ourselves in the world". What does this mean? It means to find out what your natural talents are (not what others tell you they are) and employ them to the benefit of humanity.
Attitudes - our paradigms, ways of seeing (and I'll add our core beliefs and values). Covey warns against an entitlement mentality. I think we are intimately acquainted with what this is and can give plenty of personal examples of where this is showing up in our culture. Instead, he suggest nurturing a positive and grateful heart.
Skills - these are abilities we acquire through training or experience. While skills grease the skids for performance, Covey warns about not getting typecast into a role just because you have certain skills. It is more effective to leverage your natural talents than your acquired skills. Love that. (been there!)
Knowledge - our learning, insights, understanding, awareness. Covey exhorts us to be ever-learning and staying current in our chosen field. Bryan Dodge quoted Covey's conversation with a CEO when he repeated this clever exchange. "What if we train them and they leave?" "What if we don't, and they stay!" Point well-made.
Style - our unique approach & personality. This section reminds me of our conversation on the 6 Leadership Styles from Daniel Goleman (plus Laissez Faire). Many different styles of management/leadership are effective, we just need to be adept at deciphering which one the situation calls for! (Reminder: visionary, democratic, affiliative, coaching, pace-setting, commanding styles?)
Finally, Covey gives us 3 Ways to Increase Capabilities:
1) Run with your strengths (and your purpose) - focus on engaging, developing, leveraging what is uniquely yours. (Reminder: Strengths-based leadership concept from ELI)
2) Keep yourself relevant - be a lifelong learner, learn everything you can about anything related to your passions and position
3) Know where you're going - people follow those who know where they're going. (Visionary Leadership)
What resonated with you all?
Tuesday, September 27, 2016
Wednesday, September 21, 2016
CORE 2 - INTENT (pp. 72 - 90)
There are 4 Cores of Credibility: Integrity, Intent, Capabilities, Results
This week's discussion is on Core 2: INTENT
Covey shares the amusing story of his father (Stephen Covey Sr.) accidentally leaving his mother standing on the side of the road on a cold night as they were switching drivers. Standing (and shivering) there in amazing as she watched Mr. Covey's taillights speed off into the distance, Sandra was left to ponder the intent of her husband. It all turned to be a funny family tale. Many times, we are Sandra. Left on the side of the road, cold and alone, wondering, "Now I wonder what that person's intention was when he/she behaved that way." What a great topic and a great chapter!
Some of you may remember our class in ELI last year when we concluded that we are responsible not just for INTENT, but for our IMPACT, regardless of intent. Covey (back to Jr. now) talks about the critical nature of establishing intent so that we can establish and maintain credibility. Intent is vital to trust!
Here are some important points:
* Intent matters
* It grows out of character
* While we tend to judge ourselves by our intent, we tend to judge others by their behavior (In social psychology research, Fundamental Attribution Error is similar saying we judge others' shortcomings/failures by their character, whereas our shortcomings/failures are from circumstances.)
* Our perception of intent has huge impact on trust
* People often distrust us because of the conclusions they draw about what we do
* It is important for us to actively influence the conclusions others draw by "declaring our intent"
"While our motives and agendas are deep inside in our own hearts and minds, they become visible to others through our behaviors and as we share them with others." Of all the cores, this one - for me - can be the most potentially frustrating. If anyone has ever had his/her motives twisted or hijacked - and used against you, it simply doesn't seem fair that others would have any authority to decide WHY we behaved in such a way. But human nature is here to stay - whether we agree with it or not. Better to learn to influence it.
I do want to mention again briefly our conversation a year and a half ago about quality space since it also applies to INTENT. You might remember that one of the examples of holding a quality space was to reserve judgment when trying to discern a reason or come to a conclusion about a matter. It is the mark of a mature leader to be able to withhold his own thoughts - to wait for more information or evidence - and in some cases forfeiting the role of judge altogether. Assuming the best, overlooking a slight and responding to someone in a way that preserves and nurtures the relationship is far more beneficial than being suspicious.
Covey covers three important areas related to INTENT:
1) Motive - your reason for doing something. "The motive that inspires the greatest trust is genuine caring - caring about people, caring about purposes, caring about the quality of what you do, caring about society as a whole." (Are you also beginning to see a pattern in human growth models where ultimate maturity ends in caring for a others, a group, society and serving those you care about.)
As idealistic as Covey is, he does provide for the possibility that we actually don't care. To that, he simply says, "that's fine - But you will need to understand that you will pay a tax for it." (p. 79) I love the assertion from Coach Jimmy Johnson that the only thing worse that a [leader] who doesn't care about his people is one who pretends to care." Covey turns optimistic again encouraging us that there are things we can do to increase how much we care!
2) Agenda - agenda grows out of motive. Agenda is what you intend to do or promote because of your motive. Are you a win-win kind of person, or a win-lose kind of person?
3) Behavior - behavior is the manifestation of motive and agenda. "The behavior that best creates credibility and inspires trust is acting in the best interest of others." And this is not always that easy to discern, ask any parent! Also, realism tells us that we can only care for and serve so many. This creates a dilemma.
3 Things We Can Do To Improve Intent:
1) Examine and refine your motives - soul-searching questions serve the purpose here (p. 85)
2) Declare your intent - don't be afraid to tell others what is in your heart and mind
3) Choose abundance - there is always enough to go around. Don't be taken captive by the fear of scarcity.
This week's discussion is on Core 2: INTENT
Covey shares the amusing story of his father (Stephen Covey Sr.) accidentally leaving his mother standing on the side of the road on a cold night as they were switching drivers. Standing (and shivering) there in amazing as she watched Mr. Covey's taillights speed off into the distance, Sandra was left to ponder the intent of her husband. It all turned to be a funny family tale. Many times, we are Sandra. Left on the side of the road, cold and alone, wondering, "Now I wonder what that person's intention was when he/she behaved that way." What a great topic and a great chapter!
Some of you may remember our class in ELI last year when we concluded that we are responsible not just for INTENT, but for our IMPACT, regardless of intent. Covey (back to Jr. now) talks about the critical nature of establishing intent so that we can establish and maintain credibility. Intent is vital to trust!
Here are some important points:
* Intent matters
* It grows out of character
* While we tend to judge ourselves by our intent, we tend to judge others by their behavior (In social psychology research, Fundamental Attribution Error is similar saying we judge others' shortcomings/failures by their character, whereas our shortcomings/failures are from circumstances.)
* Our perception of intent has huge impact on trust
* People often distrust us because of the conclusions they draw about what we do
* It is important for us to actively influence the conclusions others draw by "declaring our intent"
"While our motives and agendas are deep inside in our own hearts and minds, they become visible to others through our behaviors and as we share them with others." Of all the cores, this one - for me - can be the most potentially frustrating. If anyone has ever had his/her motives twisted or hijacked - and used against you, it simply doesn't seem fair that others would have any authority to decide WHY we behaved in such a way. But human nature is here to stay - whether we agree with it or not. Better to learn to influence it.
I do want to mention again briefly our conversation a year and a half ago about quality space since it also applies to INTENT. You might remember that one of the examples of holding a quality space was to reserve judgment when trying to discern a reason or come to a conclusion about a matter. It is the mark of a mature leader to be able to withhold his own thoughts - to wait for more information or evidence - and in some cases forfeiting the role of judge altogether. Assuming the best, overlooking a slight and responding to someone in a way that preserves and nurtures the relationship is far more beneficial than being suspicious.
Covey covers three important areas related to INTENT:
1) Motive - your reason for doing something. "The motive that inspires the greatest trust is genuine caring - caring about people, caring about purposes, caring about the quality of what you do, caring about society as a whole." (Are you also beginning to see a pattern in human growth models where ultimate maturity ends in caring for a others, a group, society and serving those you care about.)
As idealistic as Covey is, he does provide for the possibility that we actually don't care. To that, he simply says, "that's fine - But you will need to understand that you will pay a tax for it." (p. 79) I love the assertion from Coach Jimmy Johnson that the only thing worse that a [leader] who doesn't care about his people is one who pretends to care." Covey turns optimistic again encouraging us that there are things we can do to increase how much we care!
2) Agenda - agenda grows out of motive. Agenda is what you intend to do or promote because of your motive. Are you a win-win kind of person, or a win-lose kind of person?
3) Behavior - behavior is the manifestation of motive and agenda. "The behavior that best creates credibility and inspires trust is acting in the best interest of others." And this is not always that easy to discern, ask any parent! Also, realism tells us that we can only care for and serve so many. This creates a dilemma.
3 Things We Can Do To Improve Intent:
1) Examine and refine your motives - soul-searching questions serve the purpose here (p. 85)
2) Declare your intent - don't be afraid to tell others what is in your heart and mind
3) Choose abundance - there is always enough to go around. Don't be taken captive by the fear of scarcity.
Thursday, September 15, 2016
Tuesday, September 13, 2016
Core 1 - INTEGRITY (pp. 59 - 72)
Hi ya'll. Hope everyone is doing well!
Covey uses the metaphor of a tree to demonstrate the 4 Cores of Credibility with the roots being Integrity (Character). "Even though it's underground and not even visible most of the time, it is absolutely vital to the nourishment, strength, stability, and growth of the entire tree."
Have you ever employed a mentality that says, "The ends justifies the means."? You don't have to admit it right here, of course. And this could open up a big can of 'ethical frameworks' debate, but Covey is making a point. Justifying wrong actions is not integrity.
It might be at this point in the book where we get discouraged at the high demands that integrity requires and fold it up and put it away. Even if you don't feel you are currently at your best, let's keep reading. I personally feel integrity is something we ebb into and out of, even though integrity does imply honorable consistency. We are human, we try, we fail. Let's keep trying.
I like the point made that ethics (adherence to rules and regulations) implies compliance. Integrity is much more than just compliance. Chris Bauer, (psychologist, corporate ethics trainer) commented, "It's a psychological issue - [there is] an absence of core values, confusion about what is the right thing to do." I don't know about ya'll, but it seems to me like we're in a time where many are confused about right and wrong, which makes understanding an objective standard of integrity difficult to pin down, much less stand for.
You will remember that Integrity is one of our 6 Core Competencies for building high-performing leaders at Ebco. Our statement is that KP's (knowledgeable partners) demonstrate the character necessary for effectively leading others (and self) in ways that are moral, ethical, authentic and consistent.
Covey asserts that integrity is made up of: Congruence, Humility & Courage:
Congruence = when there is no gap between intent and behavior.
Humility = demonstrated through a person who is more concerned about what is right instead of who is right
Courage = doing the right thing, even when it is hard
How to Make a Powerful Difference in Increasing your Integrity:
1) Make and keep commitments to yourself - "There is absolutely nothing you can do that will increase integrity faster than learning how to make and keep commitments to yourself. Covey advises, don't make too many commitments (lest you get overwhelmed). Treat a commitment you make to yourself with as much respect as you do the commitments you make to others. Don't make commitments impulsively. Sounds like great advice to me!
2) Stand for something - "You can't work from the inside out if you don't even know what's inside. (Insert story of the priest & soldier... who are you, where are you going, why are you going there?)
3) Be Open - Openness is vital to integrity. "He who cannot change the very fabric of his thought will never be able to change reality, and will never, therefore, make any progress." Mic drop. (If anyone wants extra brownie points, google 'confirmation bias' and blend that into this point about being open!
So...let's hear your thoughts on this section. Good stuff, huh guys?
Covey uses the metaphor of a tree to demonstrate the 4 Cores of Credibility with the roots being Integrity (Character). "Even though it's underground and not even visible most of the time, it is absolutely vital to the nourishment, strength, stability, and growth of the entire tree."
Have you ever employed a mentality that says, "The ends justifies the means."? You don't have to admit it right here, of course. And this could open up a big can of 'ethical frameworks' debate, but Covey is making a point. Justifying wrong actions is not integrity.
It might be at this point in the book where we get discouraged at the high demands that integrity requires and fold it up and put it away. Even if you don't feel you are currently at your best, let's keep reading. I personally feel integrity is something we ebb into and out of, even though integrity does imply honorable consistency. We are human, we try, we fail. Let's keep trying.
I like the point made that ethics (adherence to rules and regulations) implies compliance. Integrity is much more than just compliance. Chris Bauer, (psychologist, corporate ethics trainer) commented, "It's a psychological issue - [there is] an absence of core values, confusion about what is the right thing to do." I don't know about ya'll, but it seems to me like we're in a time where many are confused about right and wrong, which makes understanding an objective standard of integrity difficult to pin down, much less stand for.
You will remember that Integrity is one of our 6 Core Competencies for building high-performing leaders at Ebco. Our statement is that KP's (knowledgeable partners) demonstrate the character necessary for effectively leading others (and self) in ways that are moral, ethical, authentic and consistent.
Covey asserts that integrity is made up of: Congruence, Humility & Courage:
Congruence = when there is no gap between intent and behavior.
Humility = demonstrated through a person who is more concerned about what is right instead of who is right
Courage = doing the right thing, even when it is hard
How to Make a Powerful Difference in Increasing your Integrity:
1) Make and keep commitments to yourself - "There is absolutely nothing you can do that will increase integrity faster than learning how to make and keep commitments to yourself. Covey advises, don't make too many commitments (lest you get overwhelmed). Treat a commitment you make to yourself with as much respect as you do the commitments you make to others. Don't make commitments impulsively. Sounds like great advice to me!
2) Stand for something - "You can't work from the inside out if you don't even know what's inside. (Insert story of the priest & soldier... who are you, where are you going, why are you going there?)
3) Be Open - Openness is vital to integrity. "He who cannot change the very fabric of his thought will never be able to change reality, and will never, therefore, make any progress." Mic drop. (If anyone wants extra brownie points, google 'confirmation bias' and blend that into this point about being open!
So...let's hear your thoughts on this section. Good stuff, huh guys?
Saturday, September 3, 2016
The First Wave: Self-Trust (The Principle of Credibility) (pp. 41- 58)
If the book stopped after this section, I would call it one of the best leadership reads 'ever'. As we discussed in ELI, leadership that lasts comes from the inside-out (who you are into what you do). Covey suggests in order to build trust, that we must start with ourselves (sound familiar)? In order to lead others, we must lead ourselves.
This section is about understanding how to build personal credibility through the 4 cores of Integrity, Intent, Capabilities and Results.
Integrity and Intent come from the CHARACTER aspect of trust.
Capabilities and Results come from the COMPETENCE aspect of trust.
The reflection questions that Covey poses to determine credibility are:
1) Do I trust myself?
2) Am I someone others can trust?
It is really very simple really. "The only way to build trust professionally or personally is by being trustworthy." Now we are getting something else concrete that relates to our Core Competency of INTEGRITY.
On pp. 50 - 53, there is a questionnaire that will help you quantify your personal credibility. You may also take the assessment online at www.speedoftrust.com (w/ scoring and analysis and tips on credibility).
Core 1: INTEGRITY -walking your talk, authenticity, beliefs lining up with behavior
Core 2: INTENT - our motives & agendas w/their resulting behavior, caring for the wellbeing of others
Core 3: CAPABILITIES - talents, skills, knowledge, attitude & style plus our ability to establish, grow, extend & restore trust
Core 4: RESULTS - our track record, performance, getting the right things done at the right times
Could you imagine this being a scale used during the Professional Development Meeting? Is this a fair way to evaluate someone on your team?
What about during the hiring process?
What do you think about the marketing strategy example described on page 58? Could that be useful for Ebco's business development strategy? What would it look like?
This section is about understanding how to build personal credibility through the 4 cores of Integrity, Intent, Capabilities and Results.
Integrity and Intent come from the CHARACTER aspect of trust.
Capabilities and Results come from the COMPETENCE aspect of trust.
The reflection questions that Covey poses to determine credibility are:
1) Do I trust myself?
2) Am I someone others can trust?
It is really very simple really. "The only way to build trust professionally or personally is by being trustworthy." Now we are getting something else concrete that relates to our Core Competency of INTEGRITY.
On pp. 50 - 53, there is a questionnaire that will help you quantify your personal credibility. You may also take the assessment online at www.speedoftrust.com (w/ scoring and analysis and tips on credibility).
Core 1: INTEGRITY -walking your talk, authenticity, beliefs lining up with behavior
Core 2: INTENT - our motives & agendas w/their resulting behavior, caring for the wellbeing of others
Core 3: CAPABILITIES - talents, skills, knowledge, attitude & style plus our ability to establish, grow, extend & restore trust
Core 4: RESULTS - our track record, performance, getting the right things done at the right times
Could you imagine this being a scale used during the Professional Development Meeting? Is this a fair way to evaluate someone on your team?
What about during the hiring process?
What do you think about the marketing strategy example described on page 58? Could that be useful for Ebco's business development strategy? What would it look like?
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