"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?
Who would have known that there was this much to trust?? I didn’t. I just knew that either I trusted a person or I didn’t trust them. It’s amazing to be able to look back on relationship/situations and to understand why the lack of trust was there. To me there was a lot of good info in this chapter. What a great checkup list (TASKS) for us as individuals.
ReplyDeleteThe section on increasing capabilities made me think of something I tell my children, "Do what you love and you'll never work a day in your life." What we "love" is typically what we do well. Something else I tell them, "How will you know if you are good at something if you've never tried? It might be your new favorite." TASKS expands on this. Use your talents, have an open-minded, positive attitude, hone your skills and increase your knowledge, and keep improving.
ReplyDeleteThe content on leadership brought to mind two people I know in Illinois, Chuck and Karen. I consider Chuck to be a leader of men. He inspires trust. Regardless of who he meets where, he makes people feel like seeing them was the highlight of his day. I've never heard him speak ill of anyone, he is patient, respectful, and caring but also honest.
Karen is also friendly and helpful but expects something in return. She frequently makes negative comments about others that aren't present. When interacting with her I always wondered, 'what does she say about me when I'm not around?'
I think both interactions shaped how I try to interact with people; what I try TO do and NOT to do.
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