session one session three
TRANSCRIPT
Session One1. Introduction to Session One2. Thinking about leadership in a new way3. Leadership is a skill4. Leadership is influence5. What is human nature?6. Serving yourself by serving others7. The importance of choices8. To lead is to serve9. Power vs. authority
10. Build good relationships
Session Two11. Introduction to Session Two12. How do we create leaders?13. Hugging and spanking14. Needs and wants15. Love as a verb16. The four kinds of love17. A 2000-year-old definition of love18. The importance of listening19. Humility20. Forgiveness21. Honesty22. The true meaning of discipline23. Commitment24. Will25. Task and relationship
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Session Three26. Introduction to Session Three27. How to turn people into leaders28. Habit development29. How to undo habits30. Identifying problems31. How do we eliminate our gaps?32. The Rabbi’s Gift
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THE sE rva n TlEadErsHipt r a i n i n g c o u r s epJame s c . H u nt er
[ ]achieving success through character, Bravery & influence
Sounds True, Inc. Boulder CO 80306
© 2006 James C. Hunter
SOUNDS TRUE is a trademark of Sounds True, Inc.
All rights reserved. No part of this publication may be used or reproduced in any manner
without written permission from the author and publisher.
Published 2006
Printed in the United States
The material in this booklet is reprinted by permission from The World’s Most Powerful
Leadership Principle: How to Become a Servant Leader. Crown Business, © 2004 James C. Hunter.
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exercise ileadersHip skills inventory
Guided instructions for completing the Leadership Skills Inventory are included in Session 4, “Identifying Problems.”
Manager Name _____________________________________________________________________
Pos�t�on ______________________________________ Department __________________________
Please check (✓) appropriate box. If you have no opinion about a particular statement, please leave boxes blank.
Strongly Agree Agree Disagree
Strongly Disagree
�. G�ves apprec�at�on to others ❏ ❏ ❏ ❏
2. Confronts people w�th problems/s�tuat�ons as they ar�se
❏ ❏ ❏ ❏
3. Spends t�me walk�ng floor and stays close to subord�nate act�v�ty
❏ ❏ ❏ ❏
4. G�ves encouragement to others ❏ ❏ ❏ ❏
5. Makes clear to subord�nates what �s expected on the job
❏ ❏ ❏ ❏
6. Is a good l�stener ❏ ❏ ❏ ❏
7. Coaches/counsels employees to ensure compl�ance w�th goals
❏ ❏ ❏ ❏
8. Treats people w�th respect (�.e., l�ke they are �mportant people)
❏ ❏ ❏ ❏
9. Is act�vely �nvolved �n the development of subord�nates
❏ ❏ ❏ ❏
�0. Holds people accountable for meet�ng the standards set
❏ ❏ ❏ ❏
��. G�ves cred�t to those who deserve �t ❏ ❏ ❏ ❏
�2. Shows pat�ence and self-control w�th others ❏ ❏ ❏ ❏
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�3. Is a leader people feel confident follow�ng ❏ ❏ ❏ ❏
�4. Has the techn�cal sk�lls necessary to do the job ❏ ❏ ❏ ❏
�5. Meets the leg�t�mate needs (as opposed to wants) of others
❏ ❏ ❏ ❏
�6. Is able to forg�ve m�stakes and not hold grudges ❏ ❏ ❏ ❏
�7. Is someone people can trust ❏ ❏ ❏ ❏
�8. Does not engage �n backstabb�ng others (talk�ng beh�nd backs, etc.)
❏ ❏ ❏ ❏
�9. G�ves pos�t�ve feedback to subord�nates when appropr�ate
❏ ❏ ❏ ❏
20. Does not embarrass people or pun�sh them �n front of others
❏ ❏ ❏ ❏
2�. Sets h�gh goals for self, subord�nates, and department ❏ ❏ ❏ ❏
22. Has a pos�t�ve att�tude on the job ❏ ❏ ❏ ❏
23. Is sens�t�ve to the �mpl�cat�ons of the�r dec�s�ons on other departments
❏ ❏ ❏ ❏
24. Is a fa�r and cons�stent leader and leads by example ❏ ❏ ❏ ❏
25. Is not an over-controll�ng or over-dom�neer�ng person
❏ ❏ ❏ ❏
What are the greatest leadersh�p strengths/sk�lls that the person be�ng evaluated possesses?
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What leadersh�p sk�lls does the person be�ng evaluated need to work on and �mprove?
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
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exercise iileadersHip skills inventory—self-assessment
Manager Name _____________________________________________________________________
Pos�t�on ______________________________________ Department __________________________
Please check (✓) appropriate box. If you have no opinion about a particular state-ment, please leave boxes blank.
Strongly Agree Agree Disagree
Strongly Disagree
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1. I g�ve apprec�at�on to others.
2. I confront people w�th problems/s�tuat�ons as they ar�se.
3. I spend t�me walk�ng the floor and stay�ng close tosubord�nate act�v�ty.
4. I g�ve encouragement to others.
5. I make clear to subord�nates what �s expected on the job.
6. I am a good l�stener.
7. I coach and counsel subord�nates to ensure compl�ance w�th goals.
8. I treat people w�th respect (�.e., l�ke they are �mportant people).
9. I am act�vely �nvolved �n the development of subord�nates.
10. I hold people accountable for meet�ng the standards set.
11. I g�ve cred�t to those who deserve �t.
12. I show pat�ence and self-control w�th others.
13. I am a leader people feel confident follow�ng.
14. I have the techn�cal sk�lls necessary to do my job.
15. I meet the leg�t�mate needs (as opposed to wants) of others.
16. I am able to forg�ve m�stakes and not hold grudges. ❏ ❏ ❏ ❏
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�7. I am someone people can trust. ❏ ❏ ❏ ❏
�8. I do not engage �n backstabb�ng others (talk�ng beh�nd backs, etc.).
❏ ❏ ❏ ❏
�9. I g�ve pos�t�ve feedback to subord�nates when appropr�ate. ❏ ❏ ❏ ❏
20. I do not embarrass people or pun�sh them �n front of others.
❏ ❏ ❏ ❏
2�. I set h�gh goals for myself, my subord�nates, and my department.
❏ ❏ ❏ ❏
22. I have a pos�t�ve att�tude on the job. ❏ ❏ ❏ ❏
23. I am sens�t�ve to the �mpl�cat�ons of my dec�s�ons on other departments.
❏ ❏ ❏ ❏
24. I am a fa�r and cons�stent leader and lead by example. ❏ ❏ ❏ ❏
25. I am not an over-controll�ng or over-dom�neer�ng person. ❏ ❏ ❏ ❏
What are my greatest leadersh�p strengths/sk�lls?
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
What leadersh�p sk�lls do I need to work on and �mprove?
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
S�gnature _____________________________________Date ________________________________
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exercise iiileadersHip skills inventory summary
Name ___________________________________________________________________________
Pos�t�on __________________________________________ Number of Surveys Returned ________
EvAluAtIonS by SuborDInAtES, PEErS,
AnD SuPErvISorS
numbEr of rESPonDEntS who
Self Score
Com-posite Score
Strongly Agree Agree Disagree
Strongly Disagree
Has the techn�cal sk�lls necessary for job
Is someone people can trust
Is not an over-controll�ng or over-dom�neer�ng person
G�ves encouragement to others
Treats others w�th respect
G�ves pos�t�ve feedback when appropr�ate
Does not embarrass/pun�sh �n front of others
G�ves apprec�at�on to others
Makes clear to subord�nates what �s expected on the job
G�ves cred�t to those who deserve �t
Does not engage �n backstabb�ng others
Is a good l�stener
Is a leader people feel confident follow�ng
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D�splays a pos�t�ve att�tude on the job
Shows pat�ence and self-control w�th others
Is able to forg�ve m�stakes and not hold grudges
Confronts people w�th problems/s�tuat�ons as they ar�se
Holds people accountable for meet�ng standards of job
Is a fa�r, cons�stent, and pred�ctable leader
Meets the leg�t�mate needs (as opposed to wants) of others
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exercise ivleadersHip skills inventory summary (continued)
Name ____________________________________________________________________________
WHAT ARE THE GREATEST LEADERSHIP STRENGTHS/SKILLS THAT THE PERSON BEING EVALUATED POSSESSES?
Example: “I am very support�ve toward the people I superv�se or work w�th. I am a very pos�t�ve person. My greatest need �s see�ng my people succeed�ng on the job and I w�ll do anyth�ng to make th�s happen.”
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WHAT LEADERSHIP SKILLS DOES THE PERSON BEING EVALUATED NEED TO WORK ON AND IMPROVE?
Example: “I need to control my emot�ons when I get upset dur�ng meet�ngs. I need to work on ga�n�ng trust from my super�ors by cont�nu�ng to find ways to �mpress and w�n the�r respect.”
_________________________________________________________________________________
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exercise vsmart action plan*
Guided instructions for completing the SMART Action Plan are included in Session 4, “How Do We Eliminate Our Gaps?”
SPECIFIC—State your goal/object�ve and how you w�ll accompl�sh th�s goal �n very spec�fic terms. (Example: I w�ll g�ve more s�ncere apprec�at�on to my d�rect reports. I w�ll g�ve s�ncere and spec�fic apprec�at�on to at least two (2) people per day.) State goal/object�ve and how you w�ll accompl�sh �t: ________________________________________
_________________________________________________________________________________
MEASURABLE—State how �mprovement/progress w�ll be tracked and measured. (Example: I w�ll keep a log �n my BlackBerry™ of the name of the person and the content of the apprec�at�on g�ven.) State how object�ve w�ll be measured: ___________________________________________________
_________________________________________________________________________________
ACHIEVABLE—State how th�s �s a real�st�c and ach�evable goal, yet also prov�des a “stretch” for you. (Example: G�v�ng people apprec�at�on has never been easy for me but tw�ce per day should be “doable.”) D�scuss the “stretch” and “ach�evab�l�ty” of th�s goal: ________________________________________
_________________________________________________________________________________
RELEVANT—State why your object�ve �s relevant and appropr�ate toward meet�ng company object�ves. (Example: Rece�v�ng s�ncere apprec�at�on �s a leg�t�mate human need, and my role as leader �s to meet leg�t�mate needs. Th�s �s a weak area for me and one I need to �mprove upon.) State why your object�ve �s relevant and appropr�ate: ________________________________________
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TIME-BOUND—State t�me object�ves that w�ll be met. (Example: I w�ll measure progress da�ly over the next n�nety (90) day per�od: October �–December 3�, 2006.) State the t�me frame for act�ons and measurables: __________________________________________
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*One (�) SMART Act�on Plan per object�ve. Attach add�t�onal sheets �f necessary.
James c. Hunter… �s head of J.D. Hunter Assoc�ates, LLC, and author of the The World’s Most Powerful Leadership Principle and The Servant, wh�ch has sold over �.5 m�ll�on cop�es worldw�de. He �s a h�ghly sought-after speaker whose cl�ents �nclude many of the world’s most adm�red organ�zat�ons �nclud�ng Federal Express, M�crosoft, Best Buy, and the Un�ted States A�r Force.
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PATIENCE To Show Self-Control
KINDNESS To Give Others Attention, Appreciation, Encourage-ment & Common Courtesy
HUMILITY To Be Authentic—Not Boast- ful, Arrogant, or “Puffed-Up”
RESPECTFULNESS To Treat Others as Important People
SELFLESSNESS To Meet the Legitimate Needs of Others
FORGIVENESS To Give Up Resentment When Wronged
HONESTY To Be Free from Deceptive Behavior
COMMITMENT To Stick to the Choice(s) You Have Made
SERVANT LEADERSHIP
Anyone wanting to be a leader must first be the servant … If you choose to lead, you must serve. — Jesus Christ
LEADERSHIP—CHARACTER— LOVE DEFINED
SERVANT LEADER One who identifies and meets the legitimate needs (as opposed to wants) of others and has developed the skills of influencing people to enthusiastically contribute their hearts, minds, and other resources toward goals indentified as being for the common good.
AUTHORITY The skill of getting people to willingly do your will because of your personal influence.
SERVICE (SACRIFICE) Setting aside your own wants and needs in seeking the greatest good for others.
LOVE (VERB) The act(s) of extending yourself for others by identifying and meeting their legitimate needs and seeking their good.
WILL Intentions + Actions = Will Intentions – Actions = Squat
THE MODEL
Leadership
Authority Service Love Will