building the high road to greatness

Building the High Road to Greatness

Kentucky Recreation and Park SocietyNovember 2008

Michael Hecker, CPRPParks & Recreation Director


NRPA Rocky Mountain Revenue Management School


Building the High Road to Greatness 6

Building the High Road to GreatnessXavier Sport Administration Seminar

7

9Building the High Road to GreatnessXavier Sport Administration Seminar


Eroding Confidence in Leadership

53%

47%

39%

61%

LeadersH.R.Global


Leadership Confidence Index

3.21

3.11

2.98

2.94

2.94

2.78

2.78

2.71

2.66

2.64

2.39

2 2.5 3 3.5 4

Military

Medical

Educational

Religious

Nonprofit & Charity

Business

Local Government

State Government

Congressional

Executive Branch

Press

The National Leadership Index 2006 (NLI) was created by assigning a value to each level of confidence measured, ranging from 1 (none at all) to 4 (a great deal). Index values shown below are the mean of these summation for each item.

2.00Not Much

3.00 Moderate Amount

4.00 Great Deal


Leaders Survey Results

-- 73% agreed

-- 64% agreed

-- 28% agreed

-- 61% agreed

“Are out of touch with the average person”

US News & World Report October 31, 2006

“Have been corrupted by being in power”“Cannot be trusted”

“Are the best we can do”


Compared to 20 years agoLeaders Worse or Better Today

“Better”-- 29% agreed

“Worse”-- 55% agreed

US News & World Report October 31, 2006


Unless we get better leaders, the United States will decline as a nation

-- 72% agreed

“Everything Rises and Falls on Leadership”


The Big Question?

How many agree that the vast majority of the workforce in your organization possess far more talent, intelligence, capability and creativity than their present jobs require or even allow?


Conscience(Spirit)

Talent(Mind)

What is life asking of me? What should I contribute in this situation? (sense of calling)

What are you good at?

What do you love doing? What need does it serve?

Passion (Heart)

Need(Body)


Great achievers develop:

Mental energy into vision (Mind)

Physical energy into discipline (Body)

Emotional energy into passion, conviction and drive (Heart)

Spiritual energy into conscience (Spirit)


AConscience(SPIRIT)

(MIND)

(HEART) (BO

DY)

PERSONAL GREATNESS


Ambiguity, Hidden agendas, Political games, Chaos

Apathy, Moonlighting, Daydreaming, Boredom, Escapism, Anger Fear

Interdepartmental rivalry, Co-dependency, Clear hypocrisies, Resolvable

misalignments

Low Trust(SPIRIT)

(MIND)

(BO

DY)(HEART)

Backbiting, In-Fighting, Victimism, Defensiveness,

Not sharing information

Symptoms of Chronic Problems

ACUTE PAIN


A

FOUR ROLES OF LEADERSHIPAntidote to the 4 Chronic Problems of Acute Pain

Modeling

(SPIRIT)

TRUST

TRUS

TTRUST

(MIND)

(HEART) (BO

DY)

MODELING (conscience) – Set a good examplePATHFINDING (vision) – Jointly determine the courseALIGNING (discipline) – Set up systems to stay on courseEMPOWERING (passion) – Focus talent on results, then get out of the way


GREATNESS QUESTION?

What makes an organization great? – Built to Last?


The Critical Question?

How effectively do we deliver on our mission and make a distinctive impact, relative to our resources?


GREATNESS“Greatness is not a function of

circumstance. Greatness, it turns out, is largely a matter of conscious choice and discipline.”

“It is an inherently dynamic process, not an end point.”

-- Jim Collins


BUILDING THE ROAD TO GREATNESS


BRIGHT IDEABRIGHT IDEAAssessment of Leadership Qualities

Organizational Growth Questions


HIGHLY CAPABLE INDIVIDUAL

Makes productive contributions through talent, knowledge, skills, and good work habits.

CONTRIBUTING TEAM MEMBER

Contributes individual capabilities to the achievement of group objectives, and works effectively with others in a group setting

COMPETENT MANAGER

Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

EFFECTIVE LEADER

Catalyzes commitment to and vigorous pursuit of a clear and compelling vision,

stimulating higher performance standards

LEVEL 5 EXECUTIVE

Builds enduring greatness through a paradoxical blend of

personal humility and professional will

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

LEVEL 5 LEADERSHIP/LEVEL 5 HIERARCHY


A servant (Level 5) leader:

They are courageous, honest and credible.

They are compellingly modest.

They make sure the right decision happens – no matter how difficult or painful.

They set up successors for even more greatness in the next generation.


Servant (Level 5) leader qualities:1. Adaptability – Quickly adjust to

change.

Blessed are the flexible, for they shall not be bent out of shape.

2. Discernment – Understands the real issues.

A smart person believes only half of what he hears, but a really smart person knows which half to believe.


Servant (Level 5) leader qualities:3. Perspective – See beyond their

own vantage point.

Good Leaders – When things go well…. Look in the mirror and take credit.

GREAT Leaders – When things go well….. Look out the window and credit others.

Good Leaders – When things go bad…. Look out the window and blame others.

GREAT Leaders – When things go bad….. Look in the mirror and take responsibility.


Servant (Level 5) leader qualities:

4. Maturity – Put the team before self. Maturity doesn’t always come with age. Sometimes age comes alone.

Evaluated experience is the best teacher. It’s not what you have gone through. It’s what you have learned as you have gone through life.


First Who, then WhatFirst, get the right people on the

busGet the right people in the right

seatsGet the wrong people off the busBack of the busThen we figure out how to take

it someplace great


First Who, then What•If you have the right people on the bus,

the problem of how to motivate and manage people largely goes away.

•If you have the wrong people, it doesn’t matter whether you discover the right direction- you still won’t have a great organization.

•Great vision without great people is irrelevant.


Rigorous people decisionsRigorous hiring and staff

development

When in doubt, don’t hire – keep lookingHiring an employee is like

skydiving…….Before you hire, your options are limitless…..

Assessment ToolWebsitewww.virtualhrcenter.com


Rigorous people decisions

When you know you need to make a people change, actTightly manage someone, you have made

a hiring mistake. Spend 80% of your time with 20% of staff Do you want to be a counselor or an

equipper?

Develop an effective employee evaluation system – focus on strengths and not weaknesses


Right People Characteristics•Share the same core values•Takes a predisposition•Guide and teach, not manage them•In the seat they hold, do they have the potential to be the best•Knows distinction between having a job and holding a responsibility•Would I hire them again?


44

Can I change my seat on the bus?


45

Get the right person on

the BUS in theRight Seat

Recreation SupervisorPiero Ortega

Assistant Aquatics SupervisorPiero Ortega


BRIGHT IDEABRIGHT IDEAVALUES EXERCISE


Strengths – what is unique?•What is unique about each person and

capitalize on it.

•To find the latest discoveries in strengths and managing employees’ strengths visitwww.gallupjournal.com and/orread the book “Now, Discover Your Strengths”

To determine the impact you have on your workplace/environment visitwww.bucketbook.com and/orread the book “How Full is Your Bucket?”


Strengths – what is unique?•The biggest mistake leaders make is

that they feel they can change people.

•Great Leaders need to take people as is and then focus on releasing their strengths.

•Investing to develop a person’s greatest talent is how breakthrough performance can be achieved.


TrustworthinessConsistent characterInvolves:1.Integrity2.Maturity3.Abundance mentality

Consistent competenceInvolves:1.Technical competence2.Conceptual knowledge3.Awareness of interdependency


Emphatic Listening1.Emphatic Listening – comes through trust and communication•Seek first to understand, then to

be understood

2. Requires one to listen from within the other person’s frame of reference

3. Key is ability to be vulnerable


Pathfinding•Primary key to reaching high

performance

•Preserve the Core/Stimulate Progress•Timeless Core Values•Relentless drive for change and progress

•Involves people in the development process of vision, mission and strategy•Uniting diverse people into one voice-

one great purpose.


BRIGHT IDEABRIGHT IDEASTAG Handout-

Strategic Thinking Action Group


PASSION(Heart)

What are you deeply

passionate about

RESOURCE ENGINE (Body)

What drives your resource

engine

BEST AT(Mind)What you can be best in the world at

CONSCIENCE(Spirit)

What does your conscience

counsel

Pathfinding

TIMEMONEY


Empowerment

56Building the High Road to Greatness

Creative excitement

Heartfelt commitment

Cheerful cooperation

Willing compliance

Malicious obedience

Rebel or Quit

FREEDOM AND POWER IN PEOPLE TO CHOOSE

Meaning

Love

Duty

Reward

Fear

Anger

Choices

Leadership

Management


Momentum – The FlywheelNo single programNo defining actionNo lucky breakDays…….Weeks…..Months…….Continued process…..The flywheel moves faster….faster….. Faster…..Then at some point- breakthrough!!!

You have built Greatness!!Built to Last!!!!


GR

EATN

ESS(U

nleash Hum

an Potential)

ME

DIO

CR

ITY(S

tra igh t-jack et Hum

an Potent ial)

Low Trust

ModelingWhole Person

Choice

Principles

Ego

Conscience

IQ

EQ PQ

SQ

MIND

HEART BODYSPIRIT

MIND

HEART BODYSPIRIT

Fragmented Person

Outside-in

Quick Fix

Inside-Out

Sequential Process

FIND YOUR VOICE INSPIRE OTHERS TO FIND THEIR VOICE

LOSE YOUR VOICE KEEP OTHERS FROM FINDING & USING THEIR VOICE

MODELING – Inspires trust without expecting it. ALIGNING – Nourishes both vision and empowerment PATHFINDING – Creates order without demanding it. without proclaiming them EMPOWERING – Unleashes human potential without externally motivating it.


Questions to Ponder


Resources – My top 61. The 7 Habits of Highly Effective

PeopleStephen Coveywww.franklincovey.com

2. The 21 Irrefutable Laws of LeadershipJohn Maxwell – book and DVD trainingwww.MaximumImpact . com

3.Good to GreatJim Collinswww.jimcollins.com

http://www.franklincovey.com/


Resources – My top 64.The 8th HabitStephen Coveywww.the8thHabit.com

5. Now, Discover Your StrengthsMarcus Buckinghamwww.gallupjournal.com

6. FISH film and bookwww.charthouse.com

http://www.the8thhabit.com/

http://www.charthouse.com/

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