Foundational Habits for Effective Human Resource Leadership Inside Out Leadership Foundational Habits for Effective Human Resource Leadership

Why do we start on the inside?

Daniel Goldman – Emotional Intelligence Self Awareness Emotional self-awareness Accurate self-assessment Self confidence

Stephen Covey – Private Victory Proactivity Begin with the end in mind First things first

Peter Senge – Personal Mastery Capacity for personal growth and learning Clarify what is important to us Continual learning helps to see current reality more clearly

Roland Barth – Reflection Reflecting in practice Reflecting on practice

Warren Bennis You are your own best teacher Accept responsibility, blame no one You can learn anything you want to learn True understanding comes from reflecting on own experience

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EFFECTIVE HABITS Internalized principles and patterns of behavior Knowledge (what to, why to) HABITS Skills (how to) Desire (want to) EFFECTIVE HABITS Internalized principles and patterns of behavior

Seven Habits Foundational Principles: Effectiveness DEPENDENCE Habit 1: Be Proactive PRIVATE VICTORY INDEPENDENCE PUBLIC INTERDEPENDENCE Habit 6: Synergize Habit 5: Habit 7: Sharpen the Saw Seek First to Understand Then to Be Understood Habit 4: Think Win-Win Habit 3: Put First Things First Foundational Principles: Effectiveness Emotional Bank Account Habit 2: Begin with the End in Mind

Reflective on Effective Effectiveness can be defined as… I feel effective when… I feel ineffective when… A person that I know who is effective is ________________. He/she is effective because… Pair share

Foundational Principle 1 Effectiveness: How do you define effectiveness? Getting things done? Covey’s idea of effectiveness: Getting things done while maintaining your assets P/PC Your production is based on your production capacity

P/PC Balance: The Principle of Effectiveness Effectiveness is a balance of two things: Production The desired results produced (the golden eggs, or P) Production Capability Maintaining, preserving, and enhancing the resources that produce the desired results (the goose or PC)

Your P/PC Balance Mental Physical Human Financial Spiritual

What have you sacrificed in order to work towards your degree/certification? What assets have been impacted and in what way?

Stephen Covey

Human (Social/Emotional) Dimensions of Renewal Physical Human (Social/Emotional) Mental Spiritual

Human (Social/Emotional) Dimensions of Renewal Physical Relationships Build New Friendship Service Making Deposits in the Emotional Bank Accounts of others Human (Social/Emotional) Healthy Habits Stay Fit Build a Healthy Diet Use Positive Ways to Deal With Stress Get Proper Sleep/Rest Mental Learning Developing Skills Nurturing Talents Expanding Horizons Gaining Insights Producing (poetry, papers, pictures) Spiritual Meaning Making Inspiration Purpose Mission Vision

Physical Healthy Habits Stay Fit Build a Healthy Diet Use Positive Ways to Deal With Stress Get Proper Sleep/Rest

Human (Social/Emotional) Relationships Build New Friendships Service Making Deposits in the Emotional Bank Accounts of Others

Mental Learning Developing Skills Nurturing Talents Expanding Horizons Gaining Insights Producing (poetry, papers, pictures)

Spiritual Meaning Making Inspiration Purpose Mission Vision

1. What things have you experienced that have caused P/PC imbalances among staff? 2. What assets are important to preserve within a school? Why? 3. What can a school leader do to help maintain an appropriate P/PC balance in a school organization? 4. Is there a relationship between a school leader’s P/PC (or school leadership team) and the P/PC balance of a staff?

Emotional Bank Account The amount of trust we have in a relationship. Deposit increase trust. Withdrawals decrease trust.

Each day we are… making deposits making withdrawals keeping the status quo When withdrawals exceed deposits then we have overdrawn the account.

Stephen Covey

Foundational Principle 2 Building trust: How do you build trust? Covey’s metaphor for building trust.... “emotional bank account” Personal bank accounts translate into organizational bank accounts

Managerial - Empowerment Interpersonal - Trust Organizational - Alignment Personal Trustworthiness

Character and Competence A person with high character exhibits integrity, maturity, and an Abundance Mentality. Competence A person with high competence has knowledge and ability in a given area. Trust Trustworthiness Character Competence

What do good leaders do to build trust in their organization? What are trust busters?

Coaching Relationships Trust Builders Trust Busters

Coaching Relationships Trust Busters Trust Builders Does not return calls or keep in touch. Is unpredictable or erratic. Chooses not to be open. Criticizes frequently. Is threatened or competitive with others. Is accessible and available. Behaves consistently. Shares experience when appropriate. Acts non-judgmentally. Shows respect for people.

Coaching Relationships Trust Builders Trust Busters Maintains confidentiality. Listens. Admits errors and mistakes. Shows interest in others. Is sensitive and aware of feelings of others. Divulges a confidence. Talks too much. Fails to disclose errors and mistakes. Demonstrates. Is task oriented and business-like.

Coaching Relationships Trust Builders Trust Busters Follows through. Continuously builds competence. Pays attention. Does not keep commitments. Appears to have nothing to learn. Needs attention. A need to fix others.

Listening Traps Tuning out Concentrating on the impression you are making Jumping to conclusions Interrupting

Listening Traps Failing to make eye contact Showing disinterest Rushing the conversation Getting ahead of the speaker

Foundational Principle 2 Share a deposit that was made in your EMB that made a difference in your life.

“We first make our habits, then our habits make us.” - Stephen R. Covey

Habit 1: Proactive Behavior Proactive people use the margin of freedom to make choices that best apply their values. Their freedom to choose expands as they wisely use the space between stimulus and response.

Viktor Frankl

FREEDOM TO CHOOSE ACCORDING TO VALUES Proactive Behavior Stimulus Response FREEDOM TO CHOOSE ACCORDING TO VALUES

Reactive Behavior Stimulus Response Reactive people allow outside influences (moods, feelings, or circumstances) to control their responses. Stimulus Response

Proactive and Reactive Language Here’s an idea If only There’s nothing I can do I choose to go Forget about it I have to go Let’s explain some alternatives I can I have to do this

“Nothing can make you feel inferior without your consent.” “It’s not what people do to us that hurts us. In the most fundamental sense it is our chosen response to what they do to us that hurts us.” - Stephen R. Covey “Nothing can make you feel inferior without your consent.” - Eleanor Roosevelt

Theories of Determinism Reactive people blame their attitude and behavior on things they think they cannot control. They respond to stimulus, often attributing their behavior to three determinants: Genetic- traits we inherited Psychic- our upbringing Environmental- our surroundings

The Four Human Endowments Self-Awareness Examining thoughts, moods, and behaviors Imagination Visualizing beyond experience and present reality Proactive people exercise four endowments. Independent Will Acting independent of external influence Conscience Understanding right and wrong, and following personal integrity

Describe a time you used one or more of the Four Human Endowments

Focusing on the Circle of Influence A person’s Circle of Influence includes those things he or she can affect directly. Circle of Concern A person’s Circle of Concern comprises all matters about which he or she cares. Circle of Concern Circle of Influence

“You can choose your actions, but you cannot choose the consequences “You can choose your actions, but you cannot choose the consequences. They are governed by natural laws or principles.” -Stephen R. Covey

Stephen Covey

Habit 2: The End in Mind Mental creation precedes physical creation Personal Mission Statement is a vehicle to guide us to what we want to have, do and be.

Habit 2: The End in Mind Example: My Mission To live my life ever aware that who I am is as much what others see as it is what I believe. To live my life without excessive indulgences, aware that my mind and my body are my true assets. To love my family with many indulgences, aware that they are my only treasures. To deal with others with honesty and integrity, tolerance and compassion, evenness and consideration. To dedicate my remaining years to helping others find purpose in their lives, ensuring that my influence on others is consistent with my values and principles. To teach others that which I believe to be right in both the personal and professional stream, yet never presume that my way is the only way. To live my life on purpose and with purpose and use up all my potential. Example:

Habit 3: First Things First “Those things which matter most must never be at the mercy of those things that matter least.” - Wolfgang von Goethe

Stephen Covey

Time Management Matrix URGENT NOT URGENT I Crises Pressing problems Deadline-driven projects, meetings, preparations II Preparation Prevention Values clarification Planning Relationship building True re-creation Empowerment Trivia, busywork Some telephone calls Time wasters “Escape” activities Irrelevant mail Excessive TV IV Interruptions, some telephone calls Some mail, some reports Some meetings Many proximate, pressing matters Many popular activities III The best use of our time focuses on the quadrants that emphasize importance (Quadrants I and II). Building relationships, planning, and preparation are all Quadrant II, PC activities. IMPORTANT NOT IMPORTANT