Covey Chapters 24 & 25 By Abby Hall & Dan Miller

Chapter 24 Manage From The Left, Lead From The Right

3 Essential Roles in Organizations Producer Manager Leader

Management vs. Leadership ManagementLeadership Speed Direction Structure Vision Bottom Line Top Line Create Work Foster Mutual Respect

Left Brain/Right Brain Physiological explanation for good/poor managers or great producers etc. Left Brain: logic, words, parts & specifics, analysis, sequence, time, goals, (Yang) Right Brain: emotions, pictures, wholes & relationships among the parts, synthesis, simultaneous, time-absent, care-free, (Yin)

Manage from the Left, Lead from the Right Crossover between both sides of brain Organizational Yin-Yang Vary sides based on situation Exercise weaker side of brain  Left-brain dominant should practice sensing, touching, visual-imagery, listening with eyes & ears, art etc.  Right-brain dominant need to try problem-solving, communicating by words & logic, reading textbooks, studying technical materials

Don’t Be Caught in the Wrong Jungle Producers hack through the jungle. Managers sharpen the Producers’ blades. Leaders warn others when they’re working in the wrong jungle.

CHAPTER 25 PRINCIPLES OF TOTAL QUALITY

Principles of Total Quality Total Quality focuses not only on quality products and services, but also on quality in our lives and relationships. Paradigm of Total Quality is continuous improvement. People should not be content to stay where they are Quality begins with understanding our stakeholders needs and expectations, and then exceeding them.

Principles of Total Quality Four Areas of Total Quality: 1)Personal and Professional Development 2) Interpersonal Relations 3) Managerial Effectiveness 4) Organizational Productivity

Personal and Professional Development Inside-out approach to Quality Start first with yourself, not the employees W. Edwards Deming purposed that 90 percent of organizational problems are system problems and only 10 percent are people problems If managers focus on the structure problems first, the people problems will go away. Why? People produce the strategy, structure, systems and styles of a company

Personal and Professional Development (Cont.) Character and skill development is a process of ongoing improvement and profession Never be content with being half-right. Getting accurate feedback from customers will motivate and challenge you to improve.

Interpersonal Relations Continually building goodwill and negotiating in good faith, not in fear. Fear is built up when you create expectations of continuous improvements, but do not deliver. Emotional Bank Accounts Can evaporate fast with unmet expectations and lack of communication Continually making deposits into Emotional Bank Accounts

Managerial Effectiveness Nurturing the win-win performance and partnership agreements. Get a sense of two way openness Win-Win = Teamwork Win-Lose = Rivalry With Win-Lose, our fiercest competitors become internal departments rather than external competition.

Interpersonal Relations (Cont.) Management:  Works within the system to make them work  Bottom line  Control  Logistics  Efficiency Leadership  Direction  Vision  Purpose  Principles  Top line  Emotional Bank Accounts

Organizational Productivity Proactive leadership says that we are not a product of our systems (environments). Recognize that those things influence us, but we can choose our response to them. “Proactivity” is the essence of real leadership. “I am not a product of my culture, my conditioning, and the conditions of my life; rather, I am a product of my value system, attitudes, and behavior – and those things I control.”

Organizational Productivity (Cont.) The heart of continuous organizational improvement is problem solving around stakeholder information.  Needs to be a constant information system. Many organizations don’t know how to gather meaningful data.  Their focus is on human relations rather than human resources.

Chapter 25 Summary Total Quality is a Total Philosophy Total Quality has an emphasis on the human side, rather than technical, because the origin and essence of TQ is empathy with customer. Everything is guided by feedback from customers and stakeholders. Quality can be one of the greatest long term competitive advantages for an organization