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

2. Why do we start on the inside?

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

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

5. 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

6. Roland Barth – Reflection
Reflecting in practice
Reflecting on practice

7. 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

9. Profile

10. 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

11. 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

12. 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

13. 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

14. 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)

15. Your P/PC Balance
Mental
Physical
Human
Financial
Spiritual

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

17. Stephen Covey

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

19. 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

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

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

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

23. Spiritual
Meaning Making
Inspiration
Purpose
Mission
Vision

24. 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?

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

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

30. Stephen Covey

31. 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

32. Managerial - Empowerment
Interpersonal - Trust
Organizational - Alignment
Personal
Trustworthiness

33. 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

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

35. Coaching Relationships
Trust Builders
Trust Busters

36. 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.

37. 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.

38. 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.

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

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

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

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

44. 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.

45. Viktor Frankl

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

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

48. 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

49. “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

50. 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

51. 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

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

53. 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

54. “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

55. Stephen Covey

56. 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.

57. 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:

58. 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

59. Stephen Covey

60. 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