1. 5 Reasons to Teach You simply learn better 2. Motivates you to live it
3. Increases your ability to listen within another’s frame of reference
4. Legitimizes change
5. It’s bonding

2. Economic Ages of Civilization
Wisdom N
Information/Knowledge Worker
Industrial
Agrarian
Hunters/Gatherers

3. Seismic Social / Economic Shifts
Globalization of Markets and Technology
Democratization of Information/Expectations
Universal Connectivity
Exponential Increase in Competition
Wealth Creation Movement from Money to People
Free Agency (“Knowledge” Worker Market)
Permanent Whitewater

4. Every great breakthrough is a break WITH.
If you want to make minor improvements, work on behavior and attitudes. If you want to make quantum improvements, work on paradigms. A paradigm is like a mental model, an assumption, or a map.

5. Leadership is a Position
Paradigm Shifts
“The world is flat”
“The world is round”
“The Sun is the
center of the solar
System”
“The Earth is the
Divine Right of Kings
US Constitution
Germ-Theory
Bloodletting
People as Things
(Manage People
and Things)
Whole Person
(Manage Things;
Lead/Empower People)
Leadership is a Position
(Formal Authority)
Leadership is a Choice
(Moral Authority)
Quick Fix
(Outside-in)
Sequential Process
(Inside-Out)

6. Managerial/ Organizational Greatness
The 8th Habit
Personal Greatness
“The 7 Habits”
Results
Managerial/ Organizational Greatness
Leadership Greatness
4 Roles of Leadership
Vision, Mission, Values
4DX

8. Voice Talent Conscience Passion Need (Mind) (Spirit) (Heart) (Body)
What are you good at?
Talent
(Mind)
Conscience
(Spirit)
What is life asking of me? What should I contribute in this situation? (sense of calling)
Passion
Need
(Heart)
(Body)
What do you love doing?
What need does it serve?

9. Stimulus and Response Proactive Reactive Stimulus Response
Freedom
to Choose
Self-Awareness
Imagination
Conscience
Independent Will
(Heart)
(Mind)
(Spirit)
(Body)
Reactive
Stimulus Response 3

10. (Team / System Development)
Stimulus and Response
Freedom to Choose
Stimulus
Response
Personal Level
(Muscle Development)
Stimulus
Response
Relationship Level
(Skill Development)
Stimulus
Response
Organizational Level
(Team / System Development)
Stimulus
Response
Human Need Level
(Competitive Play)
(Home Place/Work Place/Marketplace/Community/etc.)

11. It all begins within oneself.
Leadership is a Choice; Not a Position
Leadership is communicating
people’s worth and potential so
clearly that they are inspired
to see it in themselves.
It all begins within oneself.

12. In everyone’s life, at some time, our inner fire goes out
In everyone’s life, at some time, our inner fire goes out. It is then burst into flame by an encounter with another human being. We should all be thankful for those people who rekindle the inner spirit.
Albert Schweitzer

13. Principle-Centered Leadership xQ Open Accountability
Four Roles of Leadership
(4DX)
WIG’s / Scoreboard
Mind
Pathfinding
Trust
Principle-Centered Leadership
Spirit
Modeling
H: 1-7
Trust
Trust
Heart
Empowering
Body Aligning
New & Better Behaviors
xQ Open Accountability

14. The Roots of the Execution Gap
Lack of Clarity
Lack of Commitment
No Translation to Action
No Enabling
No Synergy
Lack of Accountability
EXECUTION
Surprising xQ Findings
Here are some of the extraordinary findings of the xQ study, which may well get at some of the root causes of the “execution gap.”
Lack of clarity. Do organizations set clear goals? Only 1 in 6 workers thinks so, and fewer than half say they understand what their companies are trying to achieve. In follow-up studies, when workers are asked to list their employers’ most important goals, only about 15% can do so.
Lack of commitment. Do people feel committed to the goals of the organizations they work for? Only about 1 in 4 feels “diligently focused,” and only about 1 in 10 fully embraces the goals.
No translation to action. Only 1 in 5 has clearly defined work goals, and 1 in 10 clearly understands how his or her work relates to the organization’s top priorities. With all the talk about “cascading goals,” it’s clear that such a thing happens rarely.
No enabling. People want to contribute to achieving the important goals of the organization, but cannot because they are eaten up by less important “priorities.” By their own account, people spend only 60% of their time on crucial organizational goals. One hour of 3 is spent on “urgent but irrelevant” tasks, while one hour in 5 is wasted dealing with pointless bureaucracy and office politics.
No synergy: New goals never reached before require new ways of thinking and working. The best ideas and solutions come from true synergy, when people come up with better ideas together than they could separately. But synergistic collaboration is sorely lacking in most organizations. Fewer than a third of all workers feel they can even express themselves candidly at work, much less achieve synergy.
No accountability: Only about half of all workers report that they feel accountable for performance to goal. They are rarely if ever called upon to report progress. Only a third feel any responsibility to meet budgetary commitments. The consequence? Serious issues fall through the cracks and errors go uncorrected.
Organizations that execute with excellence focus on a very few clear objectives and align the focus of every worker and work group to those few goals. The XQ study opens up serious questions: can an organization execute its goals when its people are unclear on the goals, uncommitted to them, unempowered to achieve them, and unaccountable for them?

15. What is xQ? www.the8thhabit.com
xQ is an abbreviation for Execution Quotient
Gauges the organization’s ability to execute its most important goals
28 questions (23 objective, 5 open ended)
Accessible from any computer on Internet
It takes 15 minutes to respond
Results are anonymous—can’t be traced
What is xQ?
The execution quotient, or xQ, is a standard measure of how well people execute on the most important goals of the organization. FranklinCovey’s xQ service can gauge the organization’s xQ so you can watch trends in your execution capability over time.
The organizational xQ is a leading indicator of success on key goals or initiatives. Unlike lagging indicators such as financial results or safety figures, xQ can be predictive of success.
xQ findings help managers pinpoint specific things to do to improve execution on key organizational priorities.
xQ is repeated periodically, providing the organization a means for measuring improvement in the ability to execute.
What xQ is NOT
xQ is not a climate survey, an employee satisfaction survey, nor an opinion poll on management effectiveness.
xQ is not only a diagnostic instrument, but also a tool for managers to increase unit capability to execute key goals.
xQ is not vague and abstract, leaving management unable to act. It provides specific, measurable guidance on how to improve execution.
How are xQ results obtained?
An xQ questionnaire is administered via the Internet to a pre-selected group of respondents. The questionnaire consists of 27 questions, 22 of which are objective and 5 open ended. It takes about 15 minutes to respond on the average. Data is automatically processed by computer and delivered in the form of an overall organizational report and reports for each pre-selected business unit. Results for units with fewer than five respondents are not reported in order o maintain the anonymity of the respondents; however, the data for those units is rolled up into reports for other units.

16. Category xQ Results CLARITY COMMITMENT TRANSLATION TO ACTION ENABLING
Your Number
National Average
Top 10%
CLARITY 53 90 ?
COMMITMENT ? 51 88
TRANSLATION TO ACTION ? 49 85
ENABLING ? 48 90
SYNERGY ? 42 92
ACCOUNTABILITY ? 40 88

17. Organizational Survey, Balanced Scorecards, Cultural Audits (360°)
xQ vs. Cultural Audits
Organizational Survey, Balanced Scorecards, Cultural Audits (360°) xQ
Program/Process/Practice Orientation (Relationship Perceptions)
Strategic Orientation (Execution Gaps)
Indispensable in tough times—”are we executing our top priorities?”
Expendable in tough times—”soft, touchy-feely” data
Drives strategically relevant actions, including trust issues
Drives program, relationship improvement actions

18. ISSUE
OLD INDUSTRIAL AGE CONTROL MODEL
NEW KNOWLEDGE WORKER AGE RELEASE/EMPOWERMENT MODEL
Leadership
A position (formal authority)
A choice (moral authority)
Management
Control things and people
Control things, release (empower) people
Structure
Hierarchical, bureaucratic
Flatter, boundary-less, flexible
Motivation
External, carrot-and-sticking
Internal—whole person
Performance Appraisal
External, sandwich technique
Self-evaluation using 360º feedback
Information
Primarily short-term financial
Compelling Scoreboard (long-and-short term)
Communication
Primarily top-down
Open: Light is the greatest disinfectant
Culture
Social rules / mores of the workplace
Principle-centered values and economic rules of marketplace
Budgeting
Open, flexible, synergistic
Training & Development
Sideshow, skill-oriented, expendable
Maintenance, strategic, whole person, values
People
Expense on P & L, asset lip service
An investment with highest leverage
Voice
Generally unimportant for most
Strategic for all, complementary, team

19. The 4 Disciplines of Execution (4DX)
Focus on the Wildly Important
Act on the Lead Measures
Keep a Compelling Scoreboard
Create a Cadence of Accountability

20. Modes of Communication
Synergy- Third Alternative
Transformation
(1 + 1 = 3,10,100)
Transaction
Respectful Communication- Compromise
(1 + 1 = 1.5)
Defensive Communication
(1 + 1 = .5)
Contention
Hostility
(1 + 1 = -1, -10, -100)

21. Developing Empathic Listening
Mimic
Re-phrase Content
Reflect Feeling
Reflect Feeling and Re-phrase Content
Heart/Body Empathy

22. A Trim Tab
Definition: The small rudder that turns the big rudder that turns the ship.

23. Body Assume you’ve had a heart attack;
Four Assumptions
Body Assume you’ve had a heart attack;
now live accordingly.
Mind Assume the half-life of your
profession is two years; now
prepare accordingly.
Heart Assume everything you say about
another, they can overhear;
now speak accordingly.
Spirit Assume you have a one-on-one visit with your Creator every quarter; now live accordingly.