Covey's second habit, "Begin with the End in Mind," discussed the concept of centers. He indicated (pg 110) that there are four interdependent factors that come from the source or center of our life. These factors are the source for Security, Guidance, Wisdom, and Power.
The discussion about alternative centers was very interesting too. The goal is not just being spouse, family, money, work, possession, pleasure, Friend/Enemy centerpieces, church centeredness, and self-centered. Instead we shoud strive for pincipled learning as the good central instigator of all we do.
I was able to see myself in several of the categories, proably more Spouse and Self centered more than the others. I do believe myself to be one who lives by principled learning much of the time. However the other tendencies scare me. I want to be controlled and submitted to the Lord and nothing else, especially myself.
The challenge then is two or three fold. I need to first indentify where (in private and work life) I need to make some changes. Then I need to identify my core principles/mission statement and put them into place. Lastly, I might need to have a mentor/coach /brother to help keep me moving along.
Wednesday, October 22, 2008
Tuesday, October 21, 2008
September 29th - Habit 2 - Begin with the End in Mind
The second of Covey's seven habits is to "Begin with the End in Mind." This habit hits home with me for several reasons. One, it fits my planning intuition; two, it is an area that really needs to move forward in a couple of fronts around me; and three, it is an area which I seem to do well in some environments (work) and not so well in others (home).
At work I am usually very much in tune with what the expected outcome is (or should be), with trying to pin work to business strategy, with attempting to look forward to the what's and why's. I see holes or opportunities and I try to do the first habit, be proactive, and then do the second habit by trying to climb up to the "top of the tree" (pg101) and see which forest we're in. At home, it seems like things are much more fluid and I approach things in a more unplanned way. But, frustratingly so. Things that haven't gotten done that need to are still undone. I find myself most disappointed with beginning with the end in mind with my relationship with my kids and wife. This is an area to explore, but really want I want is a more proactive and designed experience. In practical terms I really want to do a family mission and vision statement to bring us all together into a more common set of expectations for decisions we make going forward.
The concept of the two creations was great. The first creation is the mental creation, the plan - Leadership (according to Warren Bennis). The second creation is the actual accomplishing of those things planned. I agreed to the observations that the management side of beginning with the end in mind first starts with the mental awareness and planning of the first creation. This was preceded by the discussion of "by Design or Default" which made me think about whether or not the experiences we are having (the second creations) are really just defaults left over from the lack of being proactive. Or, are we (as a family, a business, etc) seeing the vision and then actually delivering according to that vision (as opposed to someone else's vision, or the default vision resulting from a lack of looking forward).
I also enjoyed the discussion of scripting, or paradigm shifting. We all have scripts that have been handed to us from others or from ourselves (expectations, etc). To rescript is to change the framework from which we view ourselves and the world around us. This relates very much to me to the following scripture:
I love this verse because it tells us that as we present ourselves as living sacrifices to the Lord, we must not allow ourselves to be conformed to this world, but transformed. We are transformed (paradigm shifted) through the renewing of our mind. As we study and meditate on new ways of considering events and interactions, we are equipped to see things differently, we begin to have our mind renewed.
This is specifically applied to the scripture in context, however it seems very applicable to the discussion of re-scripting through imagination and conscience (pg 103). Of course, if we are believers in Christ, our conscience has been replaced by a new "creature" in Christ. We now are alive to the truth of God and we can see what the Spirit reveals. Even apart from Christ, we have a human conscience that is part of our entire self, created in the image of God (body, soul/mind, spirit). Because we can see potential for new things, we are enabled to be rescripted according to the Word of God and the leading of the Spirit.
At work I am usually very much in tune with what the expected outcome is (or should be), with trying to pin work to business strategy, with attempting to look forward to the what's and why's. I see holes or opportunities and I try to do the first habit, be proactive, and then do the second habit by trying to climb up to the "top of the tree" (pg101) and see which forest we're in. At home, it seems like things are much more fluid and I approach things in a more unplanned way. But, frustratingly so. Things that haven't gotten done that need to are still undone. I find myself most disappointed with beginning with the end in mind with my relationship with my kids and wife. This is an area to explore, but really want I want is a more proactive and designed experience. In practical terms I really want to do a family mission and vision statement to bring us all together into a more common set of expectations for decisions we make going forward.
The concept of the two creations was great. The first creation is the mental creation, the plan - Leadership (according to Warren Bennis). The second creation is the actual accomplishing of those things planned. I agreed to the observations that the management side of beginning with the end in mind first starts with the mental awareness and planning of the first creation. This was preceded by the discussion of "by Design or Default" which made me think about whether or not the experiences we are having (the second creations) are really just defaults left over from the lack of being proactive. Or, are we (as a family, a business, etc) seeing the vision and then actually delivering according to that vision (as opposed to someone else's vision, or the default vision resulting from a lack of looking forward).
I also enjoyed the discussion of scripting, or paradigm shifting. We all have scripts that have been handed to us from others or from ourselves (expectations, etc). To rescript is to change the framework from which we view ourselves and the world around us. This relates very much to me to the following scripture:
I beseech you therefore, brethren, by the mercies of God, that you present your bodies a living sacrifice, holy, acceptable to God, [which is] your reasonable service. And do not be conformed to this world, but be transformed by the renewing of your mind, that you may prove what [is] that good and acceptable and perfect will of God. (Romans 12:1-2)
I love this verse because it tells us that as we present ourselves as living sacrifices to the Lord, we must not allow ourselves to be conformed to this world, but transformed. We are transformed (paradigm shifted) through the renewing of our mind. As we study and meditate on new ways of considering events and interactions, we are equipped to see things differently, we begin to have our mind renewed.
This is specifically applied to the scripture in context, however it seems very applicable to the discussion of re-scripting through imagination and conscience (pg 103). Of course, if we are believers in Christ, our conscience has been replaced by a new "creature" in Christ. We now are alive to the truth of God and we can see what the Spirit reveals. Even apart from Christ, we have a human conscience that is part of our entire self, created in the image of God (body, soul/mind, spirit). Because we can see potential for new things, we are enabled to be rescripted according to the Word of God and the leading of the Spirit.
Saturday, October 18, 2008
September 25th - Leadership Character
Good character is always the foundation for successful leadership. There has been much said on the qualities and combination of abilities that makes an exemplary leader. Of those many qualities that are recognized, I consider a leader's depth of character to be the most powerful. Leadership character is the measure by which the organization considers itself. If for example the leader understands and outwardly practices principles of servanthood, those within the group will see servanthood as valuable, as that which is rewarded, as that which gives rise to success. The leader's character therefore, becomes critical to his organization's success.
While character certainly develops over time, learning, and experience, it firstly comes naturally. That is, character traits from birth and those formed early on in life become the lens or filter through which a person view's the rest of life and the world around them. Our world view then, is formed directly from it. As we go through life's hills and valley's we add experiential learning as a structure of sorts that sits upon the foundation of our character that's already been laid. Life situations can happen that dramatically affect the structure we've built, and sometimes even the very foundation itself. Whatever forms it, our character is the part we consider to be the true "us."
Our early learned character traits become the foundation of our decisions which affect ourselves as well as others. In the context of leadership, our character is a driving force which can dramatically affect not only our direct reports, but the cascading levels of the organization. This means that character flaws or foopas within leadership can have a big impact on productivity and eventual success or failure. Specifically, it will have an impact on the core needs of individuals with the organization - the need for meaningful work and direction, for trust between people, for hope, and ultimately for results (Bennis, 1999), which will immediately impact the organizaion's success.
So what's the point? What's important to the leader (based on his character) will be important to the organization and hence give the organization the capability to succeed (or fail). The leader's character will emmanate outwardly through his decisions, measurements, mission, objectives, strategy, rewards, disciplines, and management. Depending on the quality of that character, the staff will either draw towards those ideas and synergy will result, or they will recoil and the organization wille eventually collapse.
Good character, based on a principled definition of good, will bring success. Poor character, based on self alone, will not sustain. It is imperative that leadership take up the banner of principled leadership, that character strengths are reinforced, and character flaws are no longer fed.
While character certainly develops over time, learning, and experience, it firstly comes naturally. That is, character traits from birth and those formed early on in life become the lens or filter through which a person view's the rest of life and the world around them. Our world view then, is formed directly from it. As we go through life's hills and valley's we add experiential learning as a structure of sorts that sits upon the foundation of our character that's already been laid. Life situations can happen that dramatically affect the structure we've built, and sometimes even the very foundation itself. Whatever forms it, our character is the part we consider to be the true "us."
Our early learned character traits become the foundation of our decisions which affect ourselves as well as others. In the context of leadership, our character is a driving force which can dramatically affect not only our direct reports, but the cascading levels of the organization. This means that character flaws or foopas within leadership can have a big impact on productivity and eventual success or failure. Specifically, it will have an impact on the core needs of individuals with the organization - the need for meaningful work and direction, for trust between people, for hope, and ultimately for results (Bennis, 1999), which will immediately impact the organizaion's success.
So what's the point? What's important to the leader (based on his character) will be important to the organization and hence give the organization the capability to succeed (or fail). The leader's character will emmanate outwardly through his decisions, measurements, mission, objectives, strategy, rewards, disciplines, and management. Depending on the quality of that character, the staff will either draw towards those ideas and synergy will result, or they will recoil and the organization wille eventually collapse.
Good character, based on a principled definition of good, will bring success. Poor character, based on self alone, will not sustain. It is imperative that leadership take up the banner of principled leadership, that character strengths are reinforced, and character flaws are no longer fed.
September 23 - The Leadership Advantage
According to Warren Bennis*, organizations require the leadership capability to create a social architecture that will generate and realize the full potential of intellectual capital . This Social Architecture will involve providing a culture and leadership environment that attracts and retains exceptional knowledge workers. It will require leadership that has an ability to enable invididual capacity to adapt and innovate, and an ability to effectively manage the knowledge gained. (Bennis, 1999)
Since the knowledge to succeed in the organization is contained within the knowledge workers themselves, it is imperitive for leadership to meet the needs of those workers. They need meaning and direction, trust, hope and optimism, and results. To enable these production capability (Covey, 2004) requisites leadership must provide a real purpose, generate and sustain trust with the workers, and foster hope.
Providing Purpose involves bringing passion and vision to the organization, giving perspective (context) to the effort being levied, associate meaning to their work and show the difference their efforts makes. It involves showing how their efforst relate and drive positive and successful outcomes.
Generating and sustaining trust has to do with creating an atmosphere where trust is valued and expected; an atmosphere where trust is fostered with effort and clear communication. Trust has to do with authenticity of intent and acceptance. Trust results from a culture of candor where people are free to express their concerns and needs, where it is rewarded instead of punished. Trust results from informing people and giving them opportunity to have buy in which generates commitment.
Fostering hope has to do with showing an unwarranted degree of optimism which helps generate energy and commitment. Fostering hope also has to do with an ability to be determined and have victory, which again encourages the positive expectation that efforts lead to success.
Getting results is about setting up a climate where people take their best shots, and where the organization tolerates missed shots. It's about establishing a culture of learning, zeal, resourcefulness, risk tolerance, and discipline.
Good leadership can bring these attitudes together to not only whether the storms of change, but also be sucessful in the midst of them . The qualities that will enable this kind of leadership are technical competence, conceptual skill, a good track record, taste, judgement, and character. Of all these qualities it is character that is key. The word "character" comes from the Greek meaning "engraved" or "inscribed." It describes what we are and is framed by drive, competence, and moral compass. (Bennis, 1999)
Citations:
Bennis, W. (1999). The Leadership Advantage. In F. Hesselbein & R. Johnston (Eds), On Mission and Leadership (pp. 7-17). New York: Jossey-Bass
Covey, S. (2004). The 7 Habits of Highly Effective People. New York: Free Press. (Original work published 1989)
Since the knowledge to succeed in the organization is contained within the knowledge workers themselves, it is imperitive for leadership to meet the needs of those workers. They need meaning and direction, trust, hope and optimism, and results. To enable these production capability (Covey, 2004) requisites leadership must provide a real purpose, generate and sustain trust with the workers, and foster hope.
Providing Purpose involves bringing passion and vision to the organization, giving perspective (context) to the effort being levied, associate meaning to their work and show the difference their efforts makes. It involves showing how their efforst relate and drive positive and successful outcomes.
Generating and sustaining trust has to do with creating an atmosphere where trust is valued and expected; an atmosphere where trust is fostered with effort and clear communication. Trust has to do with authenticity of intent and acceptance. Trust results from a culture of candor where people are free to express their concerns and needs, where it is rewarded instead of punished. Trust results from informing people and giving them opportunity to have buy in which generates commitment.
Fostering hope has to do with showing an unwarranted degree of optimism which helps generate energy and commitment. Fostering hope also has to do with an ability to be determined and have victory, which again encourages the positive expectation that efforts lead to success.
Getting results is about setting up a climate where people take their best shots, and where the organization tolerates missed shots. It's about establishing a culture of learning, zeal, resourcefulness, risk tolerance, and discipline.
Good leadership can bring these attitudes together to not only whether the storms of change, but also be sucessful in the midst of them . The qualities that will enable this kind of leadership are technical competence, conceptual skill, a good track record, taste, judgement, and character. Of all these qualities it is character that is key. The word "character" comes from the Greek meaning "engraved" or "inscribed." It describes what we are and is framed by drive, competence, and moral compass. (Bennis, 1999)
Citations:
Bennis, W. (1999). The Leadership Advantage. In F. Hesselbein & R. Johnston (Eds), On Mission and Leadership (pp. 7-17). New York: Jossey-Bass
Covey, S. (2004). The 7 Habits of Highly Effective People. New York: Free Press. (Original work published 1989)
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