LEADERSHIP - Great Leaders, Great Teams, Great Results™
The challenge
Today’s leaders are facing a fundamental shift in the nature of leadership.
We are in a transition from the Industrial Age—when leaders were authoritarian, bureaucratic, and controlling - to the Knowledge Worker Age. Peter Drucker sums it up this way: "Until very recently, it was taken for granted that most people were subordinates who did as they were told. The advent of the knowledge worker is changing this, and fast…. And for this change, management is totally unprepared. "Workers today see themselves as volunteers. They are better educated and have far more choices about where to invest their energies. The great leader is the one who can unleash rather than repress those energies.
As the succession crisis in leadership worsens, as the challenges of growth stretch the capacity of business and governmental leaders everywhere, we can no longer afford Industrial Age leadership.
Franklin Covey Leadership Solution
- Develop leaders who can unleash the talent of their teams toward your organization’s highest priorities.
- Build a solid foundation of competencies that will help your managers achieve unprecedented results.
- Create a culture of trust that will fuel profitability, growth, and productivity.
- Establish enduring systems that ensure success long after your leaders have moved on.
Great Leaders model
Great leadership starts with these principles: that people are capable of greatness, that they can make dramatic contributions, and that they offer their best when leaders live by the 4 imperatives of Great Leaders in the Knowledge Worker Age:
1. Inspire trust
2. Clarify purpose
3. Align systems
4. Unleash talent
People who live by The 4 Imperatives of Great Leaders:
- Gain the “time and space” to focus on most pressing leadership challenge—or opportunity.
- Increase capacity to execute on and achieve most critical organizational results.
- Achieve the highest loyalty and contribution of team members in achieving critical goals.
- Learn how to create four essential systems that drive enduring, measurable results.
- Measure and earn the intense loyalty of customers.
- Learn how to help others achieve their full potential.
- Improve trust others have in him as a leader.
Course content
Franklin Covey's leadership development program helps leaders develop the mind-set, skill-set, and tool-set required to unleash the talent and capability of their teams and achieve the organization’s highest priorities.
| The Whole-Person Paradigm 
| The Whole-Person Paradigm means that you, as a leader, see people as “whole people” - body, heart, mind, and spirit - and manage and lead accordingly.
It means you recognize that the highest contributions are volunteered each day by people who could easily choose to go somewhere else. As a result, you spend your efforts creating a place where people want to stay and in which they are enabled to offer their best. |
| The 4 Imperatives of Great Leaders 
| Imperative 1: Inspire Trust - to build credibility as a leader, so that people will trust you with their highest efforts.
Imperative 2: Clarify Purpose - to define a clear and compelling purpose that people will want to offer their best to achieve.
Imperative 3: Align Systems - to create systems of success that support the purpose and goals of the organization, enable people to do their best work, operate independently of you, and endure overtime.
Imperative 4: Unleash Talent - to develop a winning team, where people’s unique talents are leveraged against clear performance expectations in a way that encourages responsibility and growth. |
| Imperative 1: Inspire Trust 
| Trust is the core imperative of great leaders, since it affects their ability to do everything else.
Mediocre leader mind-set: “I get things done because I’m the boss.” (formal authority).
Great leader mind-set: “I get things done through personal influence and credibility.”( informal or moral authority)
When trust is high, speed goes up and costs go down.On the other hand, when trust is low, speed goes down and costs go up. |
| Imperative 2: Clarify Purpose 
| Great leaders create a clear and compelling purpose for their team. Mediocre leader mind-set : “As long as people have a clear job description, they’ll be fine.”
Great leader mind-set: “If a clear and compelling purpose exists, people will volunteer their best efforts.”
A clear team purpose answers three questions:
1. Job to be done. What is the specific job your customers (internal or external) are “hiring” you to do?
2. Strategic link. How does your team connect with the organization’s mission and strategy?
3. Money-making model. How does your team contribute to the economic model of the organization? |
| Imperative 3: Align Systems 
| Great leaders align systems for results and institutionalize them to endure over time. Mediocre leader mind-set: "Everything is so dependent on me.”
Great leader mind-set: “Enduring success is in the systems.”
The four essential systems that drive success:
1. Execution - the discipline of focusing on a few critical objectives with a process for achieving those objectives.
2. Talent - attracting, positioning, and developing individual workers in order to tap into their full potential.
3. Core Work Processes - creating clearly understood and aligned work processes for each function of the team.
4. Customer Feedback - understanding the one thing you need to know about how your customers perceive you. |
| Imperative 4: Unleash Talent 
| Great leaders create a culture that unleashes the highest talents and contributions of people. Mediocre leader mind-set: “I need to constantly motivate and manage my people to get results."
Great leader mind-set: “My job is to release the talent and passion of our team toward our highest priorities.”
Great leaders recognize that every time they open their mouth, they are creating culture.There are three leadership conversations that have the most impact:
1. Voice. To affirm the worth and potential of each person on your team.
2. Performance. To clarify expectations and accountability (through Win-Win Performance Agreements).
3. Clear the Path. To be a source of help and enable people to succeed in their jobs. |
| Becoming a Trim Tab | The key to the big is the small. Great leaders recognize that large things are accomplished by consistently doing the right smaller things over time. Just as a small trim tab on the rudder of a large ship determines the direction of the ship, small things done consistently over time can have tremendous impact. |
The Leadership Learning Journey
| LQ1 (Leadership quotient assessment) | A self administered, 360 degree type assessment that measures the leaders' capabilities against specific areas for improvement throughout the process. | To start 2 weeks before the workshop and to be done until the date of delivering. It includes the self-evaluation and other assessors' opinions. |
| 3-Day Leadership Workshop | Interactive learning process that provide the participants the right mind-set, skill-set and tool-set to manage in the Knowledge Worker Age. | - |
| Leadership Contract (Learning and Application Period) | A follow-up tool in which participants complete exercises and other requirements that give them real-world practice in applying the skills and principles to their roles. | The next period after the workshop. |
| Report-out | During a meeting, participants report the progress to their direct managers. | 3 months after the workshop |
| LQ2 (Leadership quotient re-assessment) | A second Leadership Quotient assessment showing leadership-capability improvement, validating both the process and the investment. | 6 months after the first LQ |
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