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Teachable Point of View. Core Values and Leadership






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Teachable Point of View. Core Values and Leadership



1.
from the Teachable Point of View
of Michael Rainwater
Mail: michael@rainwater.me
LinkedIn : http://www.linkedin.com/in/mrainwater/




2.

What is a TPOV
Leadership starts with your inner voice
• What is really important to me?
• What gives me passion, meaning and
purpose in my life?
Now, lead from that voice using your core
values as a guide.
2




3.

Leadership is not a formula or a program, it is
a human activity that comes from the heart
and considers the hearts of others.
Leadership is an attitude, not a routine or a
position in the company.
Noel Tichey
The Cycle of Leadership
3




4.

Ideas
E3 Values
4




5.

Ideas what
Ideas
Understand what
we do to make
money and win in
the marketplace
Provide an
Intellectual
Framework
E3 Values
5




6.

Values how
Ideas
Guide behaviors to
put our business
ideas in practice?
Provide an
Ethical
Framework
E3 Values
6




7.

Emotional Energy
Ideas
Energize the team
to maximize
performance &
work satisfaction
Take care of
Associates who
take care of our
Guests
E3 Values
7




8.

Edge
Ideas
Resolve Issues
and strengthen
relationships
Display Courage
to make the best
decisions while
respecting
people
E3 Values
8




9.

Ideas
E3 Values
9




10.

Leaders operate best when managed at
Level of Initiative (LOI) level 5
Leaders follow the preferred plan
without authoritative direction
Leaders display integrity in their
intentions and actions
Leaders develop Leaders
10




11.

11




12.

1. Wait until told what to do
2. Ask what to do
3. Recommend an action, then with manager
approval, implement it
4. Take independent action but advice manager at
once.
5. Take independent action and update through
routine procedure.
12




13.

1. I would like to know before any production changes are made,
and have the opportunity to approve or ask questions.
2. Everyone on the team is encouraged to enter issues in JIRA,
self-assign, and add to the next or future versions (not the
Sprint).
3. Issues can only be added to the Sprint with management
approval.
4. Special requests from marketing must be discussed and
approved prior to commitment.
13




14.

1. What principles can we take from this?
2. How do we respond to these ideas?
3. How does this reflect on our personal
leadership?
4. How is this related to a commitment to
excellence?
14




15.

15




16.

The Say : Do Ratio
• ΔS > 0  Broken Commitments
• ΔD > 0  Hidden Agenda
Desired ratio:
• S : D = 1
The ratio of “Say” to “Do” is 1
16




17.

How to get S:D=1
1. First make commitments (Say),
Then keep commitments (Do)
2. Keep your stakeholders informed
3. Don’t avoid commitments. (S > 0)
4. Self-imposed deadlines are deadlines
17




18.

Ladder of Inference
We believe because
We decide because
We assume because
We interpret because
We select because
We observe
We act because
Actions
Beliefs
Conclusions
Assumptions
Interpreted Reality
Selected Reality
Reality & Facts
18




19.

Early disagreement is encouraged
The team must unite behind a single goal
The team must consider Say : Do ratio
Team success is built on individual contribution
19




20.

1. What is expected of a leader?
2. Do my commitments matters?
3. What if I know better than everyone else?
4. How is Say/Do related to respect?
20




21.

21




22.

What we do when no one is looking
What we do when everyone’s looking
What we do when it’s difficult
22




23.

1. How is the say/do ratio useful in measuring
integrity?
2. How does the statement disagree and commit
relate to integrity?
3. How does effort without delivery fit into the
discussion of integrity?
23




24.

24




25.

Deliberate
Thoughtful
Selective
Goal Oriented
Timely
Focused
Mentoring
Model
Share
Listen
Encourage
Redirect
25




26.

1. How is the say/do ratio useful in measuring
integrity?
2. How does the statement disagree and commit
relate to integrity?
3. How does effort without delivery fit into the
discussion of integrity?
26




27.

GRPI (`gripē)
Goals
Goals clearly define the objectives. Usually conform to
SMART approach (specific, measurable, attainable,
relevant, and timely).
Roles Roles define how each member contributes to the team
objective.
Process Process is essential to the team’s effectiveness and must
be understood explicitly or implicitly.
Interpersonal
Interpersonal rules of engagement ensure open
communication, encourages discussion, and promotes
creativity.
28




28.

 Monkey Business: Are You Controlling Events or Are
Events Controlling You? (by William Oncken)
 The Cycle of Leadership (by Noel Tichy)
 Thou Shall Prosper: Ten Commandments for Making
Money (by Daniel Lapin)
 Lion of War series (by Cliff Graham)
 Navigating Change: A field guide to personal growth
(by W. Gary Gore)
29
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Core Values are a significant part of a Teachable Point of View (TPOV). This presentation discussed my TPOV with concentration on my core values and how these affect my leadership style


http://www.grassvalley.com/products/t-pov_systems
https://www.slideshare.net/mjrainwater/teachable-point-of-view-core-values-and
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