| Leaders don't become leaders overnight. In fact, | | | | target. |
| leaders go through three distinct phases of | | | | If they understand all three principles, they should |
| development. I'd like to explain the three phases | | | | say, "We are very sorry that we did not meet |
| and give you an opportunity to determine at | | | | your need. And we will gladly refund your money. |
| which phase you may be operating. | | | | Would you mind taking a second to explain what |
| When people are first appointed to the manager | | | | you were looking for and what you expected to |
| role, they tend to behave like overseers. We call | | | | see in the class? Hmm...I see. Well, our consulting |
| this Level 1. They are just trying to figure it all | | | | class covers the exact topics you mentioned. So |
| out. What are we trying to do here? How do we | | | | instead of a refund, if it is okay with you, why |
| get it done? They are basically interested in just | | | | don't we have you attend our consulting class at |
| getting the work done, and getting it done on | | | | no additional cost?" |
| time and on budget. | | | | So at Level 2, it is important for your people to |
| Once managers have figured out what it takes to | | | | understand your objectives and for you to focus |
| successfully get the job done, they are ready to | | | | on developing your people's strengths and |
| move from Level 1-Overseer to Level 2-Coach. | | | | minimizing their weaknesses. Once you have |
| Leaders at Level 2 understand that they are | | | | people in place who understand your objectives |
| more successful when their people are more | | | | and can coach and develop others, you'll be ready |
| successful. Level 2 leaders are people-focused. | | | | to move to Level 3. |
| They direct their energies toward understanding | | | | At Level 3, your focus is very different. We call |
| their people's skills, maximizing their strengths and | | | | Level 3 the visionary level. A leader at Level 3 |
| minimizing their weaknesses. To be successful at | | | | spends time focusing on the future and what the |
| Level 2, your people have to understand your | | | | organization needs to do to be prepared for |
| objectives. They must understand what you are | | | | success when it arrives. Level 3 leaders are |
| ultimately trying to achieve, and the key principles | | | | focused on anticipating changes in customer |
| for decision-making. | | | | needs, and on helping the organization to deliver |
| Let me give you an example of what we mean | | | | faster, better, cheaper. |
| by principles for decision-making. Let's say | | | | So let's review quickly. There are three levels that |
| someone calls our office, saying, "I took a | | | | leaders develop through. Level 1 we call the |
| facilitation class from your company last month, | | | | overseer, and the leader is task-focused. Level 2, |
| and it didn't cover any of the things I needed. I | | | | we call coach, and the leader is people focused. |
| demand a refund!" I would want people in my | | | | And Level 3, we call visionary, and the leader is |
| organization to handle that call the same way I | | | | future-focused. |
| would as their leader. But this will only happen if | | | | Level 3 - Visionary "Forward Focus" |
| everyone understands three key principles. | | | | - Visioning the future |
| Principle 1: We are in business to make money. | | | | - Linking to business objectives |
| Principle 2: We only deserve to make money | | | | - Anticipating changes in customer needs |
| when clients are satisfied. | | | | - Implementing continuous improvement |
| Principle 3: We don't fix problems, we eliminate | | | | Level 2 - Coach "People Focus" |
| them. | | | | - Communicating objectives |
| If our people only understand Principle 1 - We are | | | | - Delegating and grooming |
| in business to make money - they might say, | | | | - Maximizing people's strengths |
| "Sorry, we don't give refunds." Not exactly the | | | | Level 1 - Overseer "Task Focus" |
| response we would want. | | | | - Getting tasks done |
| If they know only the second principle - We only | | | | - Staying within budget |
| deserve to make money when clients are | | | | - Meeting deadlines |
| satisfied - they might say, "We're so sorry you | | | | You may also want to get a copy of the books, |
| weren't satisfied. Here's your money plus an extra | | | | The Secrets of Facilitation and The Secrets to |
| 25% for your pain and suffering." Still not quite on | | | | Masterful Meetings, by Michael Wilkinson. |