PRINCIPLECENTERED LEADERSHIP

Written by STEPHEN R. COVEY

Presented by

DOUGLAS KARALIS

Chapter 1

Characteristics of PrinciplePrincipleCentered Leaders

Continually Learning (Physical and Emotional) Service Oriented (Yoking up) Enthusiastic, Upbeat, Hopeful Believe in unseen potential (In them not in you) Think in terms of Continuums Edifying (Genuinely happy for others) Synergistic (Change Catalyst)

Chapter 2

Seven Habits Revisited

1. Be Proactive Self Knowledge or Self Awareness 2. Begin With the End in Mind - Imagination and Conscience 3. First Things First Willpower 4. Think Win/Win Abundance Mentality 5. Seek First to Understand, Then to be Understood
Courage Balanced with Consideration

6. Synergize Creativity 7. Sharpen the Saw Saw- Continuous Improvement

Chapter 3

Three Resolutions
Mistakes
1. 2. We dont have a clear knowledge of who we are We dont have a clear picture of where we want to go

Restraining Forces
1. 2. 3. Appetites and Passions Pride and Pretensions Aspiration and Ambition

Resolutions
1. 2. 3. Resolve to exercise self self-discipline and selfself-denial Resolve to work on character and competence Resolve to dedicate talents and resources to noble purposes

Chapter 4

Primary Greatness
You reap what you sow Self Self-mastery and SelfSelf-discipline
What you are shouts so loudly in my ears I cannot hear what you say Emerson

Don Quixotes Dulcinea (Treat a man as he can be) Integrity, Maturity, and Abundance Mentality Stewardship (Return kindness for offense) Trust

Chapter 5

A Break With the Past

Paradigm Shifts Columbus egg standing on end Guided and governed by proven principles Personal contribution as human motivation

MAKING NEW HABITS

Gain Perspective Make decisions and commitments based on perspective

Chapter 6

Six Days of Creation

DEVELOPMENTAL PROCESS
1. Growth is a natural process

No Shortcuts Emotional Growth Personal Growth Start at Day 1

2. We are all at different days 3. Your day 4 may be my day 2 4. Comparisons are dangerous 5. There is no short cut 6. To improveimprove- we must start from where we are

Chapter 7

Seven Deadly Sins

1. 2. 3. 4. 5. 6. 7. Wealth without work (Forgetting the law of the farm) Pleasure without conscience (Pulled from the natural law) Knowledge without character (Sound mind sound body) Commerce without morality (Divorced from natural laws) Science without humanity (Technocracy) Religion without sacrifice (No Synergy) Politics without principle (Loss of true north on moral
compass)

Chapter 8

Moral Compassing
The magnetic principle of respect for people and property You cant talk yourself out of a problem you behave yourself into Exchange maps for a compass Train yourself and others in principles

Chapter 9

Principle-Centered PrinciplePower
LEADERSHIP CHOICE PrinciplePrincipleCentered Power Honor Sustained Proactive Influence Utility Power Fairness Functional Reactive Influence

10 Power Tools
Persuasion Patience Coercive Gentleness Power Teachableness Acceptance Kindness Fear Openness Compassionate Confrontation Temporary Reactive Consistency Integrity Control

Chapter 10

Clearing Communication Lines

ATTITUDES
Assume Good Faith Never Question Sanity Care About Relationships Resolve Differences Open to Influence Prepared to Change

ESSENTIAL and BEHAVIORS

Words and Relationships Map and Territory Skill and Security Logic and Emotion Sympathy and Emotion False Starts Listen to Understand Speak to be Understood Dialogue from Common Reference Move Slowly Toward Disagreement

Chapter 11

Thirty Methods of Influence

OTHERS SEE
Unkind Acts Kindness Behaviors and Performance Anonymous Service Proactive Responses Promises kept Circle of Influence Law of Love

OTHERS FEEL

OTHERS HEAR

Assume best of others Prepare your mind and heart before your Speech Seek to understand Talk through differences Reward honest expression Take time to teach Understanding responses Agree on limits, rules, and Take initiative if offended consequences Admit mistakes/apologize Dont give up or in Forget Arguments Be at the crossroads Go one on one Speak with logic and emotion Renew common commitments Delegate effectively Be influenced Meaningful projects Accept people and their situations Law of harvest Natural consequences

Chapter 12

Eight Ways to Enrich Marriage and Family Relationships

1. 2. 3. 4. 5. 6. Retain a longlong-term perspective Rescript your marriage and family life Reconsider your roles Reset your goals Realign family systems Refine three vital skills (Time management,
Communication, and Problem solving)

7. Regain internal security 8. Develop a family mission statement

Chapter 13

Making Champions of Your Children

Build our childrens self esteem Encourage primary greatness Encourage them to develop their interests Create an enjoyable family culture Plan ahead Set an example of excellence Teach them to visualize and realize their potential Adopt their friends Teach them to have faith, believe, trust others, affirm build, bless and serve others Provide support, resources, and feedback

Chapter 14

Abundance Managers
Return to right sources often Seek solitude and enjoy nature Sharpen the saw regularly Serve others anonymously Maintain longlong-term intimate relationships Forgive themselves and others Problem solvers

THE LAW OF THE FARM

Chapter 15

Seven Chronic Problems

No shared vision and values (No Understanding) No strategic path (Disconnected to reality) Poor alignment (Structure does not reinforce values or path) Wrong style (Incongruent philosophy) Poor skills (Lack of skills to use appropriate style) Low trust (Depleted emotional bank) No integrity (No correlation between what I value and what I do)

Chapter 16

Shifting Your Management Paradigm

NEED
Physical/ Economical Social/Emotional

METAPHOR PARADIGM PRINCIPLE

Stomach

Scientific Authoritarian Human Relations Human Resource PrinciplePrincipleCentered Leadership

Fairness

Heart

Kindness

Psychological

Mind

Use and Development of Talent Meaning

Spiritual

Spirit (Whole Person)

Chapter 17

Advantages of the PCL Paradigm

PCL PARADIGM
Personal Interpersonal Managerial Organizational

Self People Style Structure Skills Systems

Trustworthiness Trust Empowerment Alignment

Four Characteristics of PCL

Holistic Ecological Developmental Proactive

Shared Vision and Principles Strategy Streams

Chapter 18

Six Conditions of Empowerment

WinWin -Win Agreement SKILLS
Communication Planning/Organization Synergetic Problem Solving Integrity Maturity Abundance Mentality

Accountability

SelfSelf -Supervision

Character

Helpful structures and systems

Chapter 19

Managing Expectations
TRUST and COMMUNICATION
Separate the people from the problem Focus on interests, not positions Invent options for mutual gain Insist on using objective criteria

Chapter 20

Organizational Control Versus Self Supervision

Mechanical Versus Agriculture Paradigm
Utilize circle of influence Principles of growth and change WinWin -Win Agreements Character Skills Helpful Systems And Structures

Organizational Control

Self Supervision

Chapter 21

Involving People in the Problem

Old views, ways, habits, and styles 10*2 < 6*7 (Quality * Commitment) Broaden thinking toward desired goals Increase driving forces Identify restraining forces

Chapter 22

Using Stakeholder Information Systems

From the cowardice that is afraid of new truth, from the laziness that is content with half truth, from the arrogance that thinks it has all truth, O God of Truth deliver us Classic Problem Solving Process
Gather Data Diagnose Data Select and Prioritize Objectives Create and Analyze Alternatives Select One (Make a Decision Plan the Action Steps Implement the Plan Study Results Against Objectives

Chapter 23

Completed Staff Work

Getting Completed Staff Work
Provide clear understanding of desired results Get a sense of individuals initiative Clarify Assumptions Provide time, resources and access Set a time and place for presentation

Good, now Ill read it. Henry Kissinger

Chapter 24

Managing from the Left, Lead from the Right

LEFT BRAIN
Logic (LOGOS) Words Parts and Specifics Analysis Sequential Thinking Time Bound Stereotyped Masculine

RIGHT BRAIN
Emotion (ETHOS) Pictures Wholes and Relationships Synthesis Holistic Thinking Time free Stereotyped Feminine

Chapter 25

Principles of Total Quality

Continuous Improvement Personal Change Proactive Leadership Professional Development Principle Principle-Centered
ORGANIZATIONAL
Alignment

MANEGERIAL
Empowerment

INTERPERSONAL
Trust

PERSONAL
Trustworthiness

Chapter 26

Total Quality Leadership

Principle-Centered Leadership PrincipleInsideInside -Out Seven Habits Transforming Paradigms of members of the organization

Chapter 27

Seven Habits and Demings 14 Points

1. Be Proactive 2. Begin With the End in Mind 3. First Things First 4. Think Win/Win 5. Seek First to Understand, Then to be Understood 6. Synergize 7. Sharpen the Saw
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Constancy of Purpose Adopt new Philosophy Cease dependence on inspection Single Supplier Improve production and Service Institute Job Training Teach and Institute Leadership Drive Out Fear Break Down Barriers Eliminate Slogans Eliminate Numerical Goals Remove Barriers Self-Improvement Action Plan to Transform

Chapter 28

Transforming a Swamp into an Oasis

Transformational Leaders PrinciplePrinciple -Centered Create Common Vision Constant Stream of Fresh Water

Stomach

Heart

Mind

Spirit

Chapter 29

Corporate Constitutions
EXPAND PERSPECTICE CLARIFY VALUES TEST IT AGAINST YOURSELF TEST YOURSELF AGAINST IT

Chapter 30

Universal Mission Statement

To improve the economic wellwell-being and quality of life of all stakeholders stakeholders Economic dimension Acceptance and Love Challenge and Growth Purpose and Meaning Fairness and opportunity Who will suffer?

5 Basic Virtues
Ecological Balance Short and Long term perspective Professional Challenge Management Context Personal sense of Stewardship

Chapter 31

Principle-Centered PrincipleLearning Environments

CENTRAL OFFICE ADMINISTRATION PARENTS AND FAMILIES TEACHER

PRINCIPLE CENTERED
PEER GROUP

EMPOWERED STUDENT LEARNING ENVIRONMENT

SCHOOL BOARD AND GOVERNMENTAL ENTITIES

BUILDING LEVEL ADMINISTRATION

STUDENT

BUISNESS AND ADMINISTRATION