00:26:22
00:24:35
Tape 1, Side A • Time—26:22
FACING CRITICAL LEADERSHIP CHALLENGES
SHARING WHAT WE LEARNED FROM:
00:21:57
00:25:09
00:26:28
00:25:16
00:24:26
00:23:00
00:24:41
00:30:47
00:24:43
00:19:40
NOTICE
Tape 1, Side B • Time—24:35
THE LAW OF THE HARVEST
Tape 2, Side A • Time—21:57
THE CRITICAL ROLE OF TRUST IN A PRINCIPLE-CENTERED CULTURE
Tape 2, Side B • Time—25:09
THE FOUNDATION OF ANY SUCCESSFUL ORGANIZATION
Tape 3, Side A • Time—26:28P
RODUCING A POWERFUL ORGANIZATIONAL CULTURE
Tape 3, Side B • Time—25:16
IDENTIFYING AND IMPROVING OUR LEADERSHIP STYLES
Tape 4, Side A • Time—24:26 LEADERSHIP VS MANAGEMENT:
MANAGING THINGS, LEADING PEOPLE
Tape 4, Side B • Time—23:00 CULTIVATING THE ELEMENTS OF TRUST
IN BUSINESS RELATIONSHIPS
Tape 5, Side A • Time—24:41
TASKS FOR THE PRINCIPLE-CENTERED LEADER
Tape 5, Side B • Time—30:47
COMBATTING ORGANIZATIONAL FATIGUE AND CYNICISM
Tape 6, Side A • Time—24:43
THE LEADERSHIP FOCUS
Tape 6, Side B • Time—19:40
TAKING IMMEDIATE ACTION
Can you fake 50 push-ups? Just as there is no shortcut to health,
there is no cosmetic approach that can satisfy the need of trust in a
long-term relationship. The Law of the Harvest— "You reap what you
sow" —governs our bodies, our minds, our relationships, and
eventually all management and organizational life.
Gandhi said, "A person cannot do right in one department of life whilst
attempting to do wrong in another department. Life is one indivisible
whole." Stephen applies this principle to the organizational culture, which
represents an ecosystem that operates on interdependent principles.
Survey the world's most successful organizations, and almost without
exception you'll find that what lies behind their success is a corporate
mission statement. The mission statement, to be effective, must deal with all
four human needs and represent a constitution that governs everything and
everyone in the organization.
Stephen Covey defines leadership as the art of mobilizing and energizing
employees' intellectual and creative resources. Creating an environment
that fosters the release of such resources requires more than changed
behaviors and attitudes. Fundamental leadership paradigms must be
changed to effect quantum leaps in performance at all organizational
levels.
Stephen discusses methods for determining the effectiveness of mission
statements, creating the conditions for empowerment, and balancing the
forces operating in the organizational ecosystem.
To a large extent, our paradigms of others determine our leadership
philosophy and style. Stephen presents four leadership paradigms and
shows how they influence our actions as leaders.
How does efficiency differ from effectiveness in our leadership efforts?
Obviously, we need both to be optimally successful, but sometimes we
confuse the two. Stephen demonstrates the problems we create when we
see people as things to be managed and manipulated through an efficiency
paradigm.
Trustworthiness is foundational to the creation of trust. Stephen
discusses the essential ingredients of trustworthiness and shows how
we can cultivate this critical attribute. With trust as a foundation, he
shows how competency can be developed through win-win
performance agreements.
Stephen presents a model for developmentally and holistically dealing with
the needs of the entire organization's stakeholders. Leaders must address
practical realities when creating an exciting vision for the organization,
developing conditions for interdependence in the workplace, and
establishing a team-building environment.
Presented here are ideas for working on seven common chronic
problems faced by organizations. Leaders whose work addresses these
chronic problems can be catalysts for change in their organizations,
empowering and unifying people around a shared vision while working
in harmony with natural laws.
Principles and concepts are presented that enable leaders to focus
their energies on activities that yield the greatest results in
addressing leadership challenges. The seven chronic organizational
problems are again presented to show how leaders can address
sources—instead of just symptoms—that afflict their organizational
cultures.
People whose lives are centered on a balanced set of principles can make
their honor greater than their moods; have the power to say 'no7 to the
unimportant and the courage to say 'yes7 to the important. Stephen
discusses his convictions concerning Principle-Centered Leadership and
suggests some immediate actions that can increase our effectiveness as
leaders.
PRINCIPLE-CENTERED LEADERSHIP
