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Executive summary by
Vadim
Kotelnikov &
Ten3 East-West.
Based on "Principle-Centered
Leadership", Stephen
R. Covey
"If you focus on principles, you empower everyone who understands those
principles to act without constant monitoring, evaluating, correcting, or
controlling"
- Stephen R. Covey
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Principles versus Practices |
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Practices -
what to do's - are
specific activities or actions that work in one circumstance but not
necessary in another.
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Principles -
why to do's - have
universal application; when principles are internalized into
habits, they empower people to create
a wide variety of practices to deal with different situations.
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Leading by Principles versus Leading
by Practices |
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Leading by Practices:
all the judgment and wisdom is provided in the form or rules
and regulations; employees don't have to be the experts and don't have
to exercise judgment
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Leading by Principles:
requires a different type of and more training, but the payoff is more
expertise, creativity, and shared responsibility at all levels of the
organization
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Principles-Centered Leadership
Four Levels of Practicing |
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Principles-centered leadership is practiced from the
inside out on four levels:
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Personal: your
relationships with yourself
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Interpersonal: your relationships
and interactions with others
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Managerial: your responsibility to
get a job done with others
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Organizational: your need to
organize people - to recruit them, train them, compensate them,
build teams,
solve problems, and create
aligned structure, strategy and systems
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Principle-Centered Leaders
Defined
Principle-centered leaders are men and women of character who
work on the basis of natural principles and build those principles into the
center of their lives, into the center of their relationships with others,
into the center of their agreements and contracts, into their management
processes, and into their mission statements.
New Paradigm
Responding to classic dilemmas of modern living,
principle-centered leadership presents a new way of thinking that is to help
you to:
achieve and maintain a wise and renewing balance between work
and family, personal and professional ambitions, in the middle of constant
crises and pressures
adhere to simplicity in the thick of increasing complexity
maintain a sense of direction in today's wilderness, where
well-developed road maps (strategies
and plans) are
rendered useless by rapid change that often hits you from the blind side
look at human weaknesses with genuine compassion and
understanding rather than accusation and self-justification
replace prejudice (the tendency to prejudge and categorize
people in order to manipulate them) with a sense of reverence and discovery
in order to promote learning, achievement, and excellence in people
get empowered (and empower other people) with confidence and
competence to solve problems and
seize opportunities - without being or
fearing loose cannons
encourage the desire to change and improve without creating
more pain from the gain
become a contributing member of a complementary
team based on
mutual respect and the valuing of
diversity and pluralism
know where to start, when and how to recharge your batteries
to maintain momentum for learning, growing and improving.
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Bibliography:
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"Leading Change", James O'Toole, 1996
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"Extreme Management", Mark Stevens, 2001
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"Relentless Growth", Christopher Meyer, 1998
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"Motivate to Win", Richard Denny
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