2. How to offer ownership of change to
others?
1. Inform people in advance
so they’ll have time to
think about the
implications of the change
and how it will affect
them.
2. Explain the overall
objectives of the change –
the reasons for it and how
and when it will occur

3. 3. Show people how the
change will benefit them. Be
honest with the employees
who may lose out as a result
of the change. Alert them early
and provide assistance to help
them find another job if
necessary.
4. Ask those who will be
affected by the change to
participate in all stages of the
change process.

4. 5. Keep communication
channels open. Provide
opportunities for
employees to discuss the
change. Encourage
questions, comments,
and other feedback.
6. Be flexible and
adaptable throughout
the change process.
Admit mistakes and
make changes where
appropriate.

5. 7. Constantly
demonstrate your
belief in
commitment to
the change.
Indicate your
confidence in
their ability to
implement the
change.

6. When does change become grief?
The change proposed is:
 a bad idea
 not accepted by the influences
 not presented effectively
 self-serving to the leaders
 based solely on the past
 too many, happening too quickly

7. Creating a Climate for Change
Human behavior studies show that people do not
basically resist change; they resist “being changed”.
This section will emphasize how to create an
atmosphere that will encourage others to be
changed. Unless people are changed, change will
not happen.
“Change the leader, change the organization.”

8. 10 ways on how to create a
climate for change
1. The leader must develop a trust with people
2. The leader must make personal changes
before asking other to change
3. Good leaders understand the history of the
organization
4. Place influence in leadership positions.

9. 5. Check the “change in your pocket.”
6. Good leaders solicit the support of influences
before the change is made public.
7. Developing a meeting agenda that will assist
change.
8. Encourage the influencers to influence others
informally.

10. 9. Show the people how the change will benefit
them.
10. Give the people ownership of the change.

11. Why Prioritize
Richard Sloma says never to try to solve all the
problems all at once – make them line up for you
one-by-one.
Approach these problems, not with a view of
finding what you hope will be there, but to get the
truth and the realities that must be grappled with.
You may not like what you find. In that case, you
are entitled to try to change it. But not deceive
yourself.

12. Define the problem
In a single sentence, answer the question, “What is
the problem?”
Bob Biehl encourages us to keep in mind the
difference between solving a problem and making a
decision.
A decision is a choice you make between two or
more alternatives whereas a problem is a situation
that counter’s to your intentions or expectations.

13. 4 Steps in defining a problem
1. Ask the right questions.
2. Talk to the right people
3. Get the hard facts.
4. Get involved in the process.

14. In 1906, Italian economist Vilfredo Pareto created a
mathematical formula to describe the unequal
distribution of wealth in his country, observing that
twenty percent of the people owned eighty percent
of the wealth.
In the late 1940s, Dr. Joseph M. Juran inaccurately
attributed the 80/20 Rule to Pareto, calling it
Pareto's Principle. While it may be misnamed,
Pareto's Principle or Pareto's Law as it is sometimes
called, can be a very effective tool to help you
manage effectively.

15. Pareto Principle, concept and
examples
Vilfredo Pareto

16. Where It Came From
After Pareto made his observation and created his
formula, many others observed similar phenomena
in their own areas of expertise. Quality Management
pioneer, Dr. Joseph Juran, working in the US in the
1930s and 40s recognized a universal principle he
called the "vital few and trivial many" and reduced it
to writing. In an early work, a lack of precision on
Juran's part made it appear that he was applying
Pareto's observations about economics to a broader
body of work. The name Pareto's Principle stuck,
probably because it sounded better than Juran's
Principle.

17. vital few and trivial many

18. As a result, Dr. Juran's observation of the "vital few
and trivial many", the principle that 20 percent of
something always are responsible for 80 percent of
the results, became known as Pareto's Principle or
the 80/20 Rule.

19. What It Means
The 80/20 Rule means that in anything a few (20
percent) are vital and many(80 percent) are trivial. In
Pareto's case it meant 20 percent of the people owned
80 percent of the wealth. In Juran's initial work he
identified 20 percent of the defects causing 80 percent
of the problems. Project Managers know that 20
percent of the work (the first 10 percent and the last
10 percent) consume 80 percent of your time and
resources. You can apply the 80/20 Rule to almost
anything, from the science of management to the
physical world.

20. You know 20 percent of your
stock takes up 80 percent of
your warehouse space and that
80 percent of your stock comes
from 20 percent of your
suppliers. Also 80 percent of
your sales will come from 20
percent of your sales staff. 20
percent of your staff will cause
80 percent of your problems,
but another 20 percent of your
staff will provide 80 percent of
your production. It works both
ways.

21. How It Can Help You
The value of the Pareto Principle for a manager is
that it reminds you to focus on the 20 percent that
matters. Of the things you do during your day, only
20 percent really matter. Those 20 percent produce
80 percent of your results. Identify and focus on
those things. When the fire drills of the day begin to
sap your time, remind yourself of the 20 percent you
need to focus on. If something in the schedule has
to slip, if something isn't going to get done, make
sure it's not part of that 20 percent.

22. There is a management theory floating around at
the moment that proposes to interpret Pareto's
Principle in such a way as to produce what is called
Superstar Management. The theory's supporters
claim that since 20 percent of your people produce
80 percent of your results you should focus your
limited time on managing only that 20 percent, the
superstars. The theory is flawed, as we are
discussing here because it overlooks the fact that 80
percent of your time should be spent doing what is
really important. Helping the good become better is
a better use of your time than helping the great
become terrific. Apply the Pareto Principle to all you
do, but use it wisely.

23. Manage This Issue
Pareto's Principle, the
80/20 Rule, should
serve as a daily
reminder to focus 80
percent of your time
and energy on the 20
percent of you work
that is really important.
Don't just "work smart",
work smart on the right
things.

24. Integrity as most important
ingredient of Leadership
Integrity is defined as the
state of being complete,
unified.
“I am who I am. No
matter where I am or who
I am with”

25. A person with integrity
does not have divided
loyalties, nor is he merely
pretending.
People with integrity have
nothing to hide and
nothing to fear.

26. Integrity is the factor that
determines which one will
prevail in ones conflicting
desires.
Integrity is not only the
referee between two
desires. It is the pivotal
point between a happy
person and a divided spirit.

27. If what I say and what I do are the same, the
results are consistent.
What I say What I do What others do
Be at work on
time
I arrive work on
time.
The will be on
time
Be positive I exhibit a positive
attitude
They will be
positive
Put the customer
first
I put the
customer first.
They will put the
customer first.

28. If what I say and what I do not are the same, the
results are inconsistent.
What I say What I do What others do
Be at work on
time
I arrive work on
late.
Some will be on
time, some won’t.
Be positive I exhibit a
negative attitude
Some will be
positive, some
won’t.
Put the customer
first
I put the myself
first.
Some will put the
customer first,
some won’t.

29. The credibility acid test
The more credible you
are the more confidence
people place in you,
thereby allowing you the
privilege on influencing
their lives. The less
credible you are, the less
confidences people place
in you and the more
quickly you lose your
position on influence.

30. One of the acid tests of authentic
leadership is credibility. Credibility
forms the foundation not only of
leadership but also of
relationships.
Credibility provides the authority
to lead as it creates trust and
loyalty within an organization or
ministry. As you become
recognized for your commitment
to honesty, integrity and fairness
a spirit of cooperation and
teamwork is developed.

31. This increased influence is a by-product of credibility
and the more confidence people place in you and
your leadership, the even greater influence you will
have. Cavett Roberts has observed; “If my people
understand me, I’ll get their attention. If my people
trust me, I’ll get their action.” Only as credibility
characterizes your conduct will others listen to your
message.

32. If credibility is to be the hallmark of our lives and
our leadership, we need to make the following daily
commitments:
1. I will do what I say.
Am I the same person, no matter who I am with or
what the circumstances?
2. I will live what I teach.
Despite the difficulty, can others model my behavior
as well as my words?

33. 3. I will be honest with myself and with others.
Whatever the personal cost, am I committed to
absolute honesty?
4. I will put what is best for others ahead of what is
best for me.
Do I make decisions that are best for me when
another choice would benefit others?
5. I will be transparent, authentic and vulnerable
Is the “visible” me and the “real” me consistent?

34. 5 dimensions:
1. Understanding and
pursuing your purpose
with passion
2. Practicing solid values
3. Leading with your heart
4. Establishing connected
relationships
5. Demonstrating self-
discipline.

35. Leadership isn’t the result of a position or title as
much as it is the positioning of character, and
credibility is the distinguishing mark of one’s
character. It’s not gained in a seminar or workshop.
Credibility is a lifestyle; not a single event or a lone
occurrence, but a pilgrimage over time. As such,
there are no shortcuts to your credibility. While
image and reputation is what people think you are,
credibility determines who you really are. And if we
are not vigilant at this point, a lifetime of credibility
can be lost in a moment with a careless word, an
inappropriate action or an impetuous indiscretion.

37. 7 reasons why integrity is
important to a leader
1. Integrity builds trust.
2. Integrity has high influence value.
3. Integrity facilitates high standards.
4. Integrity results in solid reputation, not just
image.
5. Integrity means living it myself before leading
others.
6. Integrity helps a leader be credible, not just
clever.
7. Integrity is a hard-won achievement

38. 6 steps on how to change your
attitude
1. Identify Problem Feelings
This is the easiest stage of awareness and the
easiest to decline

39. 2. Identify Problem Behavior
Now we go beneath the surface. What triggers
wrong feelings? Write down actions that result in
negative feelings

40. 3. Identify Problem Thinking
William James said, “That which holds our
attention determines our action.”

41. 4. Identify Right Thinking
Write on paper thinking that
is right and what you
desire. Because your
feelings come from your
thoughts, you can control
your feelings by changing
one thing – your thoughts!

42. 5. Make a Public Commitment to Right Thinking
Public commitment becomes powerful
commitment

43. 6. Develop a Plan for Right Thinking
This plan should include:
 A written definition of desired right
thinking
 A way to measure progress
 A daily measuring of progress
 A person to whom you are accountable
 A daily diet of self-help materials
 Associating with right thinking people