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Lead specific lcs
- 2. What is excellence? “Consistency of superiority of performance”
- 3. Myths about excellence The best athletes are most self-confident.
- 4. Simply doing more of the same does not lead you to excellence.
- 5. Excellence does not come from Talent.
- 6. So where does excellence come from?
- 7. “People don’t know how ordinary success is” said Mary T, a consistent winner of gold medals for swimming at the Olympics. What did she really mean by this?
- 8. “ Excellence is mundane”
- 9. Activity
- 10. When the right actions are done correctly and consistently, and all together, they produce excellence Activities that have been carefully synthesized into a habit and then fitted together as a synthesized whole. That Is it. THAT is excellence.
- 11. Excellence is a qualitative phenomenon
- 12. How can you get there?
- 13. • What are the team values that we need to live in order to achieve excellence? • What is your focus programme? Identify 2-3 key changes you may need to make to get it right. • How as a team will you ensure that EVERY single individual in the LC makes this change a habit and this results into excellence?
- 14. What are the 2-3 key leadership behaviours that you will adopt to MAKE THIS HAPPEN? How will I live these behaviours? How will this contribute to our culture of excellence?
- 16. The psychological difference between an average performer and a super performer is Character and Competence.
- 17. Character and Competence inspire and build a culture of TRUST which leads to excellence.
- 18. PEOPLE TRUST PEOPLE WHO MAKE THINGS HAPPEN IN THE RIGHT WAY.
- 19. “Consistency is the key”
- 20. The action in itself might not be really big; the care and consistency with which it is done matters.
- 21. Consistency leads to creation of the keystone habits in the organization .
- 22. In groups of 4 • What according to you are keystone habits the EB team will develop? • How will this help the LC: - Culture - Performance - Excellence
- 23. Conclude
- 24. Activity
- 25. Cover story
Notas do Editor
- When someone consistently does well, for example an athlete consistently does better than another then, what is it that differentiates him? Ask the question. Have the conversation.
- Confidence very often is a result of achievement. Sometimes the most self-confident people do not achieve for multiple reasons. Excellence is beyond confidence. Confidence can be an effect of excellence
- You need to figure out what the right things is – focusing on which 2-3 things are going to get you your results. If you focus on not the most important and keep doing more of the same it isn’t going to lead you to where you need to be.
- The most common myth/assumption is that superiority in performance comes from talent, however this is not necessarily true.
- She did not mean success is easy, she meant achieving excellence ad success is no rocket science.
- Ask them what they think this statement means? What do they understand from it?
- Have a discussion about this. Go back to the acitivity. Inferences from there. Give an example of oGCDP/iGIP and how doing the same thing can work super well for these portfolios! Excellence in every detail needs to become a firm habit. Once it becomes a firm habit, it will seem ordinary.
- Doing more without thinking does not mean doing better or being more relevant. It is the behaviours and steps and their qualittative nature that determine excellence. One you get this right, you obviously need to scale up. Explain this well and then move on to the 3 – 4 questions on the next slide.
- Values to live excellence really matter. Focus on them. Move on to them identifying the changes they will make to make their focus programme work. There could be 2-3 changes. Change could be cultural, related to process or leadership centric even. Ensure they are saying the right things. Your role is to be direct the conversation in the right direction and be a good listener here. The third question is super important. Make sure they put concrete things down – who is doing what and why. Talk about the importance of doing these few things well – the whole membership practicing it and getting on board with it – this enables excellence.
- In their leadership journals – answer this question. This can be done individually by the team and each person can put down – the kaybahaviour, how they will do it, in what way will it contribute
- Character – integrity and purpose, competence – ability+ results+ hard work in the right direction.
- Building a culture of trust through character and competence will lead to excellence and the right culture in the lc. High performance requires the right culture.
- When you build this trust through the right character, competence, attitude – excellence becomes ordinary. This is when talent doesn’t matter.
- Give an example of the same: any small LC example.
- Key stone habits are those which when developed lead a chain reaction to all aspects of the organization?
- Conclude by de-briefing all 3 key points again – The mundanity of excellence, consistency is the key, talent is secondary, keystone habits. Ask them to put down important points in their leadership journal and the key take aways from it.
- The cover story activity at the end. With their leadership behaviours, changes they will make, values etc. Cover – states the clear mission and vision.Headers – reveal what the story is aboutSidebars – include parts of the report/ focus programmes with goals.Quotes – testimonials about the accomplishment from anyone imaginableImages – pictures that support the cover story – Key milestones which would be the major projects for the EB team.Brainstorms – used for writing down ideas before starting the activityAfter taking 5 minutes for players to silently ponder where they want the company to go, have the team members collaborate with their groups and fill in the components of their charts. This can last 20 – 30 minutes.