Something we can learn from Geese

Adapted from the work of Dr. Angeles Arrien

Fact No. 1

As each bird flaps its wings it creates an uplift for the bird following, by flying in a “V” formation; the whole flock has 71% greater flying range than if the bird flew alone. Many of us recognise that there is a lot I can do by myself, there is a lot I can do with a colleague or partner, but the power of what I can get done with a network group is quantum. The lesson from this fact – people who share a common direction and sense of community can get where they are going quicker and easier because they are travelling on the thrust of one another.

Fact No. 2

Whenever a goose falls out of formation, it suddenly feels the drag and resistance of trying to fly alone and quickly gets back into formation to take an advantage of the lifting power of the bird immediately in front. Lesson from this fact – if we have as much sense as a goose, we will stay in formation with those who are headed where we want to go and be willing to accept their help, as well as give ours to others who are looking for support.

Fact No. 3

When the lead goose gets tired, it rotates back into the formation and another goose flies at the point position – an invaluable lesson for us to apply to all our group work. It pays to take turns doing the hard tasks and sharing the leadership. With people, as with geese, we are inter-dependent on each other’s skills and capabilities and unique arrangements of power and resources; no one person is right to lead in all circumstances and at all times. Leaders need to learn to let go at times, and others must feel comfortable in stepping forward – no false modesty – no greed for power and position for its own sake.

Fact No. 4

When a goose becomes ill or wounded or shot down, two geese move out of information and follow it down to help protect it. They stay with it until it is able to fly again or dies, then they launch out together with another formation or they catch up with their flock. Lesson – if we have as much sense as geese, we, too, will stand by each other in difficult times as well as when we are strong.

Fact No.5

The geese in formation honk from behind to encourage those up front to keep up their speed. Lesson – we need to make sure our honking from behind is encouragement and not something else! In groups where there is great encouragement against great odds, the production is much greater by the power of encouragement. The word “courage” means to stand by one’s heart, to stand by one’s core, to encourage someone else’s core, to encourage someone else’s heart – that’s the quality of honking.

The Vietnamese Fisherman

An American investment banker was at the pier at Hue when a small boat with just one fisherman docked. Inside the small boat were several large fish. The American complimented the fisherman on the quality of his fish and asked how long it took to catch them.

The fisherman replied, “only a little while.”

The American then asked why didn’t he stay out longer and catch more fish?

The fisherman said he had enough to support his family’s immediate needs.

The American then asked, “but what do you do with the rest of your time?”

The fisherman said, “I sleep late, fish a little, play with my children, take naps with my wife, Thuy, stroll into the village each evening where I drink beer and play music with my freinds, I have a full and busy life.”

The American scoffed, “I am a UH MBA and can help you. You should spend more time fishing and with the proceeds, buy a bigger boat with the proceeds from the bigger boat you could buy several boats, eventually you would have a fleet of fishing boats. Instead of selling your catch to a middleman you would sell directly to the processor, eventually opening your own cannery. You would control the product, processing and distribution. You would need to leave Hue and move to HCMC, and eventually be the CEO of a large enterprise.”

The fisherman asked, “But, how long will this all take?”

To which the American replied, “15-20 years.”

“But what then?”

The American laughed and said that’s the best part. “When the time is right you would announce an IPO and sell your company stock to the public and become very rich, you would make millions.”

“Millions.. Then what?”

The American said, “Then you would retire. Move to a small coastal fishing village where you would sleep late, fish a little, play with your kids, take naps with your wife, stroll to the village in the evenings where you could beer wine and play your music with your friends.  Doesn’t that sound great?”

Dragon killers

Many years ago in the hills of Patagonia there was a village.  Its inhabitants were starving.  They lived in fear of a dragon that they had seen in their fields and they would not go to harvest their crops.

One day a traveller came to the village and asked for food.  They explained that there was none because they were afraid of the dragon.  The traveller was brave and offered to slay the dragon.  When he arrived at the fields he couldn’t see a dragon, only a large water melon.  So he returned to the village and said, “You have nothing to fear; there is no dragon, only a large water melon.”  The villagers were angry at his refusal to understand their fear and hacked the traveller to pieces.

Some weeks later another traveller came to the village.  Again, when he asked for food he was told about the dragon.  He too was brave and offered to kill the dragon.

The villagers were relieved and delighted.  When he arrived at the fields he also saw the giant water melon and returned to the village to tell the villagers that they were mistaken about the dragon – they need have no fear of a giant water melon.  They hacked him to pieces. More time passed and the villagers were becoming desperate.  One day a third traveller appeared.  He could see how desperate they were and asked what the problem was.  They told him and he promised he would slay the dragon so that they could go to the fields to harvest their crops.  When he got to the field he too saw the giant water melon.  He reflected for a moment, then he drew his sword, leaped into the field, and hacked the water melon to pieces.  He returned to the village and told them he had killed their dragon.  They were overjoyed.  The traveller stayed in the village for many months, long enough to teach the villagers the difference between dragons and water melons.

Mahatma Gandhi and sugar

There is a story told about Mahatma Gandhi: A lady brought her son and said he ate too much sugar.  She wanted Gandhi to tell him to stop.  Gandhi said to bring the child back the next week.  The next week she

brought the child and Gandhi said “Stop eating sugar child”.  And the child did.  A month later the lady came back and said “My child has done what you asked, but why could you not have spoken to him the first time I came.”  “Lady”, said Gandhi, “I needed to first stop eating sugar myself before I could tell someone else to do it”.

Shake it off and step up

Once upon a time there was a farmer who had an old mule. The mule fell into a deep dry well

and began to cry loudly.  Hearing his mule cry, the farmer came over and assessed the

situation.  The well was deep and the mule was heavy.  He knew it would be difficult, if not

impossible, to lift the animal out.

Because the mule was old and the well was dry, the farmer decided to bury the animal in the

well.  In this way he could solve two problems: put the old mule out of his misery and have his

well filled.  He called upon his neighbours to help him and they agreed to help.  To work they

went.  Shovel full of dirt after shovel full of dirt began to fall on the mule’s back.  He became

hysterical.

Then all of a sudden an idea came to the mule.  Each time they would throw a shovel full of dirt

on his back he could shake it off and step up.  Shovel full after shovel full, the mule would shake

it off and step up.

Now exhausted and dirty, but quite alive, the mule stepped over the top of the well and walked

through the crowd.  A great attitude.  A great way to approach life. Shake it off and step up.  Too

often we hold on to what has happened to us.

We hold on to it for a week, a month, even years.  We cannot shake it loose from our memory.

It eats away at us and steals our joy, happiness and peace of mind.  The past hurt can create

feelings of bitterness, resentment, anger and revenge.  We keep allowing these emotions to be

thrown on our backs and if we do nothing, we will be buried deep in the well.  Walls will be built

in our relationships.  We will avoid each other and the cold war begins.

But, we have a choice: keep it inside and embrace the hurt or shake it off and step up.  Give it a

try.  Shake it off and step up. Words that have been said or actions that have been done, shake

it off and step up.  Let it go.  Whatever it is: a rude comment, a past mistake, being ignored, we

can stew over it all week.  It occupies us all the time.  Too often we nurse hurts, we keep them

alive inside and go over them time and time again; not only stewing from them, but now chewing

them over and over until it gets us sick.  Too often we rehearse hurts, tell everyone what has

happened to us.

The cure is to accept what has happened, try to make sense out of it, learn from it, then shake it

off and step up.  When you let it go you feel free and you are no longer buried in the well.  Once

you are on your feet again you can take some action.  You decide where you want to grow in

life, the direction you want your life to take.

You decide whether you will allow the hurt to make you a bitter or a better person.  Learn from

it.  Emerge stronger.”

Rocks: The Meaning of Life

A philosophy professor stood before his class and had some items in front of him. When the

class began, wordlessly he picked up a large empty mayonnaise jar and proceeded to fill it with

rocks, rocks about 2″ in diameter. He then asked the students if the jar was full? They agreed

that it was.

So the professor then picked up a box of pebbles and poured them into the jar. He shook the jar

lightly. The pebbles, of course, rolled into the open areas between the rocks. He then asked the

students again if the jar was full. They agreed it was. The students laughed.

The professor picked up a box of sand and poured it into the jar. Of course, the sand filled up

everything else.

“Now,” said the professor, “I want you to recognise that this is your life. The rocks are the

important things – your family, your partner, your health, your children – things that if everything

else was lost and only they remained, your life would still be full. The pebbles are the other

things that matter like your job, your house, your car. The sand is everything else, the small

stuff. If you put the sand into the jar first, there is no room for the pebbles or the rocks. The

same goes for your life. If you spend all your time and energy on the small stuff, you will never

have room for the things that are important to you. Pay attention to the things that are critical to

your happiness. Play with your children. Take time to get medical checkups. Take your partner

out dancing. There will always be time to go to work, clean the house, give a dinner party and fix

the disposal. Take care of the rocks first – the things that really matter. Set your priorities. The

rest is just sand.”

But then…

A student then took the jar which the other students and the professor agreed was full, and

proceeded to pour in a glass of beer. Of course the beer filled the remaining spaces within the

jar making the jar truly full.

The moral of this tale is:- no matter how full your life is, there is always room for BEER!

Know your boundaries and honor them; they protect you from people who will step on your spirit or bring you down.

Maintain high standards. You do for the organization for which you work, why not for your own ‘incorporation’?

Clarify your expectations of others; people deserve to know what you expect.

Finished unfinished business; otherwise you carry it around with you in a sack throughout everything you do.

Get your personal needs met. First identify them. Then ask others to help.

Orient around your values. When you live by your values, life becomes aligned with your highest self. Dreams become reality.

Build reserves in all areas – having more than enough fulfills your security needs and gives you energy for experimentation.

Identify and reduce what you tolerate; get rid of what drains your energy.

Handle the money. Until your money is handled your not in a mode that allows choicefull living.

Define success for yourself. When you define success, life becomes very simple and focused on your goals.

Please read the following before answering the questions:

Answer each question with the very first response that comes to mind.  If you have trouble deciding between two answers, tick the one that occurs first. Your first, quick response is the best.

There is no system better or worse than the others.

When you recall a time you were very attracted to someone, what was the very first thing you noticed?

A. The way they looked

B. Something they said to you or that you heard

C. The way they touched you or something you felt

When you recall a wonderful holiday you had, what’s the very first experience you remember?  Was it:

A. The way the place looked

B. The different way it sounded to you

C. The feeling you got about holidaying there

When you drive a motor bike or car, how do you navigate?

A. I look at road signs or follow a map of the area

B. I listen for familiar sounds that point me in the right direction

C. I get a gut feeling or sense of where I am

When I play my favorite sport, I particularly enjoy:

A. How I look playing at it

B. The sound of the game, such as the thwack of the ball

C. The feel of the game, the grip of the club or the sense of motion

When I get a task at work, it is easier to understand and carry out if:

A. It is written or I have a plan

B. It is explained to me

C. I get a sense of purpose, clarity from it

When my problems get me down, I it helps to:

A. Write them down so I can see them clearly

B. Talk or listen to another until my problems sound easier to hear

C. Sort them out inside my head until they make sens

I find it easier to be with my friends if:

A. They communicate using short, clear statements

B. They are easy to hear

C. I get a feeling that they know where I am coming from

When I make decisions it helps to:

A. Picture the possible choices in my imagination

B. Hear both sides of a story in my own head

C. Sense how I would feel about either choice

I tend to most like:

A. Photography, painting, reading, drawing, films

B. Music, the sound of the sea, the wind, chimes, concerts

C. Ball games, massage, touching, craft work, reflection

When I buy clothing, after first seeing it,  the very next thing I do is:

A. Take another look at it or picture myself wearing it

B. Listen closely to the sales assistant or have a conversation with myself

giving the pros and cons of buying it

C. Get a feeling about it and/or touch it to know if it’s something I’d enjoy wearing

On the occasions when I think of someone I love, the very first thing I do is:

A. See the person in my imagination

B. Hear his or her voice in my head

C. Get a certain feeling about the person

When I exercise, my experience of satisfaction comes first from:

A. Seeing myself getting better

B. Hearing myself or others say how good I’m looking

C. Feeling my body get stronger and sensing it’s more in shape

When I have occasion to use mathematics, I verify the answer by:

A. Looking at the numbers to see if they look correct

B. Counting the numbers in my head

C. Using my fingers to get a sense of correctness

When I spell, I make sure I’m correct by:

A. Looking at the word in my mind’s eye to see if it looks the way that word

should

B. Saying the word out loud or hearing it in my mind

C. Getting a feeling about the way the word is spelt

The subject I enjoyed the most in school came about primarily as a result of:

A. The books

B. The teacher’s lectures

C. My sense of interest as I learned more about it

When I love someone, I get an immediate experience of:

A. The way we look together

B. The sound of telling him/her or being told, “I love you”

C. A feeling or sense of warmth toward that person

When I take a dislike to someone, I get an immediate bad feeling:

A. When I see them come toward me

B. When they begin talking to me

C. When I sense they’re nearby

At a beautiful Park, the very first thing that makes me glad to be there is:

A. The look of the trees and the sun.

B. The sound of the wind and quiet

C. The feel of the grass under my feet

Having a conversation at a party, my whole frame of experience will change if:

A. The lights get brighter or dimmer

B. The music changes

C. The room temperature changes

I know my career is improving when

A. I isee myself moving into a better private office

B. I hear my supervisor say, “You’re moving to a promotion.”

C. I feel satisfaction in getting a promotion.

Before going to sleep at night, it’s important that:

A. The room is nearly dark or pleasantly shaded

B. The room is hushed or muted with pleasing background quiet

C. The bed feels very comfortable

In the morning, I awaken to:

A. Either the sun streaming in or an overcast day

B. The sounds of the morning traffic

C. A comfortable bed

When I experience stress, the very first thing that happens is:

A. The world takes on a different appearance in some way

B. Sounds begin to bother me

C. My sense of ease begins to alter

When I’m very happy, my world:

A. Takes on a definite and wonderful shine

B. Seems very harmonic

C. Fits perfectly

I get along better with people who:

A. Relate to the world through the way it looks

B. Relate to the world through the way it sounds

C. Relate to the world through the way it makes them feel

When I get totally motivated the first thing that happens is:

A. I see things from a new perspective

B. I tell myself how many new possibilities there are

C. I can actually feel myself getting psyched up

When someone tells me “I love you” my first experience is:

A. An image of the person loving me,

B. My voice telling me  “This is wonderful”

C. A feeling of pleasure.

Death, for me is probably:

A. To see no more, or to see in a totally new way

B. To hear no more, or to hear in a totally new way

C. To feel no more, or to feel in a totally new way

Having rapport with someone is:

A. Seeing him or her in a wonderful and easy-to-be-with way

B. Hearing the person communicate things exactly the way they should

C. Feeling toward the person the way I know he or she feels toward me.

Now add up the three separate scores of A’s, B’s and C’s.  The letter with the highest number indicates your primary sensory system.

Number of A’s ………………

Number of B’s ………………

Number of C’s ………………

A’s = Visual  B’s = Auditory  C’s = Kinesthetic

If your three scores are close together in value, it means that you are synesthsic (you use all senses)

If your scores are highly slanted, that is to say, higher than 17 in any category, you are clearly dominant in that system.

Title Based Leadership:

1. I am competent in my job position, possessing the technical skills to produce results:

1 2 3 4 5 6 7 8 9 10

2. I am effective at planning, reporting and compliance activities (accounting, logistics,

WCB etc.):

1 2 3 4 5 6 7 8 9 10

3. I am measuring, tracking, and monitoring staff to ensure that they meet their minimum

job requirements:

1 2 3 4 5 6 7 8 9 10

___________________________________________________________________________________

Relationship Based Leadership:

4. I listen to truly understand people, not just to respond:

1 2 3 4 5 6 7 8 9 10

5. I actively recognize people publicly and privately for their contribution to our

organization’s success:

1 2 3 4 5 6 7 8 9 10

6. I understand what motivates people and makes them feel comfortable, I am constantly

shifting my communications style to gain rapport with people:

1 2 3 4 5 6 7 8 9 10

___________________________________________________________________________________

Results Based Leadership:

7. I have great project management skills:

1 2 3 4 5 6 7 8 9 10

8. I understand how to identify and evaluate people’s strengths and put them where they

are most effective:

1 2 3 4 5 6 7 8 9 10

9. When I am present my people are more motivated, more productive and operate at a

level they otherwise wouldn’t be able to maintain:

1 2 3 4 5 6 7 8 9 10

Impact Based Leadership:

10. I systematically coach and mentor my staff toward self-reliance and interdependence:

1 2 3 4 5 6 7 8 9 10

11. My people are beginning to display a strong sense of self-motivation and leadership

qualities

1 2 3 4 5 6 7 8 9 10

12. I am contributing to the personal and professional growth of my people adding true

value to their careers and personal life:

1 2 3 4 5 6 7 8 9 10

___________________________________________________________________________________

Transformational leadership:

13. I meet all commitments to my people instilling a high level of credibility and trust in

the relationship:

1 2 3 4 5 6 7 8 9 10

14. My people take massive action with little prompting from myself, and this action is always congruent with our company mission and values:

1 2 3 4 5 6 7 8 9 10

15. I talk more about the team’s achievements than my individual achievements.

1 2 3 4 5 6 7 8 9 10

SCORING:   TOTAL SCORE   ________/150

Title Based Leadership:

1 _____ + 2 _____ + 3 _____ =  _____ / 30

Relationship Based Leadership:

4 _____ + 5 _____ + 6 _____ =  _____ / 30

Results Based Leadership:

7 _____ + 8 _____ + 9 _____ =  _____ / 30

Impact Based Leadership:

10 _____ + 11 _____ + 12 _____ =  _____ / 30

Transparency Based Leadership:

13 _____ + 14 _____ + 15 _____ =  _____ / 30

25 – 30       You show a high level of competency at this level of leadership

20 – 24      You show sufficient levels of competency keep investing in yourself and

your people… it will pay off!

15 – 19       Think about investing more in yourself and your team to strengthen this level of leadership.

3 – 18        A strong personal and business development strategy including mentorship, reading, taking workshops  and other tools to grow your skills is suggested.

Circle Yes or NO – 24 questions.

Comfort with ambiguity:

Y or N:   I am willing to take calculated risks.
Y or N:  I am comfortable with disruption.

Y or N:  I am comfortable with conflict.
Y or N:  I am comfortable making decisions and taking action before having “all the facts?”

Y or N:  I am comfortable using my intuition to solve problems on the spot.

Empathy:

Y or N:  I make an effort to find out about others’ needs, concerns, and goals

Y or N:  I have empathy for others’ needs, concerns, and goals.
Y or N:  The people with whom I work would confirm that I show them empathy.

Insight:

Y or No: I can accurately understand the motivations of others.

Y or No:  I understand my own limitations clearly.

Y or No:  I understand my own strengths.

Persistence; frustration tolerance:

Y or N: When pursuing a goal, I have a constant positive, focused attitude, despite obstacles.

Communications: :

Y or N:  I  listen closely (rather than have a response ready before the other person finishes)?
Y or N:  I am comfortable running meetings?
Y or N:  I am comfortable making presentations and speaking in public?
Y or N:  I  have the skills needed to negotiate in a variety of settings?

Politically astute:

Y or N:  I am familiar with my organization’s power structure (not the paper organization chart – but the way it works in daily life.
Y or N:  I can name and define my company’s most powerful groups or stakeholders?
Y or N:  I know exactly who, within my company, will support me when needed.

Y or N:  I have a mentor or am comfortable with the idea of finding a mentor in my company soon.

Y or N:  I  know where to turn for the resources I need to be effective in my work.

Y or N:  I know how to use humor to relieve tense or uncomfortable situations?

Emotional self-control:

Y or N: In situations that are full of turmoil and confusion, I stay calm and levelheaded?
Y or N: My  colleagues and subordinates would say that I am able to acknowledge my mistakes, failures and limitations without being overly defensive?
Y or N: I am able to be flexible in my dealings with others.

Self-aware:

Y or N: I am aware of and can describe how my own patterns of behavior impact others.
Y or N: In assessing a situation, I look at my biases and adjust my assessment accordingly.
Y or N: I watch how others react to me to better understand my own behavior.
Y or N: It’s easy for me to recognize what emotions I’m experiencing in a particular situation.

The more questions you answered “yes” the better.
If you answered “no” to some or many of these questions, you may want to consider how you can further develop these effective leadership characteristics.

This quiz will help you know your coaching system and coaching skills.

My Coaching System:

1 = rarely                                                          10 = always

1. I set aside time weekly to coach staff on specific goals, challenges, and/or skills development.

1     2     3     4     5     6     7     8     9     10

2. I influence staff to set specific goals and connect with them regularly to maintain accountability.

1     2     3     4     5     6     7     8     9     10

3. I use assessment tools to evaluate staff re: competencies to assist them in developing to their full potential.

1     2     3     4     5     6     7     8     9     10

4. After a coaching session, staff always leave with action steps, goals and deliverables.

1     2     3     4     5     6     7     8     9     10

5. I use an IS tool for inputting, tracking progress, and generating feedback on my coaching progress.

1     2     3     4     5     6     7     8     9     10

6. I have a process for identifying who has high potential and is ready for coaching.

1     2     3     4     5     6     7     8     9     10

7. I provide quick focus sessions to problem solve and trouble shoot between regular coaching sessions.

1     2     3     4     5     6     7     8     9     10

My Coaching Skills

1. I listen to truly understand others unique point of view. I am an effective listener.

1     2     3     4     5     6     7     8     9     10

2. I coach staff in problem solving rather than just giving them the answer.

1     2     3     4     5     6     7     8     9     10

3. I can gain rapport and credibility with a wide variety of people that I coach.

1     2     3     4     5     6     7     8     9     10

4. I am great at keeping the conversation focused and on track.

1     2     3     4     5     6     7     8     9     10

5. I effectively ask probing questions that get people communicating and sharing truth, challenges, and fears that may be inhibiting them from succeeding.

1     2     3     4     5     6     7     8     9     10

6. I use and fully understand the applications of assessment tools and processes as a coach.

1     2     3     4     5     6     7     8     9     10

7. People finish a coaching session with me re-energized, focused and committed consistently.

1     2     3     4     5     6     7     8     9     10

Results

My Coaching System Score: __________

55-70          Great system, keep fine tuning it for continued success and growth.

30-54          Your system has potential, and is probably producing reasonable results.  Have someone audit your process and give you feedback on where you could be more effective.  You’re almost there!

29 or less    Very little coaching is probably occurring here with a purpose.  If you are investing time in coaching people you definitely need to get some help formalizing your process.  Get a coach, consultant, manager, mentor, or even a good book and get started!  Take time to focus on the process.

My Coaching Skills Score: __________

55-70 Your coaching is most likely building real momentum in the lives of the people you work with.  Remember what got you here and keep growing!

30-54 You probably have a good relationship with the people you coach, and at times you have some momentum.  Sit down and do a more in-depth analysis of your communications, coaching and feedback skills and identify what needs to be strengthened.  The results are going to be directly proportionate to the quality of coaching!

29 or less This is obviously an underdeveloped skill.  If you don’t like to do it, or feel your time could be invested elsewhere for a greater return find someone else internally or externally to take over this process.  If coaching is a necessary component of what you do, think about doing some coaches training programs and hiring a coach to help you with the process.

Take this quiz to know that you are empowering or enabling.

Rate yourself from 0 to 10 on the following questions

0 – disagree     - 10 – strongly agree. (Circle your answer)

Section A

1. I believe in training and developing staff; when they begin to get bogged down or don’t do something correctly I tend to jump in and do it myself.

1 2 3 4 5 6 7 8 9 10

2. I believe it is easier to do things myself than have others do them.

1 2 3 4 5 6 7 8 9 10

3. When I am present my staffs are more motivated, more productive and operate at a high level; when I’m not present productivity and motivation drops.

1 2 3 4 5 6 7 8 9 10

4. On average my staff’s increase in skills and attitudes has been flat or negligible in the past 6 months.

1 2 3 4 5 6 7 8 9 10

5. I haven’t really invested much in my own personal growth or skills development..

1 2 3 4 5 6 7 8 9 10

6. Although my staff are positive capable and enthusiastic, if I left tomorrow we would have to hire externally to replace me.

1 2 3 4 5 6 7 8 9 10

Section B

1. I take time to focus on developing the skills of my staff individually and systematically.

1 2 3 4 5 6 7 8 9 10

2. I will coach my staff through a challenge or obstacle they are facing and rarely will do it for them even though it would be easier for both of us.

1 2 3 4 5 6 7 8 9 10

3. I take advantage of all training, education, coaches, books, tapes, etc. to ensure that my staff develop in their areas of strength.

1 2 3 4 5 6 7 8 9 10

4. I realize that no matter how good I am, I will achieve greater results by being focused on building my staff.

1 2 3 4 5 6 7 8 9 10

5. Often I have staff lead an initiative giving them the opportunity to grow and develop. (New projects, meetings, problem solving etc.)

1 2 3 4 5 6 7 8 9 10

6. I am measuring specific competencies and attitudes in my staff and there is a progressive development in the areas we are focused on developing.

1 2 3 4 5 6 7 8 9 10

Tally your scores for section A and B:

Section A:  _______/60

Section B: _______/60

Subtract A from B and this will give you your net “enabling quotient”

B _________ – (A/2) ___________ = ____________

Check your answer below:

0-15: At this level the leader is in a low productivity zone, the staff is most likely stagnating and underdeveloped.  The staff will often need constant supervision; on his/her day off s/he’s still probably fighting fires on the phone!  This is the hard work long hours zone!

16-30: With this level of enabling skills, retirement or moving onto greater endeavors is unlikely.  The leader here is still stuck in day to day operations, but staff are beginning to develop and grow.  To be more effective this leader needs to focus on the staff ready to grow and put a strategy in place to transfer skills and spirit.

31-45: Staff development is happening, relatively slowly at times at other times they’re on a roll.  To become more effective, the leader most likely needs to work on fine tuning his/her coaching, mentoring and teaching skills.  Bringing in outside resources to accelerate the process would be helpful as well.  Let go of those last remaining habits of retaining total control, start talking “team” and take it to the next level.

46-60: At this level you have the capacity to consistently and effectively transfer skills, motivation and create momentum. With this skill set, attitude and staff, this leader should be able to achieve results well beyond leaders at other levels.  To stay here; keep your commitment to personal growth and staff, look for those ready to grow, and invest in them continually.

Which style do you prefer to be?  To work with? Which other styles do you want to develop?  For what reasons?

ACHIEVING STYLES
Achieving styles are characteristic behaviors people use to achieve their goals;  they are related to the way that leaders help others take on and achieve their own goals and objectives.

The Achieving Styles Model includes three sets of achieving styles (direct, instrumental, and relational), each have 3 subset individual styles, resulting in a full compliment of nine distinct achieving styles.

• · Direct – People who prefer the direct set of behavioral styles tend to tackle their own tasks individually and directly (hence the “direct” label).  The three styles within the direct set emphasize deriving intrinsic satisfaction from mastering the task, outdoing others through competitive action, and using power to take charge and coordinate everyone and everything.
• Relational – People who prefer to work on group tasks or to help others attain their goals.  The three relational styles emphasize satisfaction from facilitating and observing the accomplishments of others, as mentors do; taking a secondary or contributory role to help others accomplish their tasks; and working in a collaborative mode on a group task.
• Instrumental- People who who use themselves and others as instruments for accomplishing organizational goals.  The three instrumental styles emphasize using one’s personal strengths to attract supporters, creating and working through social networks and alliances, and entrusting various aspects of one’s vision to others.

No individual style is better than any other. Rather, the purpose of the model is to identify leadership strategies based on achieving styles and to call attention to the wide range of behaviors available to all leaders. Those leaders who employ the broadest and most flexible leadership repertoire are most likely to meet the complex challenges of Global Leadership.

INTRINSIC
People who prefer this style are very self-motivated. They do not wait for others to help them. They look within themselves both for motivation and for standards of excellence. Even when others assure them that the job they have done is good enough, they are often dissatisfied, particularly if they do not feel they have given it their best shot. They enjoy the sense of autonomy that comes from not having to rely on others. Being in control of themselves and how they do the task gives them a sense of intellectual and creative freedom. They look within themselves for the resources to perform any given task. Tasks that represent a real challenge interest them regardless of whether or not they will receive any external reward. Doing a task well is reward enough for them. They know what needs to be done, and they usually can articulate that vision for others.

COMPETITIVE
People who prefer this style get tremendous satisfaction from performing a task better than anybody else. Being “number one” is what counts for them. Competition motivates them to do their best. It turns them on. Oftentimes, if a situation does not involve a competitive element, they lose interest. To avoid this, they frequently try to turn non-competitive situations into contests. If they do not come in first, they are disappointed, but not discouraged. They go back again and again, until they finally succeed.

POWER
People who prefer this style like to be in charge of everything: the agenda, the task, events, people, and resources. Leadership positions attract them and give zest and meaning to their activities. They have much less interest in situations that require them to be a follower, since they usually feel that they can do better than the current leader. They are very good at coordinating and organizing people and events. They know how to commandeer resources and use them to take control and get things done. Most of the time, they understand and act upon the need for delegating tasks to others. When they delegate, however, they tend to keep control of the end result. Since they do not relinquish responsibility for the task, they tend to monitor the delegated activity rather closely.

PERSONAL
People who prefer this style tend to rely on themselves, using their personality, intelligence, wit, humor, charm, personal appearance, family background, and previous achievements as instruments for further success. They enjoy public speaking and usually can convince others to help in their task. They have a flair for dramatic gestures and symbolism, selecting just the right symbol to convey the core meaning and importance of their task. Their knack for taking counter-intuitive, or unexpected, action takes both their supporters and opponents by surprise and captivates their imaginations. They have a highly-developed sense of timing. They know how to use ritual and costume to communicate their message. They are very persuasive and use well-honed negotiating skills to resolve conflicts.

SOCIAL
People who prefer this style tend to have a basic approach to accomplishing things that involves selecting other people whose special skills are relevant to the task at hand. They like to do things through other people, and they always recognize the connections between people and tasks. They keep good mental notes about the specific talents, knowledge, and contacts of all their associates and easily link them to appropriate tasks. They have strong political and networking skills, which they call upon comfortably. They keep in touch with a large network of people, who feel remembered, liked, and ready to help them. They gladly put associates who need assistance in touch with just the right helper. They are more likely to pick up the telephone and call someone for information than to go to the library or database to dig it out for themselves. Their network is their database.

ENTRUSTING
People who prefer this style tend to know how to make other people feel that they are counting on them. Their confidence in others makes them feel they can do the task, even if they have no specifically relevant experience. They entrust their goals and tasks to others and believe that those others can accomplish the task as well as, or even better than, they can on their own. When they give a task to an associate, they generally expect that person to come through with minimal supervision. Their entrusting style usually has the effect of empowering those on whom they rely, although, at the outset, the people they select may quietly wish for more explicit directions and advice. Nonetheless, people who prefer this style are very good at bringing out the best in others. In most cases, they simply expect everyone around them to help with their tasks. Their engage in leadership through expectation. They are less concerned than the social achiever/leader about selecting just the right person for a specific task, because they simply believe that people will reach within themselves to live up to their high expectations.

COLLABORATIVE
People who prefer this style enjoy accomplishing a task by doing it with others, from a single collaborator to a team. Faced with a task, their first response is to call on one or several others to participate in the project. They feel an added surge of enthusiasm and creativity when they do things with others. Working in isolation rarely turns them on, and they usually try to avoid it. People who prefer this style like the camaraderie of working with others and feel devoted to the group and its goals. They are willing to do their portion of the work, but they also expect to receive their fair share of the prize. If the team does not succeed, they accept their proper measure of responsibility.

CONTRIBUTORY
People who prefer this style like to work behind the scenes to help others accomplish their tasks. They take satisfaction from doing their part well so that the other person or group is successful. They know that their contribution has made a difference to the other party’s success, and this gives them a satisfying sense of accomplishment. They see themselves as a partner in the other person’s task, but they also understand that the major accomplishment belongs to the other person. They are pleased to participate in important undertakings and often volunteer to help others whose goals they respect.

VICARIOUS
People who prefer this style derive a real sense of accomplishment from the success of others with whom they identify. They know how to be a good mentor, offering encouragement and guidance to others. They are happy to support other individuals and groups with reassurance, direction and praise, but they do not get into the act themselves. They feel very comfortable as a spectator or supporter of someone who is the main achiever, rather than as a direct participant in the task. Their sense of pride in the success of others is sufficient reward; they do not need to take credit for their accomplishments