4 Lewervo Len syria Te. othe stn ier ting + What Goer ans mes by “hep ele’? + Howdy antec der feet? + Gh as oe ns a Gey oes ey wich ae parsing In Chapter Fou “Me Soure of Lead m "The Source of Leader” Peter M. Sn ask “Why do we continue fons onthe behavion oh ee fat leader rater than tet laner sate! Wy ae oe action seaeges rather than lok at our sale of Seog Sane agrees with Quinn that rel leadership dernes fom ok penne logical sate, Senge argues that mon leaden, donee flo mis the boa in teping parcipan rence dey at fom which in my judgment acta lesdeship spina We ‘eto omiedntipss perc ic hcp, and $hiing our ation say from acon aes fovard the sure af ot goals the matze af cor coset ‘and the quality of our avareness, % a ee Tefaliving sts ay po pine motel Sege cape + tyros arta oyu eno ae tay etna Sepeclsy nate? + Wht tether cu ca eel tno ‘elf fm ub, Senge ss “acl ep sing"? be *nftring the oem hse ou ad doy fos oo aon stepson epi Wa on od een? ‘Taken together, the chapters in Part One demonstrate that {mater how hard we may ty we cannot put leadership box. Me cannot draw lines around it and say ys eats but tat snot Simple tore of leadership may work in te fs or in the popular pres, but they don't apy in real fe weet 4 - CHAPTER ONE. LEADERSHIP IS AN ENABLING ART In the knowledge worker age, you manage things and lead people Stephen R. Covey ‘Spe R Cin thro eral ecard Boks including The 7 Hatt of Highly Eetve People, an ntenatinal sll that has {old mae han 15 lin cp in try langues goa! the tod Whe his tak, The Rh Habit From Efecsienes o Greatness tern tts quickly mead amber Io tsar asin te New ‘York Times, te Wall eee Journal, ond USA Today Hither hts ‘cade it Things Fir, ciple Centered Leadership, whos reeing I millon; and The 7 Habs of Highly fective Pes. Gey joer and ve chairs of PaklnCy, nding oa efesinal ‘ev frm wth off 123 ce. erly nce of Yoks have come cut in fesen Ye (este teeny realy one enalnge The purpne Poca i Seca aster iyoriae at aero Rascal clacton Te pupore meine welpng people Sebianrenuny ia tasceaeies cepa eae FHercon afer Museaon could lw ta ener aie eee es per) Tye spent a ifeime tidying, teaching, and writing on both leadership and management. These collective experiences haveos 6 tear tre? reinforced to me that both management and leadership are vital—and that ether one without the other is inslficient. At times in my life 've fallen into the trap of overemaphasizng lead. ership and neglecting the importance of management I'm sure this is Because its become so evident to me that most organian. tions, families included, ae vastly overmanaged and desperately uunderied. This gap has been a major motivating force in my pro- fessional work, and has led me to focus on principles of leaden ship. Nevertheless, I've been powerfully reminded of the vital part that management pli, earned (painfully) that you can’t lead things You can’t tad {inventories and cash flow and costs, You can't lead information, time, structures, process, faites, and tools. You have to math age them. Whyé Because things don't have the power and free. dom to choose. Only people do. So You manage and contol things’ The problem is the ongantan: tional legacy wee all mere ana ‘THE THING MIND-SET OF THE INDUSTRIAL AGE Dresses the release of human potential. The mindact of the Industrial Age that sol dominates today’s workplace wil Se [Biv work in the Kaan eres why. ‘The main asets and primary drivers of economic prosperity in the Industrial Age were machines and capital—things, Peo- pile were necessary but replaceable. You could control and ‘churn through manual workers with litle consequenee—-suppy exceeded demand, You jus got more able bodies that would com. ply with strict procedures. People were like things—you could be ‘lficient with them. Wher all you want isa pervon’s body and you don't really want the mind, heat or sire chat go with it all Inhibitors tothe freeslowing processes of the Machine Age), you hhave reduced a person toa thing Wndachno Rye Many of our modem management practices come from the ve us the belief that ou have 9 control and manage Feo our ew of acruing which makes people ernst and machines tes, Think bout it People are put due PEL statement asan expense; equipment i puton the Fr a taorant sik ottonal pope car cclqc ner aac ont 1st eae tom thin (lara es eid lglg ehre eom Oehbs Ie into the future, and hierarchies and Seresncae are i aie ing sunber'=an oie aie een nen yan potecng te bach of Ee opens ‘Ai these practices and many, many more come from the trial Ageworking wits manual workers he problem is, managers today ae sll applying the Indus- ‘Age control model to knovledge workers, Because many in do not sce the i 2 ie ‘and do not possess a complete, accurate understand Pha ae ie oatage Peele a yao ig TH Bannan aes prone ther rn Spinto the morro lent and en of people What happens fen you treat people like things today? It insults and alienates Bhemcpesontize wort andrea ltrs, untonize, Ha bus clres, What happens ven you eat your teenage ci fer Iie thingy I, wey meas nod acne, personales owe fai longs and sree low wos contenon, ation Mi ares ihseae—tfoqunty ak ine ances “How pare at tne tery of hence ih your Onn Poses far more tle ineligence, cpa abd eat Bik present joie requre or eens ray nox all8 tassels? the people in dhe room ase their hand, and his swith groups ll ‘over the world. About the sume percentage acknowledge that they are under immense presure to produce more forks Jus think about it People face a rew and increasing expectation to produce ‘more for les in aterbly complex word, yet are simply noc allowed to use significant portion oftheir talents and imelligence. THE PoWER oF 4 PARADIGM Author John Gardner ence said, “Most ling organizations have developed a functional blindness to their own defects, They are not suffering because they cannot reso their problems, but ‘because they cannot se their problems.” Einstein put it this way: “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.” ‘These statements underscore one ofthe mot profound learn ngs of my life—it you vant to make minor, incremental changes, and improvements, work on practices, behavio, of attitade. But ifyou want to make sguficamt, quantum improvement, work on paradigms. The word] fems from the Greek word aie ‘eign, originally a sceatfic term but commonly used today to ‘mean a perception, assumption, theory, frame of reference, oF Jens trough wiih ou vew diva Ts ss waar SE ‘ory or city. your map is inaccurate, it wll make no difference hhow hard you try to find your destination or how pesitively you ‘hink—you'l stay lost Its accurate, then diligence and auitide ‘matter. But not nti then The new Know ‘Bue Lets cal tthe Whe Person Paradigm. THE WHOLE-PERSON PARADIGM Atthe core, there is one simple, overarching reason why so many People remain unsatisfied in their work and why most organiza tions fll vo draw out the greatest talent, ingenuity, andl creativity ‘of their people and never become truly great, enduring organiza tions. stems fom an ncempeteparuigm of who we ater fondafRoME ew SENT ee ~ Laoenie Ista Ar 9) e sman beings aren ing o be motvated and controlled they ate fo Tf you study all phibsophy and religion, both Western and. Eastern, from the beginning of recorded histor, you'll basically find the same four dimensions the physical and economic, the mental, the social and emotional, and the spiritual. Diferent things need. eon Powers10 tamer to Lem words are often used, bnt they reflect the same four universal dimensions of life. Theyalso eepresent the four bisie need and motivations ofall people:to Ive (sural) talons (oslationships). to learn (growth and developmen), and to leave a legacy (mean ng and contabatian). PropLe Have CHOICES So what's the direct connection between the controlling “thing” {part person) paradigm that dominates today’s workplace and the Inabili of managers ane organizations to inspire their people to volunteer their highest tlents and contributions? The answer is simple: People make choices, Consciously or subconscious, pee ple decide how much of themseles they will ge to their work ‘depending on how they are treated and on their opportunities to {ie all Tour pars of thetrnature, These choices range fiom tebe Ting or quiting to ceati-exctement unas Iyou neglect any one ofthe four parts of human natures lfdct you turn a person into thing, and achat do you do with ‘ings? You have io contol. manage, and carrotandtick them. io get them to move. Unless you value and enable each person t0 gonusbute nal Tai-ares—"pay me Ta" (SO) rea me indly® (heart), "use me creatively” (mind), "in principled wan Laoesoo iene Bomane Aer IL sly obey (meaningthey'l doit but hope doesn't work), nt best willingly comply. But in today’s Knowledge. Worker ‘only one who is respec ara whole person in awholejgb Sone of the upper zee choices—cheerfl cooperation, fle commitment, or eae excitement. ‘Can you begin to see haw the core problems in the workplace and the core solution a these problems ein our paradigm of ature? Can you see how many solutions to the problems in «Gur homes and communities lie in this me paradigm? This Indus. fl Age “thing” paradigm and all the practices that low from care “the imoder-day equnalent of medicinal bloodleting, Peter Drucker, one ofthe greatest management thinkers of ur tme, spoke ofthis nev reality inthis way: teat hand yea se thei fine a wien | romeongeesm perpestve, think very protable tha the most mportan event hea hone wil remember ot ecto. tothe Internet sot ecemmercebut he unprecedented change Inthe human condition, For the me—andT mean that Iter -alvomtalancrpily growing mombers of people ave ‘hicen For he fe ne, people hae had to manage tema And we are totally unprepared for i. ome12 towento teen THE CALL OF A New Era [have written much over the years on effecdveness, Being effec tive as individuals and organizations is no louger optional in today's world it's the price of entry tothe playing eld. But sur viving, thriving, innovating, excelling, and leading in this new ‘reali wll require us to bud on and reach beyond effeciveness, ‘The call and need of a new era is for greatness. I's for fulfil ‘ment, passionate execution, and sigaifcant contibution. These are on a different plane or dimension. They are different in kind—justas significance i different in kind, notin degree, fromm success, Tapping into che higher reaches of human genius and ‘motivation—-what we could call oice—requires anew mindset, new silset anew tolset...a new habit ‘The pathway to the enormously promising side of today’s reality stands in sarkcontrasto the pain and frastation many are expe- "encing. Infact, this pahway ia eles reali. Is the voce of the human sprit—full of hope and intelligence, resiient by nature, boundless in its potential to serve the common good. This vice also encompasses the sul f organizations that wll survive, tive, And havea profound impact on the facure ofthe word Proves soma iecEwaune er 13 cance significance that is lenges and that makes us oben. Ghustated in Figure 15, voice les tthe nexus of talent (your “ea awenghs, pon one things at nacraly fg otha pe ou), nee God hak senator ou) and conan at ne a aursyow of wats stand as pomp ‘oo Wh at ~