Ten Principles for Bringing out the Best in Self a

TEN PRINCIPLES FOR BRINGING OUT THE BEST IN OTHERS : 

TEN PRINCIPLES FOR BRINGING OUT THE BEST IN OTHERS www.starleadership.us service@starleadership.us 856-258-9022 Professional Development Series By: Peter Adebi Preview

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Origin of the ten principles Why your organization should focus on eliciting the best in employees Details on each of the principles How to elicit the best in people Antecedents for practicing the ten principles Implications of ignoring the principles Measures of success Resources and next steps What We Will Cover Step-by-step guide for practicing the principles Preview

Origin of the Ten Principles : 

Origin of the Ten Principles The Ten Principles for Eliciting the Best in Others was developed by Peter Adebi, founder of Star Leadership®, Inc., an individual and organization development firm, and author of two books and several business articles. The principles were first presented to business leaders at the Employers of Excellence National Conference in Las Vegas, October 2006. They were published in April 2007. Handout: Ten Principles for Bringing Out the Best in Others by Peter Adebi Preview

Preview of the Principles : 

Preview of the Principles The first six principles focus on self-awareness and self-development. The last four principles focus on relationship with others. The principles are timeless. Preview

Why Elicit the Best in Others? : 

Why Elicit the Best in Others? The ten principles enable your organization to increase human equity: Capability is the totality of the knowledge, skills, abilities, network, access, self-discipline, passion, and perseverance that each worker brings to the job. Engagement is the worker’s willingness to voluntarily and optimally invest his or her capability for the good of the organization. Human equity is the degree to which your organization develops and engages the capability of its workforce. Optimizing human equity positions your organization for resounding success. capability + engagement = human equity Preview

Why Elicit the Best in Others II? : 

Why Elicit the Best in Others II? A clear indicator of increase in human equity is the transition from compliance to commitment. A “compliant” workforce is a breeding ground for mediocrity. A “committed” workforce is a prerequisite for resounding business success. Indicator of human equity Preview

Why Elicit the Best in Others III? : 

Why Elicit the Best in Others III? The most ennobling, innovative, and profitable of human accomplishments often result from the efforts of people who strive to reach their full potential. Achieve extraordinary results Preview

Principle I: Cultivate a Vision : 

Principle I: Cultivate a Vision With eyes closed, many people would dare to walk across a room. Few would venture to cross a busy street with their eyes shut. Now, imagine crossing an expressway blindfolded. Similarly, a person without a vision can only go so far or take so much risk; perhaps as far as he or she can go leaning on others. Preview

Principle I: Cultivate a Vision : 

A vision is a dream or picture of the future that motivates us to act. The stronger the vision, the more it stimulates our minds, engages our bodies, and causes us to embark on activities that actualize it. Definitions Visioning occurs when we engage our talents, skills, experiences and advice from others in the thought process to formulate and refine an idea of a better future. Principle I: Cultivate a Vision Preview

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It is important to strive to align individual and organizational visions. Ideally, your employees should be clear on how their personal visions fit into and support the organizational vision. Need for alignment Personal Vision Corporate Vision Principle I: Cultivate a Vision Preview

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Principle I: Cultivate a Vision Examples of corporate vision: “To quadruple our market share by 2020.” “To achieve $50 million in sales in 5 years.” Examples of individual vision: “To generate $20 million in sales by 2012.” “To win my company’s innovator award in three years.” To build my ten-bedroom dream house by age 45.” Examples of corporate and personal vision Preview

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Management plays a key role in helping employees envision the future. Seek to understand your organization’s vision. Set time to meet with your employees individually. Introduce the concept of vision and visioning. Ascertain where each employee is in the visioning process. If employee already has a vision, ask how that vision aligns with corporate vision. Principle I: Cultivate a Vision Action Steps: Preview

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6. Depending on your assessment, encourage employee to ask him or herself the following questions: “Where do you see yourself in five years?” “How do your professional and personal goals mesh?” “How does your vision align with the vision of the organization?” 7. Encourage employee to develop a vision if he or she does not have one. Discuss time frame for a vision to be developed. More action steps Principle I: Cultivate a Vision Preview

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Have a clear corporate vision before you approach your employees. While it is possible to have more than one personal vision, it is better to have one overarching vision. Do not force employees to share their personal vision if they choose not to do so. If they choose to share, ask how their vision aligns with their role in your company. Your goal is to help them visualize the connection between their future success and that of your company. Success tips Principle I: Cultivate a Vision Preview

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Summary of Principle I Understand the meanings of vision and visioning Clarify corporate vision Assist your employees to understand the need for a personal vision Provide guidance and support in developing individual vision Emphasize the importance of alignment between individual and corporate vision Encourage employees to work toward achieving their vision Principle I: Cultivate a Vision Preview

To learn more… : 

To learn more… To experience all ten principles, visit us at www.starleadership.us Contact the author at padebi@starleadership.us