2. Organization
Organization
Vision Skills Incentives Resources Action Plan Success
Success
Skills Incentives Resources Action Plan Confusion
Vision Incentives Resources Action Plan Anxiety
Gradual
Vision Skills Resources Action Plan Change
Vision Skills Incentives Action Plan Frustration
Vision False Starts
Skills Incentives Resources

3. “An army’s success
depends on its size,
equipment,
experience, and
morale . . . and
morale is worth more
than all of the other
elements combined.”
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4. Work Morale
What % of your job is:
Work
Play
Hell
100%

5. Flow
The Concept of “Flow”
In all fields of work, when we are challenged
by something we are truly good at, we
become so absorbed in the flow of activity
that we lose consciousness of self and time.

6. Flow
High Challenge
ANXIETY FLOW
Low High
Skill Skill
APATHY BOREDOM
Low Challenge

7. Flow
What’s It Like To Be In A State of Flow?
 A clear and present purpose distinctly known.
 Immediate feedback on how well one is doing.
 Supreme concentration on the task at hand as other
concerns are temporarily suspended.
 A sense of growth and being part of some greater
endeavor as ego boundaries are transcended.
 An altered sense of time that usually seems to go faster.

8. Where Leaders Learn to Lead
Experience
Examples
Education
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9. What People Want in a Leader
Integrity
Job Knowledge
People Building
Skills
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11. PROFILE
OF A DREAM
TEAM
• Works toward a common goal
• Is committed to continuous improvement
• Maintains a positive attitude toward everyone’s ideas
• Stays on task
• Shares pride in its accomplishments-Celebrates success!

12. “If a man does not keep
pace with his friends,
perhaps it is because he
hears a different
drummer. Let him step to
the music he hears,
however measured or far
away.” Henry David Thoreau
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13. “He ain’t
heavy,
he’s my
brother.”
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14. “A drop of honey catches
more flies than a gallon of
gall. So it is with men as
well. If you would win a
man to your cause, first convince
him that you are his friend. It is
a drop of honey that catches his
heart, which, say what he will, is
the highroad to his reason.”
Abraham Lincoln
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15. “Give me
liberty, or
give me
death”
Patrick Henry
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16. Ecclesiastes
3:1-2
“To every thing there is a
season, and a time to every
purpose under the heaven: A
time to be born, and a time to
die; a time to plant, and a
time to pluck up that which is
planted.”
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17. I shall be telling this with a sigh
Somewhere ages and ages hence:
Two roads diverged in a wood,
And I –
I took the one less traveled by,
And that has made all the difference.
Robert Frost
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18. P6C307 ©Graphics by MACCS Consulting Service, 2002

19. LEGENDS AND LOGOS
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20. “ United We Stand, “ Live Free
Divided We Fall” Or Die!”
Participative Individualistic
“ I Want You!”
Traditional
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21. P6C310 ©Graphics by MACCS Consulting Service, 2002

22. STEP FOUR
STEP FOUR Be Tolerant
Be Tolerant
STEP THREE
STEP THREE Give A Little
Give A Little
STEP TWO
STEP TWO Be Understanding
Be Understanding
STEP ONE
STEP ONE
Talk It Out
Talk It Out
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24. What Can Individualists and
Participatives Gain From Traditionals?
TRADITIONALS
• Provide clarity of direction
• Organize efforts
• Give attention to detail
• Adhere to standards
• Appreciate traditions
• Remember facts and figures
• Give structure and order
• Provide consistency
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25. What Can Traditionals and Individualists
Gain From Participatives?
PARTICIPATIVES
• Care about people
• Bring harmony and peace
• Teach and give counsel
• Give encouragement to others
• Instill team spirit
• Persuade and motivate
• Are sensitive to others and aware of their needs
• Provide warmth and support
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26. What Can Participatives and
Traditionals Gain From Individualists?
INDIVIDUALISTS
• Challenge the system
• Find flaws in procedures
• tackle problems with zest
• Provide reform where needed
• generate new ideas
• Focus on the present
• Accentuate possibilities
• Celebrate the individual
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27. An Overall Description of Each Style of Interpersonal Relations
ISSUE/SUBJECT TRADITIONAL PARTICIPATIVE INDIVIDUALISTIC
Preferred Social Formal Group interaction Individualism
Form: organization
Leadership Style: Organizer, Participative, Entrepreneurial,
director inclusive creative
Strategic Stability and Communication Innovation and
Emphasis: standards and teamwork change
Behavioral Rules, policies, Warmth and Independent
Norms: procedures support effort
Decision Making: Leader decides Group decides Individual
decides
Core Value: Responsibility Love Freedom
Public Persona: Conservative, Collegial, flexible Liberal,
traditional unconventional
Leadership Clarity, Encouragement, Meaningful work
Needs: predictability, involvement, and freedom to
dependability appreciation act
Special Prepares for the Needs to be Lives life fully in
Characteristics: future needed the moment
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28. Retention
People join companies,
but leave managers

29. What attracts the best employees to a
company, and what makes them stay?
These are two of the oldest questions in the
business world, and maybe the most important.
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30. Now the Gallup Organization of Princeton, NJ, claims to
have answered this, once and for all. Marcus
Buckingham, a senior consultant at the Gallup School of
Management, explains that the opinion-polling company
has identified 12 questions that appear to measure the
“core elements” needed to attract and keep the most
loyal, productive and talented employees.
Gallup culled these dozen from the multitude of
questions it has asked in interviews with more than one
million employees during the past 25 years. Using factor
analysis, regression analysis, concurrent validity
studies, focus groups and follow-up interviews, Gallup
statisticians isolated the questions that most accurately
measure the likelihood that a given workplace will
attract and keep the best people.
The exact wording of the questions is important.
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31. 1. Do I know what
is expected of
me at work?
2. Do I have the
materials and
equipment I
need to do my
best work
right?
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32. 3. At work, do I
have the
opportunity
to do what I
do best every
day?
4. In the past
seven days,
have I
received
recognition or
praise for
good work?
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33. 5. Does my super-
visor, or some-
one at work,
seem to care
about me as a
person?
6. Is there someone
at work who
encourages my
development?
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34. IDEAS
7. At work, do my
opinions seem to
count?
8. Does the mission
of my company
make me feel
like my work is
important?
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35. 9. Are my co-workers
committed to doing
quality work?
10. Do I have a best
friend at work?
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36. 11. In the last six
months, have I
talked with
someone about
my progress?
12. At work, have I had
opportunities to
learn and grow?
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37. It isn’t just that employees who answered yes
to these questions are more likely to stay
with the company; the beauty of these 12,
according to Gallup, is that they address
factors that are particularly important to the
most talented and productive employees.
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38. Tips for High Performance
Pay attention to the “middle stars.”
Avoid the trap of focusing only on the
“super stars” (those with exceptional
performance) and the “fallen stars”
(those with significant performance
problems). Most people shine
somewhere in the middle.

39. Tips for High Performance
Get enthused about others who are
enthusiastic – its contagious and can
snowball quickly. Recognize and reward
those who help contribute to a culture of
contagious enthusiasm.

40. Tips for High Performance
Pay attention when someone has a performance
problem. Unaddressed deficiencies can have a
negative effect on every member of your team.
By dealing with performance issues as early as
possible, you can prevent them from growing
more serious…and more distasteful for both you
and the individual to face.

41. Personal Conditions
Conducive To
Growth
1. People grow when there is a felt need.
2. People grow when they are encouraged by
someone they respect.
3. People grow when their plans move from
general goals to specific actions.
4. People grow as they move from a condition of
lower to higher self-esteem.
5. People grow as they move from external to
internal commitment.
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