The 10 Fundamental Powers of Extraordinary Leaders

From Tony Robbins:

Reasons to be Unreasonable: The 10 Fundamental Powers of Extraordinary Leaders

Posted by admin on Apr 23 2013

 

Leadership is about progress: It’s the ability to make things happen, maximize resources and inspire. It’s the capacity to create an environment in which people thrive and results are achieved. It’s the extraordinary quality that solves problems and gets things done.
Ultimately, leadership is the ability to significantly influence the thoughts, feelings, emotions and behaviors of others. Here are The 10 Fundamental Powers of Extraordinary Leaders that allow them to have massive influence with those they lead:
1. The Power of Vision: Your vision must be larger than yourself, larger than the moment. Leaders embrace what moves them, transforming these inspirations into clear visions of what they must (rather than “should”) achieve.
2. The Power of Unreasonable Expectations: To receive the ultimate rewards, you must live by the ultimate standards. Leaders are unreasonable men and women who refuse to be bound by the past, while reserving their most unreasonable standards for themselves.
3. The Power of Conviction: The quality of your life is in direct proportion to your ability to deal with uncertainty. Leaders confront uncertainty with their own internal certainty, an absolute conviction that they will not only withstand, but conquer any situation.

4. The Power of Connection: True leaders have an uncanny ability to care and connect, which comes from thoughtful interactions and understanding the motives of others.
5. The Power of Passionate Communication: To inspire others, you must first be inspired. Inspiration is channeled through bold and heartfelt communications that express your high standards and convictions.
6. The Power of Strategic Innovation: Leaders constantly innovate, anticipating the road ahead and staying ahead of the trends. They know that strategic innovation is a daily habit, something that needs to be part of the daily culture of the group or organization they lead.
7. The Power of Action: Leaders are bold. They are men and women of action. Action does not come out of conversation; action comes out of a change in psychology, mindset and physiology. (Ultimately, it’s a change in emotional state.) Also, leaders have the power to get others to take action and do things they wouldn’t normally do.
8. The Power of Truth: The truth penetrates—it has power. Leaders tell themselves, and everyone with whom they interact, the truth.
9. The Power of Character: Leaders are responsible, consistent, courageous, loyal and fearless. They learn from their mistakes and use these lessons to make progress and get results.
10. The Power of Giving: Ultimately, no man or woman is happy unless they have found a way to contribute beyond themselves. They’re not giving to be acknowledged—they do it because it’s right.
All outstanding leaders—quiet or boisterous, famous or unknown—exhibit these traits. By integrating these powers into your life, you will inspire yourself and everyone around you to see, attain and exceed your goals.

Kotter Theory

At my principal training seminar on Feb. 13th, the Assistant Principal from Reagan Academy--Justin Riggs--gave a great presentation about his school.  His presentation was based on this Kotter Theory.  Fascinating!

 

The 8 Step Kotter Theory to Master Organizational Change

The philosophy behind the Kotter theory in managing change is: "The fundamental purpose of management is to keep the current system functioning. The fundamental purpose of leadership is to produce useful change." He wrote a fantastic book, Leading Change which covers the sequential change process for organizational change.
With any organizational change process the focus should be mostly on people. There are over a handful of change models out there, and in my opinion this process does a better job than most. If the leaders at least grasp that people are not "machines", employees would be more accepting to change.
John Kotter identified key barriers to change within the organization and came up with an 8 step change process in sequential order.
Here's the summary of Kotter's 8 Step Process to Change:
First Step in Kotter Theory: Establish a Sense of Urgency
The only way to get people to change is to get them to want to change in the first place. Motivate them to take action. According to Kotter, 75 percent of the leadership needs to be convinced that business to change for this 8-step process to work. So, don't move to the next step if most of the people aren't inspired to change.
If enough people start talking about change, then use that momentum to push forward. (the organization is going to need it - lasting change is difficult).
Action Ideas:

• Identify the cost and consequences for not taking action now.
• Come up with opportunities the organization can use to their advantage
• Begin an open, honest communication process and give persuasive reasons to get people talking and thinking.
• Get support from people outside the company to build your case (customers, investors, credible authorities, etc)

Second Step in Kotter Theory: Form a Powerful Guiding Coalition
Doing anything alone is difficult, very difficult so this step you build a team that supports your change vision.
People generally do not follow titles, they follow the leaders. At this stage, find the other visible leaders within the organization that people follow. These are people that have respect in any areas such as status, job title, political connections, skill level, etc.
Once your change team is in place, always remember that momentum to change is your friend, keep communicating the urgency to change.
Action Ideas:

• Find the other leaders within the organization
• Request their trust and commitment
• Maintain a constructive, trusting environment with a unique set of people
• Look for areas of synergy and blind spots

Third Step in Kotter Theory: Create a Change Vision
Have the change team establish a change strategy and vision. There will likely be lots of ideas floating around, so 'tie-in' the best ideas that will produce good results.
Action Ideas:

• Get clear on the organizational values
• Create a one or two sentence summary that clarifies the future of the organization after the change
• Develop the change vision and strategy
• Be sure your team can communicate a change vision under 5 minutes
• Polish the change "vision speech"

Fourth Step in Kotter Theory: Communicate the Vision
After the vision has been created, now communicate that vision clearly to the rest of the organization. Involve as many people as possible and communicate the core elements. Don't over complicate, a confused mind always says "no".
Communicate the vision at every opportunity as often as possible, not just at the formal meetings. This allows the change vision to be focused on.
In addition, the vision will establish far more credibility if the leaders "walk the talk". Why should anyone within the organization change if the leaders are not? Apply the words from Gandhi, "be the change you wish to see".
Action Ideas in Kotter Theory:

• Frequently communicate the change vision
• Use every possible communication medium to communicate vision and strategies
• Be open and honest when addressing others concerns
• Tie the vision to all operations within the organization

Fifth Step in Kotter Theory: Empower Others to Act on the Vision
This is where the execution of the change vision begins. The previous four steps dealt with managing people and creating a road map. If the job is well done, then people will be motivated to benefit from the change vision.
This is where you take a long term view to identify processes or systems in place that are getting in the way of the change vision.
Be sure to get feedback from as many people within the organization and reward peoplf for making real progress.
Action Ideas:

• Acquire change leaders (inside/outside the organization) to deliver results based on vision
• Encourage educated risk-taking ideas that fits within the vision
• Listen and identify people who are still resisting change
• Take decisive action to clear obstacles to change

Sixth Step in Kotter Theory: Plan for and Create Short-Term wins
Success breeds success. Create the momentum early on by making smaller changes that are visible to the entire organization. This allows people to get a feel for success.
So, strategically identify the steps that are achievable and enable the organization one (or two) steps closer to the change vision.
Action Ideas:

• Identify tasks that will avoid the biggest critics of the change
• Choose easy and cheap targets that are relatively easy to obtain
• Evaluate pros and cons for each of the targets. Early success is critical according to Kotter
• As mentioned in the previous step, recognize and reward people for contributing to improvements

Seventh Step in Kotter Theory: Consolidate Improvements and Produce More Change
True lasting change doesn't happen overnight, and requires persistence and patience. According to Kotter, lots of organizations declare victory too soon.
Action Ideas:

• Establish reporting on the important change targets
• After achieving every target, analyze what needs work and what went well
• Continue to build momentum by setting solid targets
• Apply kaizen principles

Eigth Step in Kotter Theory: Make Change Stick
The final stage is to maintain continuous effort that the changes are indeed working and continue on that path. This can be done by integrating new values within the organizational culture, promoting those who support the change, and recruiting new people.
It's easy to fall back to old ways, so continue to look for ways to make sure the changes will stick. Create policies, processes that will reinforce the values of the changes that works well.
Action Ideas:

• Keep talking about how well the organization is doing with change. People love to hear stories. Create the connection between action and success
• When hiring staff members, embed the "new" values of the organization in training and/or interviewing.
• Always reinforce the behavior you want by rewarding those who are consistently working on the change vision

To summarize, Kotter also identified the 8 associating pitfalls that can prevent a change process.

1. Not Establishing a Great Enough Sense of Urgency
2. Not Creating a Powerful Enough Guiding Coalition
3. Lacking a Vision
4. Under communicating the Vision by a Factor of Ten
5. Not Removing Obstacles to the New Vision
6. Not Systematically Planning for and Creating Short-Term Wins
7. Declaring Victory too soon
8. Not Anchoring Changes in the Corporation’s Culture

Unseen Aid

I listened this morning to the BYU devotional speech given by Donald Parry on July 31, 2012.  In his speech he quoted from Henry B. Eyring's speech "O Ye That Embark" given October 2008.  This quote had a great impact on me.

"I know that the promise of angels to bear us up is real. You might want to bring to memory the assurance of Elisha to his frightened servant. That assurance is ours when we feel close to being overwhelmed in our service. Elisha faced real and terrible opposition:

“And when the servant of the man of God was risen early, and gone forth, behold, an host compassed the city both with horses and chariots. And his servant said unto him, Alas, my master! how shall we do?

“And he answered, Fear not: for they that be with us are more than they that be with them.

“And Elisha prayed, and said, Lord, I pray thee, open his eyes, that he may see. And the Lord opened the eyes of the young man; and he saw: and, behold, the mountain was full of horses and chariots of fire round about Elisha.”²

Like that servant of Elisha, there are more with you than those you can see opposed to you. Some who are with you will be invisible to your mortal eyes. The Lord will bear you up and will at times do it by calling others to stand with you."

This reinforces what Price Pritchett says in his book, You2, a favorite book of mine.  He says that once we set our vision, unseen aid will come to us to help us achieve it. 

Effective Principals

Article in Education Week by Christina Samuels on January 6, 2012

The New York-based Wallace Foundation has distilled a decade's worth of research and work funding leadership projects in 24 states into five "key functions" that effective principals must have. Those functions include shaping a vision of academic success for all students; creating a climate hospitable to education; cultivating leadership in others; improving instruction and managing people, data and processes to foster-school improvement.

Inspiring Quote and Poem

"Throughout the centuries there were men [women] who took first steps, down new roads, armed with nothing but their own vision" ~ Ayn Rand

This is what I feel like we are doing with Esperanza!  It remind me of the poem The Road Not Taken by Robert Frost:

 

Two roads diverged in a yellow wood,
And sorry I could not travel both
And be one traveler, long I stood
And looked down one as far as I could
To where it bent in the undergrowth;

Then took the other, as just as fair,
And having perhaps the better claim
Because it was grassy and wanted wear,
Though as for that the passing there
Had worn them really about the same,

And both that morning equally lay
In leaves no step had trodden black.
Oh, I marked the first for another day!
Yet knowing how way leads on to way
I doubted if I should ever come back.

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.

 

School Factors #1

How can we apply the following school factors at Esperanza that research has shown affect the academic achievement of Hispanic learners?

Factor #1: High quality early childhood programs and full day kindergarten

These two things have a greater effect on Hispanic learners and low income students. Research has also shown that as far as kindergarten it is more important what they do during the day than the length of time.

Factor #2: The school has a strong shared vision and commitment.

Factor #3: Class and School Size -- Optimal classroom size is 18 and optimal school size for elementary an elementary school is 350.

Factor #4: Retention--Retention has too many negatives to even consider it for any grade level. Instead it is better to implement effective interventions.

Factor #5: Segregation and tracking: Although both of these can be detrimental, especially to Hispanic learners, there are still some things to consider. Research has shown that Hispanic learners need close relationships with high-achieving peers AND their own ethnicity. A great read about this is the book Why Are All the Black Kids Sitting Together in the Cafeteria by Beverly Daniel Tatum. Although tracking can be detrimental, flexible groupings can be extremely beneficial.

Factor #6: Whole child and learner-centered

Factor #7: Effort and persistence are rewarded-- Both the work of Dr. Glasser and the work of Dr. Carol Dweck about mind-set support this.

Endless Immensity of the Sea

"If you want to build a ship, don't drum up people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea." Antoine de Saint-Exupery. In other words, create a vision that inspires others.

The Think System

Last night we watched The Music Man. In spite of the fact that the movie is almost 50 years old, it is still a great movie and the music is delightful. Even more important Professor Harold Hill teaches the timeless principle about how powerful our thoughts are with his "think system." Hill doesn't even know how powerful the system is until the end of the movie. Needless to say, in real life the boys may not have been able to play the instruments without any actual practice but even with practice thoughts contribute to ability.

We can teach our Esperanza scholars to use the think system to help them achieve in any academic discipline. Just like Hill hummed the tune and taught the boys to hum the tune they were going to eventually play we can help direct the thoughts of our scholars by helping them to see the final product and continually keep that picture in front of them. This is similar to staying focused on a vision.

The Board Can Make Or Break Us

Yesterday three of our founding Esperanza Board members--Carmen Thompson, Flavia McKnight, and Janet Christensen--and I went to the Charter School Symposium held at the Karl G. Maeser Academy in Lindon. I am so appreciative of the people who have traveled the road before us who are so willing to share their knowledge so we can be successful.

The final session I attended consisted of a panel to answer questions we might have. The people on the panel included people who have been in the charter school business for a number of years. One thing they stressed --particularly to me--was to make sure that we had a strong Board that was committed to our vision. They said, too, that we needed to start now to move our Board from consisting of people who plan to work at Esperanza to people who would eventually be on the Board. We need influential people on the Board who understand our vision and who will advocate for it.

The panel members stressed over and over again how important it is for the Board members to be trained as the Board is the key as to whether the school will be successful or not. We can have the best teachers and a beautiful building but that will mean nothing if the Board isn't a quality Board.

Based on this counsel from the people who know from experience we need to devote a great deal of time and energy over the next few months seeking out those people who can help make our Esperanza Board a top-notch Board.

Writing to Discover the Story

A THOUGHT FOR TODAY:One day I was speeding along at the typewriter, and my daughter -- who was a child at the time -- asked me, "Daddy, why are you writing so fast?" And I replied, "Because I want to see how the story turns out!" -Louis L'Amour, novelist (1908-1988)

Not too long ago I heard about a fellow who wrote a book about how he lost over 100 pounds. What made the story particularly interesting was that he wrote the book before he lost the 100+ pounds. That intrigued me. I feel that we could do the same thing for how Esperanza Elementary achieves its vision. This blog will help us do that. Writing every day helps to write the Esperanza story as writing helps to clear out the cobwebs to have a clearer picture on what Esperanza will look like---just as Louis L'Amour wrote to see how his story would turn out.

Not Everyone Will Like Us

Kevin Eikenberry shared on his blog 5 lessons we could learn from Elvis Presley. One thing that particularly struck me was the one that said embrace those who embrace you. He then went on to explain that being influential doesn't mean everyone has to agree with you, see your vision, or even like you. In fact when trying something new that is bold and different will make some people very uneasy.

Esperanza Elementary in itself is something new and different. Then there are certain aspects of the school that are new and different. In order for us to be successful it is critical that we stay focused on what we want to accomplish and not be swayed because someone happens to be critical of what we are doing.