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5. LEADERSHIP CATEGORY ABSTRACTS
CORE BRAINPOWER MINDSET POSITIVE IMMERSION TRAINING

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EAGLE'S NEST LEADERSHIP TRAINING Click on image or quick link to return to brainpower mindset index

You can print the Leadership Mindmap Note Form to summarize factual ideas that you like from any of the book outlines or abstracts. Also, you can document your most serious and complex current thoughts and feelings as you make choices concerning the basic categories or the many concepts that form the context of the ideas in the book outlines and abstracts for this Leadership Category.


Leadership Mindmap Note Form

You can print a copy of the Blank Oval Mindmap Note Form and save it for a permanent graphic reminder of the fact that all the idea-branches you draw on it represent the meanings that you associate with the Leadership Category in your life now and your quest for rational self-creation, increased self-esteem, and complete self-awareness. The printout can be modified at any time you have good reasons or an intuitive insight that the diagram needs to be changed to reflect a more accurate depiction of your possibilities in the changing real world.

Oval Mindmap Note Form

The memory enhancement skill of "mindmapping" makes it possible for you to put your ideas and information into visual patterns. These patterns of coherent thought can help you think clearly about important ideas and organize your goals and plans. They give you an objective pattern of your "subjective" perceptions. The printouts document the way your brain works in relation to whatever idea, goal or plan you are thinking about. If you read more scientific information and think better thoughts about your self and mind, you can rapidly improve your understanding of your "self" and the world you live in.

The mindmaps can help you organize concepts and measure the degree to which they are based upon positive and life-affirming factual scientific ideas. Each mindmap that you make is a record of the fact that both of your brain's hemispheres (both left and right sides) were engaged in the thinking/valuing process and interacting successfully. By using the unique "memory mindmaps" and "idea templates" on this website to focus your attention and concentrate your time and energy, you will create your own Brainpower Mindset of factual scientific ideas that can be your lasting treasure as you pursue happiness and cope with problems on your way to continuous successful solutions.

BY USING MINDMAPPING SKILLS TO DIAGRAM YOUR THOUGHTS AND FEELINGS,
YOU CAN APPLY THE BRAINPOWER THEORY FOR QUICK SELF-ANALYSIS
AND ACHIEVE INSTANT SELF-CONTROL IN YOUR SEARCH FOR HAPPINESS.

You can understand the new factual scientific ideas about how your brain's anatomical structure makes possible your own wonderful brainpower. You can quickly increase your mastery of the Brainpower Mindset, which includes learning how to use the six "smart skill sets," for doing accurate self-analysis and gaining optimum self-control over your mind and body.

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[1] SUMMARY CHART OF ABCs OF LEADERSHIP

The following chart summarizes the essence of the revolutionary management book, The One Minute Manager by Ken Blanchard. It illustrates the critical need for a written objective and uniform "Performance Evaluation Management Policy" and the four principles of leadership essential for any organization, with a public library used as an example:

Book Source: (One Minute Manager)

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[2] FOLLOW THIS PATH --- HOW THE WORLD'S GREATEST ORGANIZATIONS
DRIVE GROWTH BY UNLEASHING HUMAN EMOTIONAL POTENTIAL

Book Source: (Follow This Path)

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[3] BANISHING BUREAUCRACY IN LARGE ORGANIZATIONS

"Reinvention" is not just about reform, nor is it simply synonymous with downsizing, or privatization, or cutting waste and fraud.

Reinvention is much deeper, like changing the DNA of public organizations --- so you will habitually innovate and continually improve your organizational performance levels without having to be pushed to conform from within your organization or to change from outside your organization!


1) The Five Principles or "FIVE Cs" for successfully "reinventing" government:


[1] The "Core Strategy" --- to help you create clarity of purpose as a leader

[2] The "Consequences Strategy" --- to introduce consequences for the performance of all your public employees

[3] The "Customer Strategy" --- to make public employees accountable to their customers (the public)

[4] The "Control Strategy" --- to empower your organization and your public employees to innovate; and

[5] The "Culture Strategy" --- to change the habits, hearts and minds of your public employees.


2) The Five Strategies:


[1] Creating clarity of purpose

[2] Creating consequences for performance

[3] Putting the customer in the driver's seat

[4] Shifting control away from the top and center

[5] Creating an entrepreneurial culture

Book Source: (Banishing Bureaucracy)

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[4] THE PERFORMANCE CHALLENGE IS TO RE-ALIGN PERFORMANCE

The Performance Alignment Model is the cornerstone of leadership or ("performance management"), which consists of SEVEN seperate but interrelated major steps (components) required to improve employee and organizational performance:

1) Performance Alignment Model of Leadership:


[1] Step 1: Conducting stakeholder valuation

[2] Step 2: Improving job design

[3] Step 3: Establishing synergistic relationships

[4] Step 4: Applying performance coaching

[5] Step 5: Conducting developmental evaluations

[6] Step 6: Creating performance growth and development plans

[7] Step 7: Linking compensation and rewards
to performance growth and development

Steps 1 and 2 are the responsibility of the organization, while steps 3 through 7 are the responsibility of managers and employees!


2) Developing Leadership Effectiveness Skills --- FOUR "COMPETENCIES" of effective leaders


[1] Critical reflective skills

[2] Strategic thinking skills

[3] Interpersonal skills

[4] Performance-enhancing skills


3) Effective Leadership Depends Upon How Well Managers Link Expectations and their Inspections:

Many employees fail to perform adequately or are "incompetent" because they violate three principles of work performance management:


[1] "Performance/Reward Disconnect" --- when there is a "disconnect"
between the work performance of employees and the organization's OVERALL performance

[2] "Performance Whitewashing" --- when managers treat ALL performance "results" the SAME and fail to communicate which results are the most important!

[3] "Inspection Failure" --- when managers fail to inspect their work,
subordinate employees are left on their own to produce results that they perceive are important to the organization. Since both incompetences, failure to prioritize and failure to inspect "performance outputs," lead to the same conclusion, which is inadequate or disappointing performance and results by both managers and subordinate employees


In order to overcome disappointing performance, managers must link their subordinates "expectations" with their own "inspection" (see Chapter 5, Performance Coaching,
and Chapter 6, Developmental Evaluation)

Employees must know what is important to produce and they must understand that their managers will be inspecting their "performance outputs!"

4) SEVEN COMPETENCIES OF PERFORMANCE COACHING AT WORK


[1] Synergistic Relationships

[2] Training Employees

[3] Career Counseling

[4] Confronting Performance

[5] Mentoring Employees

[6] Enhancing Employees' Self-Esteem

[7] Rewarding Performance

Book Source: (Performance Challenge)

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[5] ORGANIZATION ANALYSIS --- BEYOND BUREAUCRACY LARGE ORGANIZATIONS

Book Source: (Organization Analysis)

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[6] THE ASSERTIVE LIBRARIAN AS SUPERVISOR

1) What is a library supervisor?

2) Assertion and the supervisor's role


(1) Staff conflict

(2) Subordinates' problems

(3) Motivation

(4) Terminations

(5) Praise and criticism

(6) Upward communication


3) Summary

Book Source: (The Assertive Librarian)

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[7] BUSINESS --- THE ULTIMATE RESOURCE

Book Source: (Business Ultimate Resource)

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[8] LIBRARY MANAGER'S DESKBOOK

Given the relentless hectic pace demanded of professional librarians and library managers, very few have the luxury of reading a book from cover to cover. Recognizing this fact, the format of this "deskbook" was designed in a way that you can immediately locate the problem and quickly find effective and efficient solutions to your critical problems when managerial difficulties arise!

STEP 1--- Locating a Problem:

All 101 Questions are listed in the "Contents" section of the book.

The 101 questions are organized into 18 "Topical" Chapters. And the 18 Chapters are organized into Five Sections:


1) Communication Issues --- A section that should be consulted when interactions with staff members and patrons are more conflict-ridden and less productive than desired.

2) Professional Issues --- A section that should be consulted when questions arise about the rights and responsibilities of either professional or support staff members.

3) Employment Issues --- A section that should be consulted when you, the library manager, are in the process of screening and hiring new job applicants.

4) Personnel Issues --- A section that should be consulted when current staff members feel they are not being fairly treated or when they feel their contributions are not being adequately recognized.

5) Liability Issues --- A section that should be consulted when the library is threatened by inappropriate staff behaviors, natural disasters, health risks, or even unsocialized patrons.


STEP 2 --- Implementing the proposed solution!

Once you have located the relevant problem, answers are presented in comprehensive, understandable terms.

Lingo, jargon and abstract solutions are all avoided. Instead, the answers focus on solutions that are useful, effective, and legal.

Each solution offered has been tried and tested, and established as sound practice in the managerial literature.

STEP 3 --- PREVENTING PROBLEMS

Significantly, this book assumes that the best time to think about a problem is before it occurs!

Instead, this book also offers a "102nd" solution, which is a solution aimed at preventing problems before they arise!

It is a simple, but integrated, overview of the philosophy of "Total Quality Management." (TQM)

This management approach is introduced as a mechanism for anticipating and mitigating potential dilemmas before they escalate into problems that will require your intervention.

Therefore, Chapter 19 differs from the other chapters in the deskbook that focus on detecting and resolving problems after they occur. Instead of adopting a retrospective perspective, the "102nd Solution" is a continuous and prospective proactive strategy.

Book Source: (Library Manager's Deskbook)

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[9] ABOLISHING PERFORMANCE APPRAISALS ---
WHY THEY BACKFIRE AND WHAT TO DO INSTEAD

Book Source: (Abolishing Performance Appraisals)

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[10] BEN FRANKLIN'S 12 RULES OF MANAGEMENT

The "RULES" of good business amount to "applying good leadership skills!"

Franklin's 12 Rules of Management:


(1) Finish better than your beginnings

(2) All education is self-education

(3) Seek first to manage yourself, then to manage others

(4) Influence is more important than victory

(5) Work hard and watch your costs

(6) Everybody wants to appear reasonable

(7) Create your own set of values to guide your actions

(8) Incentive is everything!

(9) Create solutions for seemingly impossible problems

(10) Become a revolutionary for experimentation and change

(11) Sometimes it's better to do 1,001 small things right than only one large thing right

(12) Deliberately cultivate your reputation and legacy!

Book Source: (Ben Franklin's 12 Rules of Management)

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Return to Training Tool #3: Broadband Brainpower Mindset Categories

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