Tape 1, Side B • Time—24:35 THE LAW OF THE HARVEST
Tape 2, Side A • Time—21:57 THE CRITICAL ROLE OF TRUST IN A PRINCIPLE-CENTERED CULTURE
Tape 2, Side B • Time—25:09THE FOUNDATION OF ANY SUCCESSFUL ORGANIZATION
Tape 3, Side A • Time—26:28PRODUCING A POWERFUL ORGANIZATIONAL CULTURE
Tape 3, Side B • Time—25:16IDENTIFYING AND IMPROVING OUR LEADERSHIP STYLES
Tape 4, Side A • Time—24:26 LEADERSHIP VS MANAGEMENT: MANAGING THINGS, LEADING PEOPLE
Tape 4, Side B • Time—23:00 CULTIVATING THE ELEMENTS OF TRUST IN BUSINESS RELATIONSHIPS
Tape 5, Side A • Time—24:41TASKS FOR THE PRINCIPLE-CENTERED LEADER
Tape 5, Side B • Time—30:47COMBATTING ORGANIZATIONAL FATIGUE AND CYNICISM
Tape 6, Side A • Time—24:43THE LEADERSHIP FOCUS
Tape 6, Side B • Time—19:40TAKING IMMEDIATE ACTION
Can you fake 50 push-ups? Just as there is no shortcut to health, there is no cosmetic approach that can satisfy the need of trust in a long-term relationship. The Law of the Harvest— "You reap what you sow" —governs our bodies, our minds, our relationships, and eventually all management and organizational life.
Gandhi said, "A person cannot do right in one department of life whilst attempting to do wrong in another department. Life is one indivisible whole." Stephen applies this principle to the organizational culture, which represents an ecosystem that operates on interdependent principles.
Survey the world's most successful organizations, and almost without exception you'll find that what lies behind their success is a corporate mission statement. The mission statement, to be effective, must deal with all four human needs and represent a constitution that governs everything and everyone in the organization.
Stephen Covey defines leadership as the art of mobilizing and energizing employees' intellectual and creative resources. Creating an environment that fosters the release of such resources requires more than changed behaviors and attitudes. Fundamental leadership paradigms must be changed to effect quantum leaps in performance at all organizational levels.
Stephen discusses methods for determining the effectiveness of mission statements, creating the conditions for empowerment, and balancing the forces operating in the organizational ecosystem.
To a large extent, our paradigms of others determine our leadership philosophy and style. Stephen presents four leadership paradigms and shows how they influence our actions as leaders.
How does efficiency differ from effectiveness in our leadership efforts? Obviously, we need both to be optimally successful, but sometimes we confuse the two. Stephen demonstrates the problems we create when we see people as things to be managed and manipulated through an efficiency paradigm.
Trustworthiness is foundational to the creation of trust. Stephen discusses the essential ingredients of trustworthiness and shows how we can cultivate this critical attribute. With trust as a foundation, he shows how competency can be developed through win-win performance agreements.
Stephen presents a model for developmentally and holistically dealing with the needs of the entire organization's stakeholders. Leaders must address practical realities when creating an exciting vision for the organization, developing conditions for interdependence in the workplace, and establishing a team-building environment.
Presented here are ideas for working on seven common chronic problems faced by organizations. Leaders whose work addresses these chronic problems can be catalysts for change in their organizations, empowering and unifying people around a shared vision while working in harmony with natural laws.
Principles and concepts are presented that enable leaders to focus their energies on activities that yield the greatest results in addressing leadership challenges. The seven chronic organizational problems are again presented to show how leaders can address sources—instead of just symptoms—that afflict their organizational cultures.
People whose lives are centered on a balanced set of principles can make their honor greater than their moods; have the power to say 'no7 to the unimportant and the courage to say 'yes7 to the important. Stephen discusses his convictions concerning Principle-Centered Leadership and suggests some immediate actions that can increase our effectiveness as leaders.