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Solution Manual for Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations, 3rd Edition

Solution Manual for Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations, 3rd Edition simplifies tough problems, making them easier to understand and solve.

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    Instructor’s Manual L EADING AT A H IGHER L EVEL Blanchard on Leadership and Creating High Performing Organizations Third Edition Ken Blanchard and the Founding Associates and Consulting Partners of The Ken Blanchard Companies ® www.kenblanchard.com

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    Revised 4/1/19 ii Table of Contents Introduction ........................................................................................................ v SECTION I: Set Your Sights on the Right Target and Vision Chapter 1 Is Your Organization High Performing? ............................................. 1 Don Carew, Fay Kandarian, Eunice Parisi-Carew, Jesse Stoner, Ken Blanchard Chapter 2 The Power of Vision .......................................................................... 4 Jesse Stoner, Ken Blanchard, Drea Zigarmi SECTION II: Treat Your People Right Chapter 3 Empowerment Is the Key .................................................................. 6 Alan Randolph, Ken Blanchard Chapter 4 SLII ® : The Integrating Concept .......................................................... 9 The Founding Associates Chapter 5 Self Leadership: The Power Behind Empowerment .......................... 11 Susan Fowler, Ken Blanchard, Laurence Hawkins Chapter 6 One-on-One Leadership ................................................................. 14 Fred Finch, Ken Blanchard Chapter 7 Essential Skills for One-on-One Leadership .................................... 17 Ken Blanchard, Fred Finch

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    Revised 4/1/19 iii Chapter 8 Building Trust ................................................................................ 19 Ken Blanchard, Cynthia Olmstead, Randy Conley Chapter 9 Coaching: A Key Competency or Leadership Development ............... 21 Madeleine Homan Blanchard, Linda Miller Chapter 10 Mentoring: The Key to Life Planning ............................................... 23 Ken Blanchard, Claire Diaz-Ortiz Chapter 11 Team Leadership ............................................................................ 25 Don Carew, Eunice Parisi-Carew, Lael Good, Ken Blanchard Chapter 12 Collaboration: Fuel for High Performance ....................................... 28 Jane Ripley, Eunice Parisi-Carew, Ken Blanchard Chapter 13 Organizational Leadership .............................................................. 30 Ken Blanchard, Jesse Stoner, Don Carew, Eunice Parisi-Carew, Fay Kandarian Chapter 14 Organizational Change: Why People Resist It .................................. 32 Pat Zigarmi, Judd Hoekstra, Ken Blanchard Chapter 15 Leading People Through Change ..................................................... 34 Pat Zigarmi, Judd Hoekstra Chapter 16 Managing a Successful Cultural Transformation ............................. 35 Garry Demarest, Chris Edmonds, Bob Glaser

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    Revised 4/1/19 iv SECTION III: Treat Your Customers Right Chapter 17 Serving Customers at a Higher Level .............................................. 38 Ken Blanchard, Kathy Cuff, Vicki Halsey, Jesse Stoner SECTION IV: Have the Right Kind of Leadership Chapter 18 Servant Leadership ........................................................................ 40 Ken Blanchard, Scott Blanchard, Drea Zigarmi Chapter 19 Determining Your Leadership Point of View .................................... 43 Margie Blanchard, Pat Zigarmi, Ken Blanchard

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    Revised 4/1/19 v Introduction Exam Questions 1. How did Nelson Mandela influence Ken Blanchard’s beliefs about the choice to be a serving leader vs. a self-serving leader? Mandela was in prison for 28 years and treated cruelly. Yet he came out of that experience full of love, compassion, and reconciliation. Mandela had made the choice, even during his imprisonment, to live and lead at a higher level—to be serving rather than self-serving. 2. Why is a new leadership role model needed? Because leaders around the world have chosen to be self-serving rather than serving. We have seen the negative impact of self-serving leaders in every sector of society. They have been conditioned to think about leadership only in terms of power and control. We think there is a better choice: to lead at a higher level. 3. What is leadership and how does it relate to having a higher purpose? Leadership is the capacity to influence others by unleashing their power and potential to impact the greater good. The higher purpose of leadership is about doing what is best for all involved. It is outwardly focused and requires sacrifice. It takes precedence over any short-term goal, such as profit, and is intrinsically honorable. 4. How is leading at a higher level defined? Leading at a higher level is the process of achieving worthwhile results while acting with respect, care, and fairness for the well-being of all involved. 5. When leading at a higher level is the rule rather than the exception in organizations, people do what 4 things well? Briefly define each.

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    Revised 4/1/19 vi (1) They set their sights on the right target and vision. (They are a high performing organization with a compelling vision.) (2) They treat their people right. (They empower their people and treat them right—with effective self, one-on-one, team, and organizational leadership—which leads to their people treating customers right, generating great results.) (3) They treat their customers right. (They have an empowered, motivated workforce that knows how to keep customers happy and coming back, generating great results.) (4) They have the right kind of leadership. (Effective leadership starts on the inside, and the right kind of leadership is servant leadership. Servant leaders start with self-awareness facilitated through leaders determining their leadership point of view.)

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    Revised 4/1/19 1 SECTION I: SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION Chapter 1: Is Your Organization High Performing? Chapter Overview This chapter defines a high performing organization in terms of the quadruple bottom line: the employer of choice, the provider of choice, the investment of choice, and the corporate citizen of choice. The chapter also outlines the HPO SCORES ® model, which describes the characteristics of a high performing organization. Also included is an organizational assessment quiz to help readers determine if their organization is high performing. Exam Questions 1. Regarding “The Right Target,” what is the quadruple bottom line? Name and define each aspect. (1) Employer of choice: Puts employees before customers; values their contributions; empowers them; and provides skill development and advancement opportunities. (2) Provider of choice: Provides legendary service to customers to make them raving fans and keep them coming back; service exceeds customer expectations. (3) Investment of choice: Potential investors must believe in an organization’s viability and financial performance over time. Organizations with committed and empowered people who are treated as business partners will reap the benefits of having raving fan customers: increased revenues. (4) Corporate citizen of choice: High performing organizations have responsibilities beyond making money—they must be good corporate citizens. Ethical conduct, charitable giving, environmental sensitivity, and

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    Revised 4/1/19 2 other socially responsible behaviors are no longer optional for organizations that strive for excellence. 2. A high performing organization SCORES every time. The HPO SCORES® model consists of what six elements? Name and define each element. (1) Shared information and open communication: Information needed to make informed decisions is readily available and openly communicated. This builds trust and encourages ownership. Dialogue among colleagues keeps an organization healthy and agile. (2) Compelling vision: Purpose, a picture of the future, and values are the three aspects of a compelling vision. When supported by everyone in the organization, this vision creates a highly focused culture that drives desired business results toward the greater good. (3) Ongoing learning: Ongoing learning is the foundation of a high performing organization. As they focus on improving their capabilities, they continuously strive to get better, both as individuals and as an organization. (4) Relentless focus on customer results: High performing organizations are successful because they understand who their internal and external customers are they focus on results from the viewpoint of the customer. (5) Energizing systems and structures: When systems and structures are energizing, they are aligned to support the organization’s vision, direction, and goals and help people accomplish their jobs more easily (6) Shared power and high involvement: In high performing organizations, power and decision making are shared and distributed throughout the organization. Participation, collaboration, and teamwork are essential to a high performing organization. 3. Name an organization that excels at each of the above elements. (Student fills in these answers)

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    Revised 4/1/19 3 (1) (2) (3) (4) (5) (6) 4. What is the role of leadership in the HPO SCORES model? The HPO SCORES model describes the characteristics of a high performing organization and leadership moves the organization in that direction. 5. Complete the HPO SCORES quiz. How did you score? What are your organization’s strengths? What opportunities do you have? (Student’s words)

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    Revised 4/1/19 4 Chapter 2: The Power of Vision Chapter Overview This chapter discusses the importance of vision to an organization and outlines the three parts of a compelling vision: significant purpose, picture of the future, and clear values. The chapter further discusses the leader’s role in creating and implementing a vision. Exam Questions 1. What is the importance of vision? Leadership is about going somewhere. If you and your people don’t know where you are going, your leadership doesn’t matter. 2. How would someone know if their vision statement worked? Is the vision statement hidden in a forgotten file or framed on a wall solely for decoration? If so, it’s not working. Is it actively used to guide everyday decision making? If so, it is working. 3. What are the three key elements of a compelling vision and what are the Disney examples of all three? (1) Significant purpose (Disney is in the “happiness business”) (2) Picture of the future (Disney said, “Keep the same smile on people’s faces when they leave the park as when they entered”) (3) Clear values (Disney has four values: safety, courtesy, the show, and efficiency) 4. How does a compelling vision create a culture of greatness? A compelling vision creates a strong culture in which the energy of everyone in the organization is aligned.

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    Revised 4/1/19 5 5. Why is the ability to mobilize people around a shared vision an essential characteristic of great leaders? If people are not in service of a shared vision, leadership can become self- serving, with leaders seeing their people’s job as serving the leader instead of the customer. 6. How can vision exist anywhere in an organization? Vision is the responsibility of every leader at every level of an organization. Leaders of departments and teams can create a shared vision for their group even when the rest of the organization doesn’t have one. 7. How do you communicate and live the vision? To communicate the vision, keep talking about it and referring to it as much as possible. The more you focus on the vision the clearer it will become. To live your vision, behave as if it were happening right now with your actions congruent with the vision. As people see you living the vision it will help deepen their understanding and commitment. 8. What is the difference between the visionary role of leadership and the implementation role of leadership? The visionary role is about top leaders shaping the direction they want the organization to go. After the vision/direction is agreed upon, the leaders’ role moves to implementation to ensure people respond to the vision. The leaders figuratively turn the hierarchical pyramid upside-down and support their people in accomplishing the vision.

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    Revised 4/1/19 6 SECTION II TREAT YOUR PEOPLE RIGHT Chapter 3: Empowerment Is the Key Chapter Overview This chapter defines empowerment and discusses its role in creating a motivated workforce. The chapter outlines the three keys to empowerment: sharing information, creating autonomy through boundaries, and replacing the old hierarchy with self- directed individuals and teams. Exam Questions 1. What is empowerment? Empowerment is the creation of an organizational climate that releases the knowledge, experience, and motivation that reside in people. 2. How can a leader help empowerment to succeed? Leaders must fight against the old-school thinking that managers are controllers who can give power to their people—people already possess a great deal of power in terms of their knowledge, experience, and internal motivation. 3. What is the value of empowerment? Give an example where you have encountered an empowered worker. When people are empowered, their organizations benefit overall. (Remainder are student’s words.) 4. Why are managers reluctant to empower people?

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    Revised 4/1/19 7 Because they know they will still be held accountable for outcomes—they feel their control is threatened by empowerment. 5. What language of empowerment do you want to adopt? Hierarchical culture or empowerment culture? (Student’s words) 6. Define the three keys to empowerment: (1) Share information with everyone (2) Create autonomy through boundaries (3) Replace the old hierarchy with self-directed individuals and teams 7. The first key to empowerment is to share information with everyone. A. How can a leader “open the books” to inspire good business decisions and financial success? Providing people with more complete information communicates trust and a sense of “we’re in this together.” People without accurate information cannot act responsibly; people with accurate information feel compelled to act responsibly. When important information is shared with people, they soon act like owners and begin to solve problems creatively. B. How does sharing information build trust? By sharing information about market share, true costs, potential layoffs, and real company performance, management begins to let people know they are trusted—and people return that trust to managers. 8. The second key to empowerment is to create autonomy through boundaries. A. How does an individual create autonomy through boundaries? Managers continue to make strategic decisions. Individuals get involved in making operational decisions as they become more comfortable assuming

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    Revised 4/1/19 8 the inherent risks. As people gradually begin to assume responsibility for decisions and their consequences, managers must gradually pull back on their involvement in decision making. The new decision-making guidelines allow managers and direct reports to operate freely within their newly defined roles. B. Are there any boundaries you would like to establish with others? (Student’s words) 9. The third key to empowerment is to replace the old hierarchy with self- directed individuals and teams. A. What are self-directed individuals and teams? Highly skilled, interactive groups with strong self-managing skills B. How do they lead to improved performance? How does a practice of empowerment create leadership from all levels? Managers and direct reports who are moving toward empowerment go through a stage of disillusionment and demotivation, which creates a leadership vacuum. When people begin to admit a lack of management knowledge, things begin to change. Basic assumptions are challenged. Leadership begins to emerge from team members. In the end, the leadership vacuum enhances the empowerment of people and organizations.

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    Revised 4/1/19 9 Chapter 4: SLII ® : The Integrating Concept Chapter Overview This chapter introduces SLII ® , a leadership model based on the belief that people can and want to gain skills and knowledge and there is no best leadership style to encourage people’s development. The chapter teaches the three skills of an SLII ® leader: goal setting, diagnosis, and matching. It introduces the four development levels: enthusiastic beginner, disillusioned learner, capable but cautious performer, and self-reliant achiever. It also introduces the four leadership styles—directing, coaching, supporting, and delegating—and shows how leaders can match their leadership style to the development level of their direct reports. The chapter also discusses how ongoing alignment conversations are used to create dialogue between managers and their direct reports. The essence of SLII ® is to lead individuals differently based on the goal or task they are working on. Exam Questions 1. Describe each of the three skills to use to be an SLII ® leader. Goal setting: Reaching agreement on what needs to be done and when. Diagnosis: Determine a direct report’s development level on a task or goal. Matching: Finding the correct fit between the leader’s leadership style and development level of the direct report on a specific goal or task. 2. Name and describe the 4 development levels. D1: Enthusiastic Beginner – low competence, high commitment D2: Disillusioned Learner – low to some competence, low commitment

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