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

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Instructor’s ManualLEADING AT AHIGHERLEVELBlanchard on Leadershipand Creating HighPerforming OrganizationsThird EditionKen Blanchardand the Founding Associatesand Consulting Partners ofThe Ken Blanchard Companies®www.kenblanchard.com

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Revised 4/1/19iiTable of ContentsIntroduction ........................................................................................................ vSECTION I: Set Your Sights on the Right Target and VisionChapter 1Is Your Organization High Performing? ............................................. 1Don Carew, Fay Kandarian, Eunice Parisi-Carew,Jesse Stoner, Ken BlanchardChapter 2The Power of Vision .......................................................................... 4Jesse Stoner, Ken Blanchard, Drea ZigarmiSECTION II: Treat Your People RightChapter 3Empowerment Is the Key.................................................................. 6Alan Randolph, Ken BlanchardChapter 4SLII®: The Integrating Concept.......................................................... 9The Founding AssociatesChapter 5Self Leadership: The Power Behind Empowerment .......................... 11Susan Fowler, Ken Blanchard, Laurence HawkinsChapter 6One-on-One Leadership ................................................................. 14Fred Finch, Ken BlanchardChapter 7Essential Skills for One-on-One Leadership .................................... 17Ken Blanchard, Fred Finch

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

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

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Revised 4/1/19vIntroductionExam Questions1.How did Nelson Mandela influence Ken Blanchard’s beliefs about the choiceto be a serving leader vs. a self-serving leader?Mandela was in prison for 28 years and treated cruelly. Yet he came out ofthat experience full of love, compassion, and reconciliation. Mandela hadmade the choice, even during his imprisonment, to live and lead at a higherlevel—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 thanserving. We have seen the negative impact of self-serving leaders in everysector of society. They have been conditioned to think about leadership only interms of power and control. We think there is a better choice: to lead at ahigher 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 andpotential to impact the greater good. The higher purpose of leadership is aboutdoing what is best for all involved. It is outwardly focused and requiressacrifice. It takes precedence over any short-term goal, such as profit, and isintrinsically honorable.4.How is leading at a higher leveldefined?Leading at a higher level is the process of achieving worthwhile results whileacting 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 inorganizations, people do what 4 things well? Briefly define each.

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Revised 4/1/19vi(1)They set their sights on the right target and vision. (They are a highperforming organization with a compelling vision.)(2)They treat their people right. (They empower their people and treat themright—with effective self, one-on-one, team, and organizationalleadership—which leads to their people treating customers right,generating great results.)(3)They treat their customers right. (They have an empowered, motivatedworkforce 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 theinside, and the right kind of leadership is servant leadership. Servantleaders start with self-awareness facilitated through leaders determiningtheir leadership point of view.)

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Revised 4/1/191SECTION I: SET YOUR SIGHTS ON THE RIGHT TARGET AND VISIONChapter 1: Is Your Organization High Performing?Chapter OverviewThis chapter defines a high performing organization in terms of the quadruple bottomline: the employer of choice, the provider of choice, the investment of choice, and thecorporate citizen of choice. The chapter also outlines the HPO SCORES®model, whichdescribes the characteristics of a high performing organization. Also included is anorganizational assessment quiz to help readers determine if their organization is highperforming.Exam Questions1.Regarding “The Right Target,” what is the quadruple bottom line? Name anddefine each aspect.(1)Employer of choice: Puts employees before customers; values theircontributions; empowers them; and provides skill development andadvancement opportunities.(2)Provider of choice: Provides legendary service to customers to make themraving fans and keep them coming back; service exceeds customerexpectations.(3)Investment of choice: Potential investors must believe in an organization’sviability and financial performance over time. Organizations withcommitted and empowered people who are treated as business partnerswill reap the benefits of having raving fan customers: increased revenues.(4)Corporate citizen of choice: High performing organizations haveresponsibilities beyond making money—they must be good corporatecitizens. Ethical conduct, charitable giving, environmental sensitivity, and

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Revised 4/1/192other socially responsible behaviors are no longer optional fororganizations 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 makeinformed decisions is readily available and openly communicated. Thisbuilds trust and encourages ownership. Dialogue among colleagues keepsan organization healthy and agile.(2)Compelling vision: Purpose, a picture of the future, and values are thethree aspects of a compelling vision. When supported by everyone in theorganization, this vision creates a highly focused culture that drivesdesired business results toward the greater good.(3)Ongoing learning: Ongoing learning is the foundation of a high performingorganization. As they focus on improving their capabilities, theycontinuously strive to get better, both as individuals and as anorganization.(4)Relentless focus on customer results: High performing organizations aresuccessful because they understand who their internal and externalcustomers are they focus on results from the viewpoint of the customer.(5)Energizing systems and structures: When systems and structures areenergizing, 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 theorganization. Participation, collaboration, and teamwork are essential to ahigh performing organization.3.Name an organization that excels at each of the above elements.(Student fills in these answers)

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Revised 4/1/193(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 performingorganization and leadership moves the organization in that direction.5.Complete the HPO SCORES quiz. How did you score? What are yourorganization’s strengths? What opportunities do you have?(Student’s words)

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Revised 4/1/194Chapter 2: The Power of VisionChapter OverviewThis chapter discusses the importance of vision to an organization and outlines thethree parts of a compelling vision: significant purpose, picture of the future, and clearvalues. The chapter further discusses the leader’s role in creating and implementing avision.Exam Questions1.What is the importance of vision?Leadership is about going somewhere. If you and your people don’t knowwhere 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 fordecoration? If so, it’s not working. Is it actively used to guide everydaydecision making? If so, it is working.3.What are the three key elements of a compelling vision and what are theDisney 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 faceswhen they leave the park as when they entered”)(3)Clear values (Disney has four values: safety, courtesy, the show, andefficiency)4.How does a compelling vision create a culture of greatness?A compelling vision creates a strong culture in which the energy of everyone inthe organization is aligned.

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Revised 4/1/1955.Why is the ability to mobilize people around a shared vision an essentialcharacteristic 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 ofthe 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 groupeven 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 aspossible. The more you focus on the vision the clearer it will become. To liveyour vision, behave as if it were happening right now with your actionscongruent with the vision. As people see you living the vision it will helpdeepen their understanding and commitment.8.What is the difference between the visionary role of leadership and theimplementation role of leadership?The visionary role is about top leaders shaping the direction they want theorganization to go. After the vision/direction is agreed upon, the leaders’ rolemoves to implementation to ensure people respond to the vision. The leadersfiguratively turn the hierarchical pyramid upside-down and support theirpeople in accomplishing the vision.

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Revised 4/1/196SECTION IITREAT YOUR PEOPLE RIGHTChapter 3: Empowerment Is the KeyChapter OverviewThis chapter defines empowerment and discusses its role in creating a motivatedworkforce. 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 Questions1.What is empowerment?Empowerment is the creation of an organizational climate that releases theknowledge, 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 arecontrollers who can give power to their people—people already possess agreat deal of power in terms of their knowledge, experience, and internalmotivation.3.What is the value of empowerment? Give an example where you haveencountered an empowered worker.When people are empowered, their organizations benefit overall. (Remainderare student’s words.)4.Why are managers reluctant to empower people?

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Revised 4/1/197Because they know they will still be held accountable for outcomes—they feeltheir control is threatened by empowerment.5.What language of empowerment do you want to adopt? Hierarchical cultureor 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 teams7.The first key to empowerment is to share information with everyone.A.How can a leader “open the books” to inspire good business decisionsand financial success?Providing people with more complete information communicates trust and asense of “we’re in this together.” People without accurate informationcannot act responsibly; people with accurate information feel compelled toact responsibly. When important information is shared with people, theysoon 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 knowthey 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 inmaking operational decisions as they become more comfortable assuming

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Revised 4/1/198the inherent risks. As people gradually begin to assume responsibility fordecisions and their consequences, managers must gradually pull back ontheir involvement in decision making. The new decision-making guidelinesallow managers and direct reports to operate freely within their newlydefined 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 skillsB. How do they lead to improved performance? How does a practice ofempowerment create leadership from all levels?Managers and direct reports who are moving toward empowerment gothrough a stage of disillusionment and demotivation, which creates aleadership vacuum. When people begin to admit a lack of managementknowledge, things begin to change. Basic assumptions are challenged.Leadership begins to emerge from team members. In the end, theleadership vacuum enhances the empowerment of people andorganizations.

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Revised 4/1/199Chapter 4: SLII®: The Integrating ConceptChapter OverviewThis chapter introduces SLII®, a leadership model based on the belief that people canand want to gain skills and knowledge and there is no best leadership style toencourage people’s development. The chapter teaches the three skills of an SLII®leader: goal setting, diagnosis, and matching. It introduces the four developmentlevels: 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 theirleadership style to the development level of their direct reports. The chapter alsodiscusses how ongoing alignment conversations are used to create dialogue betweenmanagers and their direct reports.The essence of SLII®is to lead individuals differently based on the goal or task they areworking on.Exam Questions1.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 anddevelopment 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 commitmentD2: Disillusioned Learner – low to some competence, low commitment

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