610: Jeff Janssen - The Commitment Continuum, Walt Disney, Holding Others Accountable, Team Captains, & The 7 Secrets of Successful Coaches

25 de noviembre de 2024 · 1h 5m

The Learning Leader Show With Ryan Hawk

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Notas del programa

Go to www.LearningLeader.com for full show notes.

Books: The Score That Matters, The Pursuit of Excellence, Welcome to Management

Notes:

The Commitment Continuum
- Resistant
- Reluctant
- Existent - Stealing scholarships (sandwich eaters)
- Compliant - Box checkers
- Committed - Heart is into it. They do extra. They are bought in.
- Compelled (Obsessed) - On a mission.
Do an audit first of yourself. Where am I on that continuum? And then each member of your team. The goal is to get each member closer to becoming committed and compelled.
- Team audit - Where is everyone? People can drift down if their needs aren't met.
- For existent and compliant - Shift mindset to "I get to be here!"
- For committed and compelled - Keep them challenged. Put them in leadership roles.
The art of leadership - Make it easier to move up on the commitment continuum.
Walt Disney - The little things are the big things. Jeff experienced this firsthand when he went on a Disney cruise and saw the workers polishing the railings on the cruise ship early in the morning. The same is true for the janitor mopping the floor at NASA. There's a story about President John F Kennedy in 1962. He was at NASA and he asked the janitor what he was doing. The janitor replied, "I'm helping put a man on the moon." The leader should be praising everyone involved in the mission and celebrate their role and its importance.
Holding your teammates accountable - "We're not calling you out, we're calling you up." The encourager and the enforcer help raise the standards and encourage others to aim higher. That's the role of the leaders on great teams. "We're not calling you out, we're calling you up."
- What's our vision?
- Am I embodying the standards myself?
- Have we clearly set the standards and got buy-in? "These are the expectations and standards of our program."
  - Performance and behavior metrics
- Praise people when they meet the standard
The best teams practice so much that they can't get it wrong.
Team Captain's Leadership Manual. Mike Fox. Can you lead yourself first? Commitment. Composure. When it hits the fan, can you stay poised? Character: Can I trust you?
How do we get people excited to be part of the leadership development program? Make it a privilege. They have to apply and get accepted into the program. They "get" to do it. Make it relevant to their lives. Give real-world strategies.
The encourager - Calls out great work
The enforcer - "We need more from you."
The servant - It's not about you or your stats. It's about serving others.
The Seven Secrets of Successful Coaches
- Character-based people. They do the right thing. People trust them.
- Extremely committed to the mission and the team.
- Competent
- Care
- Confidence Builder
- Communicator (great listener)
- Consistent

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