Encyclopedia of Leadership

HOW TO USE THIS LEADERSHIP TOOL

“Games are consciously or implicitly played all the time. Expertise,

power, value, and meaning are constant issues in our lives.”

—Will McWhinney et al., CREATING PATHS OF CHANGE

This model can be helpful in a number of ways:

• for your own personal development—At which board do you presently lead (or want
  to lead), and what does this mean for you?


• to coach others—At what board is a protege operating and what is he or she capable of?


• to lead change—Change is more challenging at the higher boards of leadership.


• to design development events for others—The training and development needed at
  each board is dramatically different.

WEB WORKSHEET

For your own personal development, complete this worksheet:

SECTION 1 FOUNDATIONALCONCEPTS 19

How to supervise

competently

Techniques and

standards of

supervision

☛9.7 Selling Wheel

☛12.4 Feedback

☛13.7 Documenting

Performance

☛14.5 On-Job

Training

How to establish a

power base to set

the rules and control

rewards

Techniques of power

and control,

particularly over

Board 1 supervisors

☛2.7 Goal

Statements

☛5.7 Stakeholder

Groups

☛13.3

Accountability

How to establish or

change what is

important to the

organization

Understanding the

big picture, coach-

ing, empowerment,

and group action

☛2.5 Values

☛2.6 Clarifying

Purpose

☛2.8 Balanced

Scorecard

☛7.1 Problem

Framing

☛13.10 Careers

How to change the

whole system, be the

best at what you do

Visioning and

systemic change,

changing the

paradigm

☛1.9 Paradigms

☛1.10 The GAS

Model

☛2.1 Systems

Thinking

☛2.4 Visioning

☛3.2 Sigmoid Curve

Major concerns

as a leader

Leadership

processes

Sample tools

from this book

that would appeal

1. Reading the descriptions of each board, on which board do you currently lead? What’s your evidence? How might
   others have the same assessment of you?