Page 113 - stephen covey The seven habits of highly effective people

THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart

Guidelines specify the parameters (principles, policies, etc.) within which results are to be
accomplished
Resources identify the human, financial, technical, or organizational support available to help
accomplish the results.
Accountability sets up the standards of performance and the time of evaluation.
Consequences specify -- good and bad, natural and logical -- what does and will happen as a result
of the evaluation.
These five elements give Win-Win Agreements a life of their own. A clear mutual understanding
and agreement up front in these areas creates a standard against which people can measure their own
success.
Traditional authoritarian supervision is a win-lose paradigm. It's also the result of an overdrawn
Emotional Bank Account. If you don't have trust or common vision of desired results, you tend to
hover over, check up on, and direct. Trust isn't there, so you feel as though you have to control people.
But if the trust account is high, what is your method? Get out of their way. As long as you have
an up-front Win-Win Agreement and they know exactly what is expected, your role is to be a source of
help and to receive their accountability reports.
It is much more ennobling to the human spirit to let people judge themselves than to judge them.
And in a high-trust culture, it's much more accurate. In many cases people know in their hearts how
things are going much better than the records show. Discernment is often far more accurate than
either observation or measurement.

Win-Win Management Training

Several years ago, I was indirectly involved in a consulting project with a very large banking
institution that had scores of branches. They wanted us to evaluate and improve their management
training program, which was supported by an annual budget of $750,000. The program involved
selecting college graduates and putting them through twelve two-week assignments in various
departments over a six-month period of time so that they could get a general sense of the industry.
They spent two week in commercial loans, two weeks in industrial loans, two weeks in marketing, two
week in operations, and so forth. At the end of the six-month period, they were assigned as assistant
managers in the various branch banks.
Our assignment was to evaluate the six-month formal training period. As we began, we discovered
that the most difficult part of the assignment was to get a clear picture of the desired results. We asked
the top executives the key hard question: "What should these people be able to do when they finish the
program?" And the answers we got were vague and often contradictory.
The training program dealt with methods, not results; so we suggested that they set up a pilot
training program based on a different paradigm called "learner-controlled instruction." This was a
Win-Win Agreement that involved identifying specific objectives and criteria that would demonstrate
their accomplishment and identifying the guidelines, resources, accountability, and consequences that
would result when the objectives were met. The consequences in this case were promotion to assistant
manager, where they would receive the on-the-job part of their training, and a significant increase in
salary.
We had to really press to get the objectives hammered out. "What is it you want them to
understand about accounting? What about marketing? What about real estate loans?" And we
went down the list. They finally came up with over 100 objectives, which we simplified, reduced, and
consolidated until we came down to 39 specific behavioral objectives with criteria attached to them.
The trainees were highly motivated by both the opportunity and the increased salary to meet the
criteria as soon as possible. There was a big win in it for them, and there was also a big win for the