Page 114 - stephen covey The seven habits of highly effective people

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

company because they would have assistant branch managers who met results-oriented criteria instead
of just showing up for 12 different activity traps.
So we explained the difference between learner-controlled instruction and system-controlled
instruction to the trainees. We basically said, "Here are the objectives and the criteria. Here are the
resources, including learning from each other. So go to it. As soon as you meet the criteria, you will
be promoted to assistant managers.
They were finished in three and a half weeks. Shifting the training paradigm had released
unbelievable motivation and creativity
As with many Paradigm Shifts, there was resistance. Almost all of the top executives simply
wouldn't believe it. When they were shown the evidence that the criteria had been met, they basically
said, "These trainees don't have the experience. They lack the seasoning necessary to give them the
kind of judgment we want them to have as assistant branch managers."
In talking with them later, we found that what many of them were really saying was, "We went
through goat week; how come these guys don't have to?" But of course they couldn't put it that way.
"They lack seasoning" was a much more acceptable expression.
In addition, for obvious reasons (including the $750,000 budget for a six-month program), the
personnel department was upset.
So we responded, "Fair enough. Let's develop some more objectives and attach criteria to them.
But let's stay with the paradigm of learner-controlled instruction." We hammered out eight more
objectives with very tough criteria in order to give the executives the assurance that the people were
adequately prepared to be assistant branch managers and continue the on-the-job part of the training
program. After participating in some of the sessions where these criteria were developed, several of
the executives remarked that if the trainees could meet these tough criteria, they would be better
prepared than almost any who had gone through the six-month program.
We had prepared the trainees to expect resistance. We took the additional objectives and criteria
back to them and said, "Just as we expected, management wants you to accomplish some additional
objectives with even tougher criteria than before. They have assured us this time that if you meet these
criteria, they will make you assistant managers."
They went to work in unbelievable ways. They went to the executives in departments such as
accounting and basically said, "Sir, I am a member of this new pilot program called learner-controlled
instruction, and it is my understanding that you participated in developing the objectives and the
criteria."
"I have six criteria to meet in this particular department. I was able to pass three of them off with
skills I gained in college; I was able to get another one out of a book; I learned the fifth one from Tom,
the fellow you trained last week. I only have one criterion left to meet, and I wonder if you or
someone else in the department might be able to spend a few hours with me to show me how." So
they spent a half a day in a department instead of two weeks.
These trainees cooperated with each other, brainstormed with each other, and they accomplished
the additional objectives in a week and a half. The six-month program was reduced to five weeks, and
the results were significantly increased.
This kind of thinking can similarly affect every area of organizational life if people have the courage
to explore their paradigms and to concentrate on win-win. I am always amazed at the results that
happen, both to individuals and to organizations, when responsible, proactive, self-directing
individuals are turned loose on a task.

Win-Win Performance Agreements