Chap. 1-3, 5 + 6 – Building Management Skills

Ten Strengths Related to Manager Performance (1)
Self-Confidence, Emotion Control, Focus, Objectivity, Relationship Building, Initiative, Goal-Directed Mindset, Ability to Organize, Time Management, Agility
Six Killer Constraints (1) p. 54
Never feeling good enough, Being a marshmallow (not dominant enough), Running roughshod over others (too dominant), Playing Mister Spock (no emotions), Demonstrating low self-control, Being overly critical
Components of Emotional Intelligence (1) p. 57
Self-Awareness, Self-Management, Social Awareness, Relationship Management
Self-Awareness (2)
Being aware of the internal aspects of one’s nature and how your patterns affect other people.
The Johari Window (2) p. 86
Open: Known to Others and Self
Blind: Known to Others, but not Self
Hidden: Known to Self, but not Others
Unknown: Not Known by Self or Others
The Big Five Model of Personality (2) p. 88
Extraversion, Agreeableness, Conscientiousness, Emotional Stability, Openness to Experience
Four Keys to Self-Awareness (2) p. 88
Personality, Beliefs and Values, Thinking Style, Interaction with the World
Hermann’s Whole Brain Model (2) p. 91
Upper Left (A): Logical, Analytical, Fact-Base
Lower Left (B): Organized, Planned, Detail
Lower Right (C): Interpersonal, Emotional, Feelings
Upper Right (D): Intuitive, Integrating, Conceptual
Myers-Briggs Type Indicator Assessment (2)
Introversion v. Extraversion (interpersonal strengths)
Sensing v. Intuition (absorbs information)
Thinking v. Feeling (making decisions)
Judging v. Perceiving (how quick you make a decision)
End Values (2)
beliefs about the kind of goals or outcomes that are worth pursuing
Instrumental Values (2)
Beliefs about the type of behavior that are appropriate for reaching end goals
Self-Awareness Builds Skill Competence (2) p. 98
Stage 1: Unconsciously Incompetent
Stage 2: Consciously Incompetent
Stage 3: Consciously Competent
Stage 4: Unconsciously Competent
New Brain to Manage Old Brain (3) p. 123
New Brain: higher-order thinking
Old Brain: Lower-level automatic thinking & Non-conscious
Basic Principles for Self-Management (3)
Clarity of Mind, Clarity of Objectives, An Organized System
Step-by-Step Guide to Self-Management (3)
Empty Your Head, Decide the Next Action, Get Organized, Perform a Weekly Review, Do It
Time Management Techniques (3)
1. Remember Your ABC’s: ranking the items
2. 80/20 Rule: 20% of activities produce 80% of results
3. Keep a to-do list
The Time Management Matrix (3) p. 129
Quadr. 1: High Urgency & Importance
Quadr. 2: High Urgency, Low Importance
Quadr. 3: Low Urgency, High Importance
Quadr. 4: Low Urgency & Importance
Two Techniques for Overcoming Procrastination (3) p. 131
Visualization (action you desire), Targeted Self-talk (repeated mental statement)
Type A Behavior (3)
competitive, impatience, aggressiveness, devotion to work
Type B Behavior (3)
less conflict and relaxed lifestyle
The Yerkes-Dodson Stress Curves (3) p. 135
Low Stress: Low Performance
Medium Stress: Increased Performance
High Stress: Exhaustion
A Model of Communication (5) p. 195
Sender to Receiver to Sender… Formulate and Interpret messages. Channels communicate verbal and nonverbal messages. Potential for error or misunderstanding.
The Manager as Communication Champion (5) p. 197
belief that good communication is essential to building trust, gaining commitment, and inspiring and uniting people to work together to accomplish a common purpose.
Channel Richness (5)
the amount of info that can be transmitted during a communication
High Channel Richness (5) p. 204
Face-to-Face Communication, Telephone
Low Channel Richness (5) p. 204
Letters and Memos, Reports/Bulletins
Five Ps for Effective Presentations (5) p. 207
Prepare, Practice, Personalize, Pace, Polish
Kohlberg’s Level and Stages of Moral Development (6) p. 232
Level 1: Preconventional (Self-Interest) follows rule to avoid punishment
Level 2: Conventional (Societal Expectations) lives up to expectations of others
Level 3: Postconventional (Internal Values) follows internalized universal principles of justice and right
Six Factors Determining Ethical Intensity (6) p. 236
Magnitude of Consequences, Probability of Impact, Social Consensus, Time Immediacy, Proximity, Concentration of Effort
Rotary International’s Four Way Test (6) p. 238
Is it the truth? Is it fair to all concerned? Will it build goodwill and better friendships? Will it be beneficial to all concerned? MOST Ethical Choice