Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO


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The store was rebuilt the next year. He stepped down as CEO in amid allegations of accounting irregularities. He filled the role of chairman until June and then as an advisor until October , when he retired. The first Dollar General Market, a larger store that offers perishable food as well as more traditional Dollar General merchandise, was opened in Hendersonville, Tennessee, in June Outside of the corporation, the Turner family has been closely connected with Vanderbilt University and the Nashville Symphony.

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Cal Turner Sr. Cal Turner Jr. They donated these funds in memory of their mother, who died in and had a deep appreciation for music; the concert hall within the Symphony Center is named the Laura Turner Concert Hall in her honor.

Thoughts on Making It a Good Day

To help determine the cause of poor performance, we provide the performance formula; and to take corrective action, the coaching model. Determining the Cause of Poor Performance and Corrective Coaching Action The performance formula explains performance as a function of ability, motivation, and resources. When ability, motivation, or resources are low, performance will be lower. When motivation is lacking, motivational techniques discussed in Chapter 3 such as giving praise might help.

Coach the employee, and work together to develop a plan to improve performance. When obstacles are getting in the way of performance, we need to overcome them. Use all ten guidelines to coaching within the framework of the coaching model. Describe current performance. In detail, using specific examples, describe the current behavior that needs to be changed.

Describe desired performance. Tell the employee exactly what the desired performance is, in detail. If ability is the reason for poor performance, model- ing and training the employee with JIT are very appropriate. If the employee knows the proper way, the reason for poor performance is motivational.

Dem- onstration is not needed; just describe desired performance as you ask the employee to state why the performance is important. Let me demonstrate for you.

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Get a commitment to the change. When dealing with an ability performance issue, it is not necessary to get employees to verbally commit to the change if they seem willing to make it. If you cannot get the employee to understand and agree based on rational per- suasion, get a verbal commitment through coercive power, such as a threat of discipline. For motivation performance issues, this is important because, if employees are not willing to commit to the change, they will most likely not make the change.

For example: Ability—the employee will most likely be willing to do it correctly, so skip the step.

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Follow up. Remember, some employees do what managers inspect, not what they expect. We should follow up to ensure that the employee is behaving as desired. When we are dealing with an ability performance issue, the person is recep- tive, and we skip step 3, say nothing. But watch to be sure the task is done correctly in the future.

Coach again, if necessary. For a motivation problem, make a statement that you will follow up, and describe possible consequences for repeated poor performance. For example: Ability—say nothing, but observe. Describe current 2. Describe desired 3. Get a commitment 4. Thus, the ten tips for coaching apply to mentoring.

However, mentoring includes more than coaching, and it is more involved and personal than coaching. Family, friends, and peers can also be mentors. Briefly describe the relationship and career. Mentoring is especially important in progressing from middle management to type of advice you got from upper level management, especially for women because only 26 percent of vice presidents your mentor.

Seek out a good mentor. Whenever you have job- or career-related questions and would like advice, contact your mentor.


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Is there a difference in managing an oil change business, a golf course, and a sports team; and how does Peter Clark use coaching at The Ranch? Peter Clark says there are more similarities than differences in running a Jiffy Lube business and a golf club and coaching sports. The focus is the same—high-quality service. You have to treat the customer or player right.

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If one person does not do the job right, everyone is nega- tively affected. In business and sports, you need to strive to be the best.

My Mountaintop Moment

You need to set and meet challenging goals. Clark strongly believes in being positive and in the need to develop a supportive working relationship, which includes sitting down to talk and really listening to the other person. He also strongly believes in the need for good training.

Employees at The Ranch give high-quality service because they are thoroughly trained to do so, and they are continually coached to maintain and improve performance. Although The Ranch does not have a formal mentoring program, Clark clearly sees mentoring as an important role he plays at The Ranch. Managing Conflict Poor communications, feedback, and coaching can lead to conflict. In this section, we discuss the psy- chological contract, conflict and leadership, and the five conflict management styles we can use to resolve conflicts.

The Psychological Contract All human relations rely on the psychological contract. At work, you have a set of expec- tations of what you will contribute to the organization effort, time, skills and what it will pro- vide to you compensation, job satisfaction, and so on. We are often not aware of our expectations until they have not been met54 for example, how we are treated by a manager. Conflict and Leadership Many leaders are constantly exposed to conflict.

Executives say their managers spend an average of more than seven hours a week sorting out conflicts among their staff mem- bers. With the trend toward teamwork, conflict skills are increasingly important to team decision making. When conflict is not resolved effectively, negative consequences occur.

The real question today is not whether conflict is negative or positive, but how to manage conflict to benefit the organization. Outcome 7 Conflict Management Styles When we are in conflict, we have five conflict management styles to choose from. Each conflict style of behavior results in a different combination of win—lose situa- tions. The five styles, along with concern for needs and win—lose combinations, are pre- sented in Exhibit 6.

The conflict style that we tend to use the most is based on our personality and leadership style. There is no one best conflict management style for all situations. In this section, we present the advantages and disadvantages and the appropriate use of each of the five conflict management styles.


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  • When we avoid a conflict, we are being unassertive and uncooperative. People avoid conflict by refusing to take a stance, or escape conflict by mentally withdrawing and physically leaving. A lose—lose situation is created because the conflict is not resolved. Advantages and Disadvantages of the Avoiding Conflict Style The advantage of the avoiding style is that it may maintain relationships that would be hurt through conflict resolution.

    The disadvantage of this style is that conflicts do not get resolved, so avoiding is often not the best option. People tend to walk all over the consistent avoider.

    Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO
    Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO
    Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO
    Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO
    Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO
    Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO
    Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO
    Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO
    Led to Follow: Leadership Lessons from an Improbable Pastor and a Reluctant CEO

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