The 13 Behaviors: # 6: Deliver Results 2/22/2018

Behavior 6: Deliver Results The first five characteristics; talk straight, demonstrate respect, create transparency, right wrongs, and show loyalty, are all “character” behaviors. Behavior 6, deliver results, begins the “competency” behaviors. Deliver results may seem primarily like a “business “ competency, and indeed in a team setting it is very important, but results are important in every trust relationship. Pull your weight, be on time, get ‘er’ done, are just as important in a marriage/family setting as they are at work. After all, what’s a relationship like when you can’t count on others to do their part? In teams, those who deliver results build trust quickly. People like that are spoken about with words like “I can always count on her/him to do the job, meet the deadline, finish under budget.” The opposite of those who deliver results are easy to spot, those who perform poorly. However, the “counterfeit, “ perhaps the most unhelpful, are those who create a lot of activity, talk a good game, but never cross the finish line. Strong leaders help teams set goals and hold people accountable for results. Great teams always figure out how to “score” no matter the obstacles. Both the book and the Strong Bonds curriculum explain these principals in great detail and help you figure out how to apply them in your context.** Army Leadership Doctrine: As you look at the Army Leadership Requirements Model (ADRP 6-22, Figure 1-1) you see the attribute Achieves (gets results). Of the 6 ALRM attributes this one is the least defined. No doubt that is because every leadership position is different; nevertheless we should always be on guard for "activity" masquerading as "results." *This is a reflection on a section of pages 157-162 of the book "The Speed of Trust" by Steven M.R. Covey which is the basis of the Strong Bonds curriculum The Speed of Trust for Families/Marriages/Soldiers. I highly recommend both! **CH Gramling posts a religious thought from a Christian perspective on the leadership thoughts each week at http://chaplainschatter316.blogspot.com

The 13 Behaviors: #5 Show Loyalty 2/2/2018

The 13 Behaviors: #5 Show Loyalty* Showing loyalty is about three things: giving credit, speaking about others as if they are present and always speaking of everyone respectfully. Giving credit is easy and builds trust quickly. This is because people naturally want to be noticed for their contributions and appreciate it when others recognize their work. Speaking about others as though they were present is a bit harder since so much of our culture today revolves around gossip but, there is nothing more disloyal than duplicity in our words. Always speaking respectfully of others can be hard too, particularly when people do bad things. One helpful idea, when the situation demands that you speak of someone's choices, is to focus on actions not character or motives. The counterfeit of these actions is: giving credit only when you have to and then claiming credit for yourself; publicly shaming others for speaking about others but privately doing the same and, speaking disrespectfully about others behind their back. Good leaders do good things but great leaders also watch their words carefully. The tongue can undo a thousand good actions with one dumb sentence. Both the book and the Strong Bonds curriculum explain these principals in great detail and help you figure out how to apply them in your context.** Army Leadership Doctrine: Loyalty is one of the seven Army values. ADRP 1 quotes the values " A loyal Soldier is one who supports the leadership and stands up for fellow Soldiers. By wearing the uniform of the U.S. Army you are expressing your loyalty. And by doing your share, you show your loyalty to your unit." These are good words but don't give much detail about what it actually means to show loyalty. In America we have the right to thought and action but just because we can speak poorly of others does not mean we should. Integrity means that our words and our actions go together but too often today people say that they are loyal but speak disrespectfully of one another. (perhaps this is why Billy Joel thinks honesty is a "lonely" word) *This is a reflection on a section of pages 152-157 of the book "The Speed of Trust" by Steven M.R. Covey which is the basis of the Strong Bonds curriculum The Speed of Trust for Families/Marriages/Soldiers. I highly recommend both! **CH Gramling posts a religious thought from a Christian perspective on the leadership thoughts each week at http://chaplainschatter316.blogspot.com

The 13 Behaviors: #4 Right Wrongs 2/1/2018

The 13 Behaviors: #4 Right Wrongs* Righting wrongs is about more than apologizing it's also about setting things straight (making restitution). Doing this takes humility since there is both an emotional cost, admitting fault, and a real (often monetary) cost, paying to make up for the error. Often immature leaders think that by admitting wrong that they are somehow weakening their position. In the movie "She Wore a Yellow Ribbon" screen legend John Wayne, playing CPT Nathan Brittles, says "You're not quite "Army" yet, miss... or you'd know never to apologize... it's a sign of weakness." Even in the film "Patton" the forced apology is only through gritted teeth. Often in our popular culture strong figures are those who never admit fault, but in reality leaders who can tactfully and artfully admit their weaknesses can build teams that are stronger than the sum of their parts, far beyond the abilities of the individual leader. Often the real problem is the ego of the leader; some leaders would rather the whole team go down in defeat than admit fault, apologize and fix the problem. Often the difference between success and failure is being able to quickly admit mistakes, set things right, build the team and maintain trust.* Both the book and the Strong Bonds curriculum explain these principals in great detail and help you figure out how to apply them in your context.** Army Leadership Doctrine: The Army puts great faith in leaders at all levels even giving commanders non-judicial authority. FM 6-22, para 7-14 to 7-18 talk about building a climate of trust. Table 7-9 indicates that leaders should "admit mistakes." You can learn more about the "Art" of admitting failure at https://hbr.org/2011/03/the-art-of-admitting-failure *This is a reflection on a section of pages 158-164 of the book "The Speed of Trust" by Steven M.R. Covey which is the basis of the Strong Bonds curriculum The Speed of Trust for Families/Marriages/Soldiers. I highly recommend both!