LEADERISTICS Leadership for Life

By Henry C. C Doster

Learn how to create personal and organizational growth by using Leaderistics. Develop "Your Leadership of Yourself" and manifest ability, willingness, and commitment to achieving personal and professional goals in yourself and others.

Dr. Doster guides you through simple and proven techniques for succeeding at "working with and through others to identify and achieve common goals." Discover why the Synergistic Leadership Toolbox is the first step on Thy Journey's Path and how that Path leads back

• Language: English
• Publisher: Page Publishing, Inc.
• Release date: Dec 22, 2014
• ISBN: 9781628388527

Book preview

LEADERISTICS

Synergistic Leadership

Toolbox

1st step on

Thy Journey's Path

Henry C. Doster, Ph.D.

Copyright © 2014 Henry C. Doster, Ph.D

All rights reserved

First Edition

PAGE PUBLISHING, INC.

New York, NY

First originally published by Page Publishing, Inc. 2014

ISBN 978-1-62838-851-0 (pbk)

ISBN 978-1-62838-852-7 (digital)

ISBN 978-1-63417-472-5 (hardcover)

Printed in the United States of America

Table of Contents

Applying Leaderistics and Its Synergistic Leadership Toolbox

Why a New Leadership Style for the Twenty-First Century?

Moving Toward Leaderistics

What Is versus What Should BeWhere Are Your Gaps?

The Jerry Compton Story

How Do I Change Myself?Use the Square

How Do I Improve Communications?Use the Mirror

How Do I Change Others?Use the Compass

How Do I Solve Conflict?Use the Pliers

How Do I Motivate Others?Use the Bucket

How Do You Grow New Leaders?Use the Protractor

What is the Greatest Managerial Secret? The Scale

What Creates the Competitive Edge?The ZWE Template

Leaderistics’ Synergistic Organizational System (SOS)

A New Report for the Board

Science and Religion

In the Beginning

Plussing—The Universe’s Gluon

The Soul-Spirit Core

The Beginning of the Outward-Bound Souljourney

Thoughts to Realities within Time ConstraintsWhy is this place built the way that it is?

The Divine PreconditionHow and why do we come into life?

The Parable of the Game of LifeHow do people achieve success?

Death and the Seven VeilsWhere do we go when we die?

The Beginning of the Inward-Bound SouljourneyHow has this place changed?

The Pavilion of CreativityHow will I come into life now?

The Parable of the New Game of Life within the POCHow will I achieve success now?

Common SpacesWhere will I go to achieve success?

Entering the PortalWhat is beyond this place?

Following the PathHow do I succeed in life?

Chapter 1

Applying Leaderistics and Its Synergistic Leadership Toolbox

Leaderistics is a process that occurs when a leader uses the Synergistic Leadership Toolbox (SLT). Leaders learn how to use the eight tools within the SLT by attending a workshop, webinar, retreat, immersion, or auditorium experience. One type of Leaderistics experience is the forty-five-hour full workshop in which participants receive a comprehensive explanation, review, and practice of each SL tool; another is the shorter three-hour renewal series, which are dynamic large-screen presentations designed for auditorium groups. In Leaderistics programs, the concepts within Leaderistics and each of the Synergistic Leadership (SL) Tool’s calculated behaviors are explained. All Leaderistics workshops are highly interactive and application-based learning processes.

Leaderistics and its Synergistic Leadership Toolbox began as a corporate, organizational development program at a regional medical center in Panama City, Florida; prior to that, it was successfully used as a college text and course. Many of the testimonies from participants completing Leaderistics praise it as the country’s most effective professional and personal development program. You can visit www.leaderistics.com and read some of these testimonies. Years of participants’ data and hundreds of testimonies support that Leaderistics creates more permanent behavioral enhancements and highly productive organizational cultures within a shorter period than other similar programs.

The Leaderistics workshop can be experienced in many formats (see www.leaderistics.com). Most frequently, it covers about forty-five hours of interaction. Because adequate time is required between sessions for each participant to practice applying each of the SL Tools, one full-day session per week or month seems most effective. During the breaks between each session, participants augment the specific calculated behaviors of each tool with assigned observations of the participant’s organizational, market, or personal realities.

The workshop’s impact is significantly increased when postworkshop activities, such as planning, organizing, coaching, or mentoring are provided. These activities allow administrators, managers, supervisors, and personnel to acquire competence and confidence while transferring the SL Toolbox from the workshop setting into organizational or personal results.

Results from Organizational Intervention

An initial assessment of Leaderistics and its Synergistic Leadership Toolbox’s effectiveness was conducted at the end of a two-year organizational intervention (from June 1993 to June 1995) at Bay Medical Regional Center (BMRC), Panama City, Florida. Later assessments of other interventions have reflected the same or stronger results. During this initial intervention, BMRC created a management development department for the purpose of enhancing managerial performance and overall employee productivity based on Leaderistics. BMRC is a 350-bed regional referral hospital serving a seven-county area. Its staff consists of over 180 physicians and 1,600 employees.

This pilot project and related study examined the impact of Leaderistics on two independent populations at BMRC. The first population consisted of 61 key administrators, managers, and supervisors who attended the Leaderistics workshop. This population completed both a preworkshop baseline assessment and two one-year postassessments that measured how much Leaderistics improved leadership roles, interpersonal behaviors, and managerial skills. The second population consisted of 828 followers who reported to these leaders. This population completed pre- and post-others assessments regarding their perceptions of how much leadership’s behaviors and managerial skills had improved during the period under study.

Pre- and postassessments of each workshop participant (n=61, the first population) included performance shifts within four specific leadership roles, eight specific interpersonal behaviors, and twenty-four specific managerial skills, along with a Myers-Briggs Personality Type Indicator (MBTI), and personal lifestyle activities that impact work performance. Also, workshop participants attended a preworkshop session during which they reviewed their profiles as a foundation for developing a personal vision of self-improvement. The participants’ preassessment baseline was divided into self and others. Self-assessments were based upon each participant’s self-appraisal. Others’ assessments were derived from surveying all followers who reported to each participant (n=828, the second population). Throughout the BMRC’s two-year intervention, composition of both the self and others populations changed less than two percent. Workshop attendance exceeded 95 percent.

During the period between the ending of the workshop and both postassessments, I worked directly with administrators, managers, supervisors, and key personnel who applied Leaderistics in their operational and interpersonal activities.

At the end of the BMRC intervention, postassessment data were collected and compared to preassessment baseline data. A summary report, Intervention—BMRC Impacts and Effectiveness, was presented to the organization. In the first chart (INTERPERSONAL & MGMT SKILLS), self pre- and postassessment data showed that interpersonal behaviors and managerial skills among the hospital administrators, managers, and supervisors improved by an average of 29.5 percent (the 61 workshop participants). Others pre- and postassessment data showed a notable 40.1 percent average improvement in the 828 followers’ perceptions of their leaders’ interpersonal behaviors and managerial skills.

The second chart (LEADERSHIP ROLES) is a multiyear database, which includes participant data from both BMRC workshop participants and other Leaderistics workshops conducted between 1993 and 1998. This five-year aggregated database shows a 41.1 percent average improvement in 1,575 others perceptions of their 121 leaders who attended a Leaderistics workshop between 1993 and 1998.

At the end of every Leaderistics workshop, each participant completes a workshop evaluation. In all Leaderistics workshops between 1993 and 2002, 98 percent of participants responded that Leaderistics is "outstanding and the best professional and personal development program they had attended." You can read hundreds of personal comments and testimonials, like the following, by visiting www.leaderistics.com.

I have been in management for fifteen years. This is my one and only experience at not only receiving theoretical knowledge but actual daily application of it. It has been a very positive and rewarding experience.

—Dorothy Perry

Manager, Hospice Home Care

Bay Medical Regional Center

I have attended many leadership programs. However, before Leaderistics, I had not found a program which combines all the best into one. Synergistic Leadership is that program I have been looking for! It indeed captures all of the best management principles and places them into one clear, concise, and remarkable package.

—David Slusser

Chief

Panama City Police Department

This course should be considered in every organization for the next century [twenty-first]. If Synergistic Leadership were used by everyone, what a wonderful world we would live in! It is very practical and has a commonsense application. It is a course that brings the best core values and beliefs to the surface.

—Barbara Cloud

CEO

Anchorage Children’s Home of Bay County

Synergistic Leadership far exceeded my expectations. The SL Tools are readily usable and can have significant impact for good. I would recommend the program to any organization seeking to improve and expand awareness of self, others, leadership enhancement and innovative change.

—Flo Bilelo, LCSW, LMFT, BCD

Director

Cornerstone Family Counseling Center

Synergistic Leadership has helped me to not only understand other people but also to understand myself. It has helped me to improve both my career and my personal life. When you understand the definition of Leaderistics and apply the calculated behaviors the whole world is opened to you.

—Cpl. Oscar Langston

Community Policing

Panama City Police Department

Synergistic Leadership has been remarkably effective at both enhancing the job skills of District 1 employees and synergizing all the talents, abilities and strengths within the district into a proactive, growth-oriented team movement. This workshop provided an excellent opportunity to learn, grow, and interact. It was an outstanding and meaningful experience.

—Edwin J. Higgins,

Chief, Florida Park Service

Florida Department of Environmental Protection

This workshop provided me with a new spirit and sense of direction.

—Reggie Gilbert

Manager, Housekeeping Department

Bay Medical Regional Center

This workshop has opened my eyes to personal blind sides and abrasive behaviors, which I had no idea existed.

—Larry G. Wilson

Park Ranger, FPS

As an associate professor, I have taught Leaderistics as a graduate level course, ABA607 Human Resource Development, and an undergraduate course, MS317 Organizational Behavior, at Embry-Riddle Aeronautical University. Students at both levels rated the course as excellent and the concepts within Leaderistics and its Synergistic Leadership Toolbox as being very valuable to both their personal lives and professional careers.

I definitely feel that Synergistic Leadership will be the future’s industry standard. It has given me a Toolbox of interpersonal skills for better understanding, developing and helping myself and others.

—Capt. Emilio C. Gurrea

USAF

Embry-Riddle Aeronautical University

I found Leaderistics and its Toolbox to be of great value both at home and on the job. The Toolbox has helped me to focus many leadership and managerial concepts into something made to be used and not just studied.

—Capt. Geoffrey F. Weiss

USAF

Embry-Riddle Aeronautical University

Finally, Leaderistics has been presented at numerous state and national conferences.

The scholarship of Synergistic Leadership is outstanding. The experience is invaluable and Synergistic Leadership will transform many systems.

—Forest Yanke, DPhil, LSW, LMFT, BCD

Licensed Marriage and Family Therapist

EXCELLENT! Blessings on your continued success and the help your workshop will provide for so many other individuals, organizations, and corporations! Synergistic Leadership is a masterpiece in sharing difficult, yet very basic concepts for a ZWE Culture. You conducted the workshop with patience, insight, and wisdom. Thank you for making Synergy a very practical tool. We appreciate having been a part of this experience.

—Holton R. Harders

Owner/President

Harders Construction Company

It provided me many opportunities for personal insights and growth. The group discussions were very meaningful. Synergistic Leadership gives you behavioral techniques for assessing the need for personal change and successfully implementing that change. It is a model for success based on achieving synergy in the workplace and personal relationships. From my experience, it synthesizes the most prominent leadership theories and concepts into an organized, practical model that makes sense and is very applicable for personal, professional, as well as organizational growth. This is an effective approach to leadership development for any organization dealing with the challenges of the twenty-first century.

—Susanne Houff

Director of Student Affairs

Florida State University, Panama City Campus

The portion of Leaderistics which you presented at the Florida Recreation and Park Association’s annual conference was thoroughly enjoyable. Thank you for helping us move forward into the twenty-first century.

—Fran P. Mainella

Director

National Park Service

After your presentation of Synergistic Leadership at the Florida Institute of Park Personnel’s annual conference, the board of directors voted, unanimously, to sanction Leaderistics as its signature statewide professional development program. FIPP’s intent is to partner with you so that this program can be offered to all recreation and park organizations in Florida.

—Randy H. Phillips

President

Florida Institute of Park Personnel, Inc.

Synergistic Leadership is for both the novice and the expert alike. The novice gains a beginning for understanding the forces and dynamics of leadership style and communication. The expert can pull everything into a simple and understandable framework that allows him to benefit from all past experiences. If enough leadership levels develop Synergistic Leadership, operational bumps and barriers could be removed.

—Father Martin J. Bratek

Catholic Priest

St. John Catholic Church, Panama City, FL

Chapter 2

Why a New Leadership Style for the Twenty-First Century?

Remarkably, throughout the ages, leadership behavior within organizations has remained rather constant regardless of the differing organizational patterns. In fact, present-day traditional leadership behavior shows little fundamental change from the Egyptian pharaohs ruling as god-kings (3000 BC), European monarchs ruling by divine right (1600s), Max Weber’s rational-legal bureaucracy (late 1800s) or Frederick Taylor’s Principles of Scientific Management (early 1900s). Decisions are made at the top by one or a few.

Traditional leadership behavior is not working well in our new ultracompetitive marketplace with its more mature workforce. Traditionally, top management believed it had all the answers; however, autocratic top-down leadership no longer achieves a market advantage. The Gilbreth’s factory engineering with their Time and Motion Studies and Frederick Taylor’s The One Best Way have run their course. Organizations can be weak market competitors even though they are utilizing efficient operational processes. Today’s competitive edge is developed by involving employees in improving production and delivery processes. Many organizational and operational problems can be solved by better utilizing the workforce in designing creative solutions for operational problems.

Further, traditional leadership has become increasingly ineffective at achieving organizational goals and societal needs, such as optimum utilization and development of the workforce, effective organizational growth, profitability, and improved levels of customer satisfaction. Striving for increased productivity can no longer be restricted to maximizing profit by centralizing power and having the decision-making authority at the top. In many cases, this strict adherence to top-down styles of leadership does not enhance organizational productivity or survivability. Viewing workers as production components to be closely monitored, controlled, and directed does not equate to improved efficiency. Organizational leadership can maintain good coordination while reducing its dependence upon traditional king of the mountain domination over most of its workforce. Therefore, organizational profit maximization should be viewed as a result of developing and empowering organizational teams which work with and through each other to identify and achieve common goals. The organizations that will survive and thrive in the twenty-first century are those who understand that traditional top-down leadership is a dinosaur heading for extinction.

Traditional leadership centralizes authority in one person or a few people. Today’s larger organizational structures and systems make this nearly impossible even if it were still desirable. Traditional leadership’s I talk and I decide controlling and directing behaviors are inappropriate for most of our present-day workforce. It is founded upon poor assumptions about the skills and potentials of many individuals working in current organizations. Many line and staff workers have the ability to contribute to determining the organization’s strategic vision, improving operational processes and procedures, as well as developing higher levels of customer satisfaction.

At the beginning of our industrial revolution, during the early 1800s, virtually all industries dealt with the production of goods. The workforce came directly from our agrarian society. Workers were farmers and homemakers who lacked formal education and knew little, if anything, about industrial manufacturing. Without doubt, our early workforce was very immature in industrial manufacturing and management skills. Given the immaturity of our workforce during the 1800s and early 1900s, industrial engineering, autocratic leadership, and strict spans of managerial control were necessary for organizational survival, growth, and profitability.

In 1910, selecting a group of workers from a factory floor and asking for suggestions on how to reduce defects within a manufacturing system, to reconfigure a work-flow process, or to improve a specific production technique would have netted little in the way of innovative ideas or practical suggestions. Each worker was trained to perform an isolated production task. Quite often, such a task could seem unrelated to the finished product. Workers did not understand the interrelationships between various industrial products or manufacturing processes.

Currently, however, our country’s industries and workers are very different. Most of our workforce are employed in sales, service, or information industries and have a high school diploma or equivalent. Many have advanced degrees and technical certifications. Today, entering a typical organization, selecting a group of coworkers and asking them, How can we improve the quality of our services or the level of our customer satisfaction? elicits a wide range of practical suggestions.

Furthermore, many workers are entrusted with complex