AUTHORS - Blanchard International Ho! ® Award for Business

AUTHORS

KEN BLANCHARD

SHELDON BOWLES

GARRET DEMAREST

CHRIS EDMONDS

ROBERT GLASER

EDITOR

ROBERT BRILLANTES

PROJECT MANAGERS

ROBERT BRILLANTES

KIM KING

PRODUCTION COORDINATOR

NINA THOMPSON

LAYOUT AND DESIGN

TARA WALLACE

CHRIS EDMONDS

PRINTING

IKON OFFICE SOLUTIONS

The materials in this program have been designed to develop certain and specific knowledge and skills. Ourstaff has spent a significant amount of time and effort writing and testing these materials to ensure theireffectiveness. The Ken Blanchard Companies maintains full and exclusive rights to these materials through allapplicable copyright laws. No redesign, editing, or reproduction of these materials is permitted without writtenpermission of Blanchard.

If you desire to customize or adapt these materials for your organization or to discuss a licensing agreement,please contact your Blanchard representative at 800 728-6000. Blanchard maintains a staff with extensivecapabilities to assist you in meeting your needs.

All changes, adaptations, or licensing rights to these materials must be requested and approved throughThe Ken Blanchard Companies in writing.

Thank you!

125 State Place, Escondido, CA 92029 USASan Diego 760 489-5005 • 800 728-6000 • Fax 760 489-8407

London 44 208 540 5404 Toronto 905 568-2678 • 800 665-5023www.kenblanchard.com

Item # 10832 V053102

GUNG HO!® PARTICIPANT WORKBOOK

© 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102 PARTICIPANT iii

Table of Contents

IntroductionGung Ho!®, Friend................................................................... 1–1Gung Ho!® Road Map ............................................................. 1–2Creating a Learning Community .............................................. 1–4Community Norms .................................................................. 1–5Gung Ho!® Award for Business Excellence .............................. 1–6Visionary Companies............................................................... 1–7Corporate Culture .................................................................... 1–8A Case for Gung Ho!® ............................................................. 1–9Introduction Key Learnings ...................................................... 1–10

Purpose and ValuesPurpose and Values ................................................................. 2–1Clarifying Your Personal Purpose and Values ............................ 2–2Personal Purpose and Values Poster ......................................... 2–5Personal and Organizational Alignment .................................. 2–6Alignment Check ..................................................................... 2–8Case Study: Walton Works #2 Finishing Department ............... 2–9Tools and Resources ................................................................ 2–12Action Planning....................................................................... 2–14Purpose and Values Key Learnings ........................................... 2–15

Spirit of the SquirrelSpirit of the Squirrel ................................................................. 3–1Principle 1—Spirit of the Squirrel ............................................ 3–2Case Study: Fast-Food Restaurant ............................................. 3–3Knowing We Make the World a Better Place ........................... 3–4Critical Job Functions .............................................................. 3–5SMART Goals .......................................................................... 3–6Your SMART Goal ................................................................... 3–7Accountability for Values ......................................................... 3–8Performance-Values Matrix...................................................... 3–10Tools and Resources ................................................................ 3–12Action Planning....................................................................... 3–13Spirit of the Squirrel Key Learnings .......................................... 3–14

PARTICIPANT WORKBOOK GUNG HO!®

iv PARTICIPANT © 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102

Table of Contents

Way of the BeaverWay of the Beaver ................................................................... 4–1Principle 2—Way of the Beaver ............................................... 4–2Transitions ............................................................................... 4–3Case Study: Transition Plan ...................................................... 4–4Leadership Behaviors Needed for Peak Performance ............... 4–5Win as Much as You Can ......................................................... 4–6Trust in Your Team ................................................................... 4–7Systems Analysis ...................................................................... 4–8Systems Analysis of Your Work Team........................................ 4–9Tools and Resources ................................................................ 4–11Action Planning ....................................................................... 4–13Way of the Beaver Key Learnings ............................................. 4–14

Gift of the GooseGift of the Goose ..................................................................... 5–1Principle 3—Gift of the Goose ................................................ 5–2Congratulations Must Be TRUE ................................................ 5–3No Score, No Game, Cheer the Progress ................................. 5–4E = mc2 ................................................................................... 5–5Storytelling .............................................................................. 5–6Tools and Resources ................................................................ 5–7Action Planning ....................................................................... 5–8Gift of the Goose Key Learnings .............................................. 5–9

Creating a Plan for ChangeCreating a Plan for Change ...................................................... 6–1Bringing It All Together ............................................................ 6–2Action Plan Worksheet ............................................................ 6–3Celebration of Key Learnings ................................................... 6–5

AppendixBuilding Trust in Organizations................................................ A–1Myths of Visionary Companies ................................................ A–3Sustaining Culture ................................................................... A–7About the Authors ................................................................... A–8About The Ken Blanchard Companies ...................................... A–10Ideas, Insights, and Intentions .................................................. A–11

GUNG HO!® INTRODUCTION 1

© 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102 PARTICIPANT 1–1

Gung Ho!®, Friend

Workshop Overview

The Gung Ho!® workshop is based on the best-selling book byKen Blanchard and Sheldon Bowles. The workshop’s purpose is tocreate a learning experience that provides leaders with theknowledge, skills, and motivation to build a Gung Ho! organization.This highly interactive workshop will help you put Gung Ho!principles to work—for you, your work teams, your organization, yourfamily, and your community.

Workshop Objectives

• To learn the elements of the three Gung Ho! principles

• To discover your team’s Gung Ho! Quotient (an assessment tool toidentify and analyze gaps between your team’s and organization’scurrent reality and best practices)

• To clarify your personal purpose and values and to explore howthese align with your organization’s purpose and values

• To understand how to develop team members and transfer controlfor achieving goals into their hands

• To provide praise and encouragement linked to declared goalsand tailored to the uniqueness of each team member

• To begin learning how to build a corporate culture that improvesthe quality of life for employees and customers

• To develop an action plan, based on the progressive completionof the three principles, for making Gung Ho! a reality—withinyour sphere of influence in your organization and beyond

1 INTRODUCTION GUNG HO!®

1–2 PARTICIPANT © 2000 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V053102

Workshop Overview and Objectives

Corporate Culture

Award for Business Excellence

Creating a Learning Community

ª

Friend

Objectives

Clarifying Purpose and Values

Personal and Organizational Alignment

Action Planning

Objectives

Knowing We Make the World a Better Place

SMART Goals

Accountability for Values The Performance-Values

Matrix

Action Planning

A Case for Gung Ho!

,

PURPOSE& VALUES

Gung Ho!® Road Map



Objectives

Transitions

Leadership Behaviors

Building TrustSystems Analysis

Action Planning

Congratulations Must Be TRUE

E = mc2

No Score, No Game,Cheer the Progress

Action Planning

Objectives

Storytelling

Action PlanWorksheet

Celebration ofKey Learnings

CHANGE

Bringing It All Together

Gung Ho! Road Map



Creating a Learning Community

Norms are agreements that guide participants’ behaviors during theworkshop. By agreeing to these norms, you commit to abide by themand hold each other accountable for living by them during theworkshop.

Sample Norms

• Assume best intentions

• Seek to understand before being understood

• Be a participant

• Focus on the topic at hand

• Keep commitments

• Be on time

• One person speaks at a time

• Be candid

• Seek cooperative effort

• Be problem solvers, not problem spotters

• Honor confidentiality



D I R E C T I O N S

Write the norms weagree to follow duringthis workshop.

Community Norms

1.

2.

3.

4.

5.

6.



Business

ExcellenceGung Ho!® Award for Business Excellence

The Gung Ho! committee is pleased to announce the BusinessExcellence Award winner for the year _________. The award goes to_________________________ [company/department].

This organization exceeded the criteria for this award twofold! Theirremarkable success can be attributed to the following:

•

•

•

•

•

We offer our congratulations to this model organization!



D I R E C T I O N S

Read each statement andcircle “T” if you believethe statement to be trueor “F” if you believe thestatement to be false.

Visionary Companies

True False

1. Visionary companies require great andcharismatic visionary leaders. T F

2. The most successful companies exist firstand foremost to maximize profits. T F

3. Visionary companies share a commonsubset of “correct” core values. T F

4. The only constant is change. T F

5. Visionary companies are great placesfor everyone to work. T F

6. Highly successful companies make theirbest moves by brilliant and complexstrategic planning. T F

7. The most successful companies focusprimarily on beating the competition. T F

8. Companies become visionary primarilythrough their vision statements. T F

Adapted from James C. Collins and Jerry I. Porras, Built to Last: Successful Habits of VisionaryCompanies (New York: HarperBusiness, 1994).



Corporate Culture

Culture can be defined as

The totality of socially transmitted behavior patterns, arts,beliefs, institutions, and all other products of humanwork and thought that is characteristic of a community orpopulation

What does the term corporate culture mean to you?

Corporate culture has been described as

the way things get done around here

Companies with Enduring and Unique Corporate Cultures

• Disney

• IBM®

• Saturn®

• Southwest Airlines

• 3M®

• ______________________________________

• ______________________________________

• ______________________________________



A Case for Gung Ho!®

Visionary Companies

“Visionary companies attain extraordinary long-termperformance ... over 6 times the comparison [stock] fund andover 15 times the general market.”*

Performance-enhancing Cultures vs. Nonperformance-enhancingCultures**

• Revenue increase—682% versus 166%

• Workforce expansion—282% versus 36%

• Stock price increase—901% versus 74%

• Net income increase—756% versus 1%

Performance and Employee Fulfillment

“Sixty-nine percent of the variability in employee fulfillment isattributable to the qualities of leadership of the manager orsupervisor.”***

Why Employees Are Loyal†

• Inspiring leadership—role model of values-based leadership

• Outstanding facilities—caring for employees’ needs

• A sense of purpose—making a difference in society

* James C. Collins and Jerry I. Porras, Built to Last: Successful Habits of Visionary Companies(New York: HarperBusiness, 1994.)

** John P. Kotter and James L. Heskett, Corporate Culture and Performance (New York: Free Press,1992).

*** Leimbach, Michael P., Business Performance, Employee Satisfaction, and Leadership Practices.Wilson Learning Corporation, 1994.

† Fortune Magazine, “100 Best Companies to Work For” January, 1998.



IntroductionKey Learnings

• Norms are agreements that guide team member behaviors. Byagreeing to norms, you commit to abide by them and hold eachother accountable for living them.

• Becoming a Gung Ho! organization begins by creating a vision ofwhat Gung Ho! looks like in your organization.

• The realities of becoming a visionary company challenge thetraditional myths of what it takes to be a successful organization.

• Corporate culture can be defined as “the way things get donearound here.” Culture is implicit rather than explicit.Organizations with distinctive, enduring cultures work at creatingan environment with uncompromising values and a sense ofpurpose.

GUNG HO!® PURPOSE AND VALUES 2


Purpose and Values

Overview

Your personal purpose and values are the foundation of your work.They drive the “way” in which you work. In this module you willexplore and discuss your personal purpose and values and why theyare important to the performance of your job. You will also examinethe alignment between your own purpose and values and yourorganization’s purpose and values. You will see how to write apurpose statement and define values for your sphere of influence.

Objectives

• To understand your purpose and values

• To examine the alignment of your purpose and values with your

organization’s purpose and values

• To write a purpose statement and define values for a leader’s

sphere of influence

• To introduce the GHQ Profile

2 PURPOSE AND VALUES GUNG HO!®


Clarifying Your Personal Purpose and Values

Purpose

1. Value ___________________________________________________

Definition _______________________________________________

________________________________________________________

________________________________________________________

Behaviors _______________________________________________

________________________________________________________

________________________________________________________

________________________________________________________

D I R E C T I O N S

Write or rewrite a draftof your personal purposeand values statement.Review your personalpurpose and values fromthe Prework Booklet.

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AUTHORS - Blanchard International Ho! ® Award for Business