1. Be a self-differentiated leader
Covey, S., McChesney, C., & Huling, J. (2012). The 4 Disciplines of Execution: Achieving your wildly important goals. Simon and Schuster.ISBN B005FLODJ8
Friedman, E. H. (2007). A Failure of Nerve: Leadership in the age of the quick fix. Church Publishing, Inc. ISBN B009VHSBYK
Patterson, K., & Grenny, J. (2013). Influencer: The power to change anything, Second Edition. McGraw-Hill Education. ISBN 0071808868
Pink, D. H. (2011). Drive: The Surprising Truth About What Motivates Us. Penguin. ISBN B004P1JDJO
Sinek, S. (2009). Start With Why: How great leaders inspire everyone to take action. Penguin.ISBN B002Q6XUE4
Patterson, K., & Grenny, J. (2013). Influencer: The new science of leading change, Second Edition. McGraw-Hill Education. ISBN 0071808868
Covey, S., McChesney, C., & Huling, J. (2012). The 4 Disciplines of Execution: Achieving your wildly important goals. Simon and Schuster. ISBN B005FLODJ8
These domains are also commonly presented in the following relationship:
- http://www.icomproductions.ca/what-we-know/ (infographic)
To promote the use of the affective domain they have developed a useful site called
- The Affective Domain in the Classroom points to and annotates a wide assortment of useful resources and research.
How to Change People Who Don’t Want to Change | The Behavioral Science Guys
Tom Asacker asks why so many people watch TED talks and yet so few change their behaviors as a result.
Why TED Talks don’t change people’s behaviors: Tom Asacker at TEDxCambridge 2014
Dr. Kotter points out that many change endevours fail because too many people fail to address the heart and minds of the people involved.
John Kotter – The Heart of Change
Simon Sinek argues that people don’t buy what you do they buy why you do it. Successful organizations and people understand this fundamental principle.
Sinek TED Talk Start with Why — how great leaders inspire action.
Dr. Kotter argues that the first step in any change effort is to create a sense of urgency in the people directly impacted by the change.
Leading Change: Establish a Sense of Urgency
Overview of Process
Why = The Purpose
What is your purpose, cause or belief?
Why do you do what you do?
Very few organizations know why they do what they do.
Why is not about making money. That is a result.
Why is a purpose, cause or belief. It is the very reason your organization exists.
How = The Process
Specific Actions taken to realize the Why.
How do you do what you do?
Some organizations know HOW they do it.
These are the things that make them special or set them apart from the competition.
What = The Result
What do you do? The result of Why. Proof.
What do you do?
Every organization on the planet knows WHAT they do.
These are the products that they sell or the services that they offer.
Example 1 – Apple
Why – Everything we do, we believe in challenging the status quo; we believe in thinking differently.
How – The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly.
What – We just happen to make great computers … want to buy one?
Example 2 – School of Health Sciences Future of Learning Why, How, What Visual
Why – We believe that today’s learners in BCIT’s School of Health Sciences are tomorrow’s leaders in the health of society.
How – We engage in quality health sciences education in a collaborative, flexible, and learner-focused culture.
What – We create opportunities for learners to care and to learn and think critically, while supporting them to become innovators in health.
2. CHANGING VITAL BEHAVIORS
Three Myths of Behavior Change – What You Think You Know That You Don’t: Jeni Cross at TEDxCSU
Change Behavior- Change the World: Joseph Grenny at TEDxBYU
3. SIX SOURCES OF INFLUENCE
Joseph Grenny | Mastering the Skill of Influence
Harnessing Social Pressure
4. FOUR DISCIPLINES OF EXECUTION
Executive Overview of The 4 Disciplines of Execution
5. SELF-DIFFERENTIATED LEADERSHIP
Friedman’s Theory of Differentiated Leadership Made Simple
Crucial Conversations Explained in 2 Minutes
Video Review for Crucial Conversations