Part 6: Destructive Abundance
Chapter 17-Leadership Lesson 1: So Goes the Culture, so Goes the Company
Chapter 18-Leadership Lesson 2: So Goes the Leader, so Goes the Culture
Chapter 19-Leadership Lesson 3: Integrity Matters
Chapter 20-Leadership Lesson 4: Friends Matter
Chapter 21-Leadership Lesson 5: Lead the People, Not the Numbers
You might consider chunking the leadership lessons from these chapters according to the following:
Lessons 1-3 (pp 127-157)
Please download the discussion guide and complete the Leadership Lessons Chart for Lessons 1 -3 (pp 127-157) for the next meeting.
Lessons 4-5 (pp 158-178)
Reflect on the following questions over pages 158-178 for Knowledge Café. [The book study coordinator will need to have ready three Items: Knowledge Café Activity directions, Table Tents, and Partner Cards (which you should already have from Part 2.)]
Lesson 4: Friends Matter Discussion Questions
“When we are disconnected from the people with whom we work, we spend more time focused on our own needs than the needs of the people for whom we’re supposed to be responsible” (p. 160).
- What has been the impact of “disconnects” in your organization?
- How connected are you with the needs of your students? Your staff? Your community?
- What strategies do you have for developing relationships and friendships with your stakeholders?
- The examples Sinek shares to illustrate how friendships can move work forward include people who are in parallel positions (i.e,. congressmen/women). What are the challenges of cultivating friendships with your boss? Your employees? Should the “boss” befriend the employees?
- What are the challenges related “disconnects” for us as a member organization? How can we ensure we understand the needs of our members?
Lesson 5: Lead the People Not the Numbers
“A leader’s legacy is only as strong as the foundation they leave behind that allows others to continue to advance the organization in their name” (p. 168).
- What will be your legacy? What project/initiative/work do you hope continues long after you leave your building/district/organization?
- What are you doing to ensure the sustainability of your work?
- What metrics should be used to measure your impact? How do they compare to the metrics Sinek applies to Jack Welch (pp 167-8)?
- What specific strategies do you use to “distribute power across the organization”?
- What strategies do you use to “train, build, and protect people…so [they] can command and control any situation themselves”?
- Review the last two paragraphs on page 178. It would seem that if teachers and staff love the school, then they pave the way for parent and community “love.” What are the leadership implications if school employees do not live in the district?