What does the MOA bring to the Consultation and Planning

What does the MOA bring tothe Consultation and Planning

Process?

At the end of this unit, the successfuiparticipant will 6e able to:

Understand the primary conceptsemphasized by the MOA to Improveefficiency and effecriveness of land useplans and associated consultations.

Identify actions he or she can take toImplement these concepts.

At the end of this unit, the successful

participant will be able to:

Identify the benefits to Implementing theMOA.

Identify ways to overcome potentialbarriers to Implementing the MOA.

Interagency Cooperation

What does the MOA ask us to

do differently?

• People and Teams

• Process

• Land Use Planning and Consultations

People and Teams

Early Communication

Early and Close Coordination

Example: Action agency contactsconsulting agency early in planningprocess.

People and Teams

Organized Teams

Strong, organized team approach thatincludes consulting agency as memt>er -Working Groups.

f BO LUP \( Team Team J

WorkingGroup

Reality Check

People and Teams

Dispute Resolution

Pre-arranged dispute resolution process

- Local

- Regional- National

Process

Consultation Agreement

Capture on paper

-scope of proposed action-scale of analysis, information needs

-staff and responsibilities

-time frames

-dispute resolution

-staff coordination

Process

Consultation Agreement

Adaptive Process

-Be ready to change as needed

-Communicate continuously

-Agree on changes

Process

Plan and Program Level

Design plans and programs to benefitcandidate, proposed and listed speciesso that future actions will be "no

jeopardy"

Future consultations much easier to

complete

Process

Plan and Program Level

• Reduce consultations, increasecoordination

• Conserve species per 7(a)(1)

Process

Consultation Time Frames

Promote shorter time frames

Written concurrence - 30 days

Formal - 90 days

9How are these time frames

possible?

Agreement on BA/BEcontents and conclusions

before submittingconsultation request

Planning and Consultations

Promote Conservation and

Recovery

Build into LUPs conservation actions for

candidates, proposed and listed species

At a minimum, design programs tominimize impacts to candidate,proposed and listed species


Promote Conservation and

Recovery

Keep options open for futureconservation opportunities

include analysis of effects to candidatesas part of planning process

Include candidates in BA/BE


Conference on Plans

Conference on plans when species isproposed

Use formal conference where possible


Develop Guidance Criteria

• Effects analysis tool

• Identify parameters for each species

• Sort components into effects categoriesto facilitate BA/BE and BO preparation

What's your reaction?

8

NOTES AND HANDOUTS

What does the MOA bring to the consultation and planning process?

OBJECTIVES:

At the end of this session, the successful student will be able to:

1. Understand the primary concepts emphasized by the MOA to improveefficiency and effectiveness of land use plans and associated consultations.

2. Identify actions he/she can take to implement these concepts.

3. Identify the benefits to implementing the MOA (exercise).

4. Identify ways to overcome potential barriers to implementing the MOA(exercise).

1. What does the MOA ask us to do differently or emphasize more?

People and TeamsProcess

Land Use Planning and Consultations

A. People and Teams

1. Early Communication

a. Early and Close Coordination - talk to each other, listen to each othervery early in the planning process.

For example, the action agency will contact FWS/NMFS early inplanning process to determine what proactive actions can be built intoland use plans.

2. Organized Teams

a. Stronger, organized team approach that includes consulting agency asa member - Working Groups.

b. Use Working Groups to maintain coordination and communicationthroughout the planning and consultation process.

For Example, Working Groups will:

Coordinate and agree on content and conclusions of BA before

initiation of consultation.

Coordinate and agree on content and conclusions of BO before

issuing final opinion.

What does the MOA bring to the consultation and planning process? Detailed Outline Page 1

c. Field level biologists (action agency and consulting agency) basicoperational unit - Program Level Working Groups. Link to LUP team(action agency) and BO team (consulting agency) through WorkingGroup member. Thus, Working Group member also has a transmitterand translator role. Working Group member will need to objectivelyrepresent views and concerns of other agency.

d. Reality check on staffing levels - one person from consulting agencymay be assigned to several LDP's.

Thus responsibility to be a successful transmitter and translator restsheavily with action agency biologist.

3. Dispute Resolution

a. Formal (pre-arranged) dispute resolution process after a good faitheffort has been made by primary team to work it out.

Local, Regional and National Issue Resolution Working Groups

B. Process

1. Consultation Agreement

a. Capture in consultation agreement such items as; scope of proposedaction, scale of analysis, information needs, staff and responsibilities,time frames, dispute resolution, staff coordination.

b. Adaptive process - not set in stone - be ready to change as needed -communicate continuously and agree on changes made toconsultation agreement.

2. Focus on Plan and Program Level

a. If we design plans and programs to benefit or minimize impacts tocandidate, proposed and listed species, future activities implementedunder the plan and program will likely be "no jeopardy".

b. Future program or project level consultations that fit under the nojeopardy plan or program should be much easier to complete.

c. May reduce the number of consultations (avoid project by project) andprovide a more coordinated approach for implementing programs andactions that benefit species or are least impacting.

d. Increase conservation under 7(a)(1).


3. New Consultation Time Frames

a. Will support shorter consultation time frames once BA is complete IFgood coordination and cooperation is completed up front. Rememberto check back against consultation agreement.

b. Goal of 30 days or less for concurrence letters, 90 days or less forcomplete formal consultation.

0. How are these timeframes possible? Agreement on BA/BE contentsand conclusions before initiating consultation is the key!

0. Land Use Planning and Consultations

1. Use Land Use Plans to Promote Conservation and Recovery

a. Build into Land Use Plans conservation actions for candidate,

proposed and listed species.

b. At a minimum, design programs to minimize impacts to candidate,proposed and listed species.

c. Make sure not to preclude future conservation opportunities.

d. Analyze effects of plan to candidates as part of planning process.

e. Include candidate species in BA's/BE's.

2. Conference on Plans

a. Conference on plans when species are proposed. This will avoid thepossibility of making irreversible or irretrievable commitments ofresources when species becomes listed.

BLM Policy already requires conference for may adversely affectactions. Example of how MOA standardizes across all four agencies.

b. Use formal conference where possible for proposed species.

3. Develop Guidance Criteria

a. Guidance Criteria = Effects Analysis Tool

b. Identify parameters or criteria for each species that normally wouldresult in "no effect", "not likely to adversely affect", likely toadversely affect" and "likely to jeopardize".

c. Use criteria to sort components of the plan into effects categories andfacilitate BA and BO preparation.


Exercise: Barriers and Benefits

Instructions

In your small discussion groups, discuss and write down in the table below:

Barriers to implementing the MOA concepts.Ways to overcome these barriers.Benefits to overcoming these barriers.

Select one person to capture your ideas on paper and one person to be your groupspokesperson.

r\

Brainstorm Your Barriers Here

Barrier Ways to Overcome Barrier Benefits

Barrier 1.

Continue on back as needed

IV - Barriers and Benefits Exercise

Barrier Way to Overcome Barrier Benefits

Barrier 2.

Barrier 3.

IV - Barriers and Benefits Exercise

Booklist and Reviews

Beyond the Bottom Line: How to do More with Less In Nonprofit and PublicOrganizationsby Martin W. Sandier, Deborah A. Hudson, James Champy, Hardcover - 256 pages (May1998) Oxford Univ Press; ISBN: 0195116127

Synopsis: The authors provide detailed descriptions of nonprofits and public agenciesthat are meeting the challenge of doing more with less, and setting standards ofefficiency and service that few business organizations can meet. The authors studiedhundreds of nonprofit and public agencies around the country to find organizations likethese that are meeting the challenges of shrinking resources and growing demand.Focusing on the thirty "best of breed" organizations, they developed a roster of attitudesand skills that distinguishes these top performers. In addition, they have distilledhundreds of practical techniques and strategies - transferable to any organization in anysector - that put these organizations at the head of their class.

Built to Last: Successful Habits of Visionary Companies by James 0. Collins, Jerry 1.Porras, Paperback - 368 pages (January 1997), Harper business; ISBN: 0887307396; OtherEditions: Hardcover, Audio Cassette

Review: This analysis of what makes great companies great has been hailedeverywhere as an instant classic and one of the best business tities since In Search ofExcellence. The authors, James C. Collins and Jerry I. Porras, spent six years inresearch, and they freely admit that their own preconceptions about business successwere devastated by their actual findings -along with the preconceptions of virtuallyeveryone else.

Built to Last identifies 18 "visionary" companies and sets out to determine what's specialabout them. To get on the list, a company had to be world famous, have a stellar brandimage, and be at least 50 years old. We're talking about companies that even alayperson knows to be, well, different: the Disney, the Wal-Marts, the Merck. Whateverthe key to the success of these companies, the key to the success of this book is thatthe authors don't waste time comparing them to business failures. Instead, they use acontrol group of successful-but-second-rank" companies to highlight what's specialabout their 18 "visionary" picks. Thus Disney is compared to Columbia Pictures, Ford toGM, Hewlett Packard to Texas Instruments, and so on.

The core myth, according to the authors, is that visionary companies must start with agreat product and be pushed into the future by charismatic leaders. There areexamples of that pattern, they admit: Johnson & Johnson, for one. But there are alsojust too many counterexamples~in fact, the majority of the "visionary" companies,including giants like 3M, Sony, and Tl, don't fit the model. They were characterized bytotal lack of an initial business plan or key idea and by remarkably self-effacing leaders.Collins and Porras are much more impressed with something else they shared: analmost cult-like devotion to a "core ideology" or identity, and active indoctrination ofemployees into "ideologically commitment" to the company.

The comparison with the business "B"-team does tend to raise a significantmethodological problem: which companies are to be counted as "visionary" in the firstplace? There's an air of circularity here, as if you achieve "visionary" status by...achieving visionary status. So many roads lead to Rome that the book is less practicalthan it might appear. But that's exactly the point of an eloquent chapter on 3M. Thiswildly successful company had no master plan, little structure, and no prima donnas.

Barriers and Benefits Exercise Booklist and Reviews Page 1

Instead it had an atmosphere In which bright people were both keen to see the companysucceed and unafraid to "try a lot of stuff and keep what works." -Richard Farr,Amazon.com

Business @ the Speed of Thought: Using a Digital Nervous System by Bill Gates,Collins Hemingway (Contributor), Hardcover - 470 pages (March 24,1999), Wamer Books;ISBN: 0446525685 ; Other Editions: Audio Cassette (Abridged), Audio Cassette (Unabridged),Audio CD (Abridged)

Review: "So where do you want to go tomorrow? That's the question Bill Gates tries toanswer in Business @ the Speed of Thought. Gates offers a 12-step program forcompanies wanting to do business in the next millennium. The book's premise: Thanksto technology, the speed of business is accelerating at an ever-increasing rate, and tosurvive, it must develop an infrastructure~a "digital nervous system"~that allows for theunfettered movement of information inside a company. Gates writes that 'The mostmeaningful way to differentiate your company from your competition ... is to do anoutstanding job with information. How you gather, manage, and use information willdetermine whether you win or lose."

With excerpts in Time magazine, a dedicated Web site, and an all-out media assault,Microsoft is working hard to push Business @ the Speed of Thought into the nationaldialogue, and for many it will be difficult to see the book as anything but a finely tunedmarketing campaign for the forthcoming versions of Windows NT and MS Office.Nevertheless, as Gates has shown time and time again, him, Microsoft, and perhapseven this book you may ignore at your own peril." - Harry C. Edwards, Amazon.com

Customer Centered Growth: Five Proven Strategies for Building Competitive Advantageby Richard Whiteley and Diane Hessan; Paperback - 320 pages, Addison-Wesley PublishingCo.; ISBN: 0-201-15493 -5.

Review: "The authors reveal the ingredients needed to keep an enterprise mindful of itsdefining purpose. Tools for enhanced financial wizardry, retooled efficient operations,and energized team abound. Until this book there has been no guide to the dynamics ofgrowing within your firm's marketplace." Jeffrey Sonnefeld, Director of Center forLeadership and Career Studies, Professor at Emory University.

Diffusion of Innovations by Everett M. Rogers (Preface) Paperback - 519 pages 4th edition(May 1995) Free Press; ISBN: 0029266718.

Reviews: One of the BEST "business" books overwritten - INC magazine. Dr. Rogersis a brilliant sage whose lifelong quest for understanding how and why people adopt ordeny innovation began, he tells me, on his family's farm in Iowa as a boy. At a youngage he observed that some farmers were quick to adopt the latest innovations whilemany others were slower or even resistant to change. He also noticed that adoptiondidn't always equal success, nor did the refusal to change. So whether your gig isplowshares or computers or languages or healthcare or just about anything, you will findthis book fascinating and illuminating. The book takes an "innovation" tour around theglobe and through history with poignant examples of how new ways are diffused intosocieties. INC. magazine recently named this book as one of the 25 most importantbooks written for understanding commerce. Ev is truly one of the wise men of today. -Amazon.com- [email protected] from Santa Fe, New Mexico , August 7,1999

"Innovations are the mercy of their host environments.... I found this book veryinteresting as it provides real case studies of great innovations of our time that failed as


people forgot the soft issues necessary for successful implementation. I believe thisbook is very useful specially to IT professional, as it provides insights into areas at timesoverlooked in the pursuit of introducing changes through technology." [email protected] from Canada , April 16,1998 on Amazon.com

Discovering the Soul of Service: The Nine Drivers of Sustainable Business Success byLeonard L. Berry, Hardcover, 270pp., ISBN: 0684845113, The Free Press, February 1999.

Review: Leonard Berry, a foremost researcher on service quality in America, builds acomprehensive model in Discovering the Soul of Service of what makes an

organization successful. Focusing on fourteen standout companies - including CharlesSchwab, Dial-A-Mattress, and Midwest Express Airlines ~ Berry identifies nine drivers ofsustainable success for any service organization.... strategic focus, executionalexcellence, control of destiny, trust-based relationships; generosity, investment inemployee success, acting small, and brand cultivation to drive customer satisfaction,innovation, and growth. Dedicating a chapter to each of these nine drivers, this bookpresents the principles and step-by-step actions that continuously bring success to life ina company.

Emotional intelligence by Daniel Goleman, Paperback - 352 pages. Reprint edition (July1997) Bantam Books; ISBN: 0553375067.

Review: "There was a time when IQ was considered the leading determinant ofsuccess. In this fascinating book, based on brain and behavioral research, DanielGoleman argues that our IQ-idolizing view of intelligence is far too narrow. Instead,Goleman makes the case for "emotional intelligence" being the strongest indicator ofhuman success. He defines emotional intelligence in terms of self-awareness, altruism,personal motivation, empathy, and the ability to love and be loved by friends, partners,and family members. People who possess high emotional intelligence are the peoplewho truly succeed in work as well as play, building flourishing careers and lasting,meaningful relationships. Because emotional intelligence isn't fixed at birth, Golemanoutlines how adults as well as parents of young children can sow the seeds."-Amazon.com

First, Break All the Rules : What the World's Greatest Managers Do Differently by MarcusBuckingham, Curt Coffman, Hardcover - 271 pages (May 1999) Simon & Schuster; ISBN:0684852861 ; Other Editions: Audio Cassette (Abridged)

Review: Marcus Buckingham and Curt Coffman expose the fallacies of standardmanagement thinking in First, Break All the Rules: What the World's Greatest ManagersDo Differently. In seven chapters, the two consultants for the Gallup Organizationdebunk some dearly held notions about management, such as "treat people as you liketo be treated"; "people are capable of almost anything"; and "a manager's role isdiminishing in today's economy." "Great managers are revolutionaries," the authorswrite. "This book will take you inside the minds of these managers to explain why theyhave toppled conventional wisdom and reveal the new truths they have forged in itsplace."

The authors have culled their observations from more than 80,000 interviews conductedby Gallup during the past 25 years. Quoting leaders such as basketball coach PhilJackson, Buckingham and Coffman outline "four keys" to becoming an excellentmanager: Finding the right fit for employees, focusing on strengths of employees,defining the right results, and selecting staff for talent-not just knowledge and skills.First, Break All the Rules offers specific techniques for helping people perform better on


the job. For instance, the authors show ways to structure a trial period for a new workerand how to create a pay plan that rewards people for their expertise instead of how fastthey climb the company ladder. "The point is to focus people toward performance," theywrite. "The manager is, and should be, totally responsible for this." Written in plainEnglish and well organized, this book tells you exactly how to improve as a supervisor. ^-Dan Ring, Amazon.com

Flight of the Buffalo, Soaring to Exceiience, Learning to Let Employees Lead by JamesBeiasco and Ralph C. Stayer; Paperback - 355 pages, Warner Books; ISBN: 0-446-67008-1.

Review: "Extraordinarily articulate...an excellent job of offering specific suggestionsabout how management can better integrate its overall responsibilities with a moreprecise focus on the aspirations of colleagues and the desires of customers. This bookshould help us all "flap our wings"." ~ Robert Crandell, chairman of American Airlines.

Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters inYour Workplace by Ron Zemke, Claire Raines, Bob Filipczak Hardcover - 256 pages 1 Ededition (October 1999) AMACOM; ISBN: 0814404804 r

Review: "Generations at Work is intended to help you bridge the gap or, moreaccurately, gaps between people of different ages who work at your company. What'sso vexing about the workplace is that four different groups are vying for roles andrecognition. There are the veterans, boomers, Xers, and the nexters. The people ineach cohort, the book argues, have more in common than just their age: They sharememories of the same world-shaping events, the same childhood heroes, the sameearly work experiences. Learning about differences may be fun. But learning aboutcooperation is useful. And it's here that Generation at Work becomes a valuable tool."-Fast Company, October, 1999

Getting Past No: Negotiating Your Way from Confrontation to Cooperation by WilliamUry; Paperback -189 pages. Bantam Double Dell Pub; ISBN: 0553371312.

Synopsis: A guide to successful negotiation shows readers how to stay cool underpressure, stand up for themselves without provoking opposition, deal with underhandedtactics, find mutually agreeable options, and more. It reveals how to tum adversariesinto negotiating partners.

Review: " Immediately useful, stimulating and wise. This book is filled with advice thatwill help you in your very next negotiation. Like Getting to YES, it's easy to read,entertaining, and most importantly, enormously helpful. The theory is elegant, andtherefore easy to internalize." - Douglas Stone, co-author. Difficult Conversations:How to Discuss What Matters Most.

Getting to Yes : Negotiating Agreement Without Giving in by Roger Fisher, Wiiiiam Ury,Bruce Patton (Editor) Paperback - 200 pages 2nd/Rep edition (December 1991), Penguin USA(Paper); ISBN: 0140157352 ; Other Editions: Hardcover

Review: "In this new edition, two negotiation experts from Harvard offer a universallyapplicable method for negotiating personal and professional disputes without gettingtaken-and without getting nasty. Concise, step-by-step, proven strategies aid the readerin coming to mutually acceptable agreements in any type of conflict.


This is by far the best thing I've ever read about negotiation. It is equally relevant for theindividual who would like to keep his friends, property, and income and the statesmanwho would like to keep the peace." -John Kenneth Galbraith, Amazon.com

If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practiceby Caria O'Dell C. Jackson Grayson Nilly Essaides, Hardcover, 238pp. ISBN: 0684844745,Simon & Schuster.

Review: "While companies search the world over to benchmark best practices, vasttreasure troves of knowledge and know-how remain hidden right under their noses: inthe minds of their own employees, in the often unique structure of their operations, andin the written history of their organizations. Now, acclaimed productivity and qualityexperts CarIa O'Dell and Jack Grayson explain for the first time how applying the ideasof Knowledge Management can help employers identify their own internal best practicesand share this intellectual capital throughout their organizations. KnowledgeManagement (KM) is a conscious strategy of getting the right information to the rightpeople at the right time so they can take action and create value. Basing KM on threemajor studies of best practices at one hundred companies, the authors demonstratehow managers can utilize a visual process model to actually transfer best practices fromone business unit of the organization to another. No amount of knowledge or insightcan keep a company ahead if it is not properly distributed where it's needed. Entirelyaccessible and immensely readable." - The Publisher

InfoSense: Turning information into Knowiedge by Keith Devlin, Hardcover - 215 pages(June 23, 1999) W H Freeman & Co.; ISBN: 0716734842.

Review: It has been called everything from the new gold standard to the fundamentalbuilding block of the universe. No matter where we live or what we do for a living, it isever-present in our lives and many of us are barraged with it daily. Yet few of us knowhow to distinguish information from mere data, real knowledge, or worthwhilecommunication in short, few of us know how to make sense of it.

In InfoSense, noted mathematician and popular science writer Keith Devlin shows ushow to make sense of the constant flow of information that swirls past us daily. What iscrucial, Devlin points out, is to understand the difference between data, information andknowledge. By exploring the nature of each, and describing what distinguishes themfrom each other, he shows how all of us-businesses and individuals alike-can benefitfrom better information management. Using clear, nontechnical language, simplediagrams and many real-life examples, Devlin explains such important and far-reachingpoints as:

* Why people, not computers, are the most effective way to transfer knowledge* How social and cultural factors influence work

* The hidden rules of everyday communication* How to conduct a meeting to achieve what you want* How to avoid miscommunication

As information becomes the single most valuable asset in many industries, the key tosuccess lies in our ability to manage that information. With InfoSense, Keith Devlinoffers an easy and accessible way to learn not only how to manage it but to use it toLive and work successfully in the Knowledge Age.

Keeping Score: Using the Right Metrics to Drive Worid-Ciass Performance by MarkGraham Brown, Hardcover - 224 pages (May 1996) Productivity Inc.; ISBN: 0527763128


Reviews: "Full of specific examples and best practices gathered from the author'syears of working with world-class companies, Keeping Score offers practical advice andguidance for developing measurement systems that lead to organizational excellence." -- Robert J. Mruz, Director, Total Quality Management, III Sheraton, North America

"Keeping Score delivers comprehensive and easy-to-understand guidelines for thedevelopment or tune-up of an organization's measurement system. Written with thesame user-friendly clarity of his popular book Baldrige Award Winning Quality, Brownmakes the ovenvhelming subject of measurement less intimidating through hisstep-by-step presentation."Julie S. Mehta, Performance Consultant, U.S. Coast Guard

Leading Change by John P. Kotter, Hardcover -187 pages (September 1996), HarvardBusiness School Pr; ISBN: 0875847471

Review: "Kotter's thesis is that strategies for change often fail in corporations becausethe changes do not alter behavior. He identifies the most common mistakes in effectingchange, offering eight steps to overcoming obstacles. The eight-step process consistsof establishing a sense of urgency by analyzing competition and identifying potentialcrises; putting together a powerful team to lead change; creating a vision;communicating the new vision, strategies, and expected behavior; removing obstaclesto the change and encouraging risk taking; recognizing and rewarding short-termsuccesses; identifying people who can implement change; and ensuring that thechanges become part of the institutional culture for long-term transformation andgrowth. The author acknowledges that substantive change requires leadership, but notthe elitist notion of leadership as a divine gift of birth granted to a few. Kotter makes acompelling case that winners will be those who outgrow their rivals." - Mary Whaley,American Library Association.

Managing at the Speed of Change : How Resilient Managers Succeed and Prosper WhereOthers Fail by Daryl R. Conner Hardcover - 282 pages (January 1993) Villard Books; ISBN:0679406840.

Review: "Conner's premise is that all of us move through life at our own speed ofchange, and that we have the ability to enhance our skills by understanding thecharacteristics of people who have successfully dealt with change. These people havean enormous amount of resilience, characterized by being positive, focused, flexible,organized, and proactive. When these resilient people work within the structure ofchange, and lead others through the eight patterns in the organizational changeprocess, positive results happen. This book is powerful, and few authors have sharedtheir persona experience with change as openly as Conner, which lends this book acredibility few can match. When read with William Bridges' 'Transitions", you have a 1-2punch in making change your ally."— Amazon.com

Management Challenges for the 21st Century by Peter Ferdinand Drucker, Hardcover -207 pages 1 Ed edition (May 1999), Harper business; ISBN: 0887309984 ; Other Editions:Audio Cassette (Unabridged)

Review: " No single person has influenced the course of business in the 20th centuryas much as Peter Drucker. He practically invented management as a discipline in the1950s, elevating it from an Ignored, even despised, profession into a necessaryinstitution that "reflects the basic spirit of the modem age." Now, in ManagementChallenges for the 21st Century, Drucker looks at the profound social and economicchanges occumng today and considers how management-not govemment or freemarkets-should orient itself to address these new realities.


Drucker sees the period we're living In as one of "PROFOUND TRANSITION-and thechanges are more radical perhaps than even those that ushered In the 'SecondIndustrial Revolution' of the middle of the 19th century, or the structural changestriggered by the Great Depression and the Second World War." In the midst of all thischange, he contends, there are five social and political certainties that will shapebusiness strategy In the not-too-distant future; the collapsing birthrate In the developedworld; shifts In distribution of disposable Income; a redefinition of corporateperformance; global competitiveness; and the growing Incongruence between economicand political reality. Drucker then looks at requirements for leadership ("One cannotmanage change. One can only be ahead of It"), the characteristics of the "newInformation revolution" (one should focus on the meaning of Information, not thetechnology that collects It), productivity of the knowledge worker (unlike manual workers,knowledge workers must be seen as capital assets, not costs), and finally theresponsibilities that knowledge workers must assume In managing themselves and theircareers....This book Is for people who care about their businesses and careers In theInformation age-CEOs, managers, and knowledge workers. Highly recommended."-Harry 0. Edwards, Amazon.com

Managing Transitions : Making the Most of Change by William Bridges Paperback -130pages (September 1991) Perseus Pr; ISBN: 0201550733.

Review: "Business consultant William Bridges attacks an area of managing changethat many not only avoid, but also do not even recognlze-the human side of change.Directed at managers and employees In today's corporations, where change Isnecessary to revitalize and Improve corporate performance, this book addresses the factthat It is people who have to carry out the change."- - Amazon.com

9 Natural Laws of Leadership by Warren Blank- 288 pages (November 1995) AMACOM;ISBN: 0814403093.

Synopsis: What does It mean to be a leader? Why do so many leaders fall? Why do sofew people ever get the chance to take leadership roles? The author answers theseand other questions pertaining to the topic of leadership, proposing a new leadershipmodel based on the modem science of quantum physics. Includes over 100 practicalaction Ideas and specific examples.

Leadership Is the power that drives organizations but that power Is often underutilized ordirected In ways that do not enhance organizational productivity. The Nine Natural Lawsof Leadership clarifies the real definition of a leader and the real meaning of leadership.The book describes how leaders gain willing followers through Influence that transcendsmanagerial authority. The book describes the differences between when and howleaders need to provide direction In contrast to when managers are supposed to providedirection. Over 150 "Action Ideas" are presented along with countless real worldexamples that Illustrate how to apply the Nine Natural Leadership Laws. The book hasbeen adopted by Shell Oil Company, Exxon, The Federal Executive institute, the U.S.Navy, the U.S. EPA, as part of their leadership development programs.

Reviews: Insightful and very practical. Great stories arid many good action Ideas that Ifound Immediately useful. Blank takes a different approach to understandingleadership: he clearly describes the distinction between "leaders" vs. "managers". Healso explains how, through awareness and then use of specific "natural laws" (bothIndividual and universal), anyone can create attunement with "followers" — whichaccording to Blank, Is the basis of successful leadership. - A reader from Washington,DC , May 4, 1999 on Amazon.com


Peter Drucker—Shaping the Managerial Mind: How the World's Foremost ManagementThinker Crafted the Essentials of Business Success by John E. Flaherty, Hardcover,ed., 420pp., ISBN: 0787947644, New Lexington Press, October 1999.

Review: For almost six decades Peter Drucker's writings, lectures, and consulting havecreated a legacy of scholarship for business students and a fertile source of knowledgeand inspiration for business practitioners. In this new title Drucker's student, follower andfriend John Flaherty presents a comprehensive synthesis of his management work. Thisis the only book to focus exclusively on his management principles.

From Library Joumal: Ask any CEO and/or business professor to name the "father ofmodern management," and the answer will probably be Peter Drucker. Flaherty (PeterDrucker: Contributions to Business Enterprise) focuses on Drucker's managementprinciples; his intent is not to update his earlier work but instead to present Drucker'sinfluence on the shaping of modem management. Flaherty's 40-year friendship withDrucker proves invaluable to readers interested in learning how Drucker's early politicalthinking shaped his managerial mind and how the emergence of modern managementconverged with his own thinking. Topics covered in this fascinating story includeDrucker's quest for a theory in his early years, views on strategy andentrepreneurship, and ideas on executive effectiveness. While this is not the definitivebiography of Drucker (yet to be written), it nicely complements Jack Beatty's The WorldAccording to Peter Drucker (LJ 1/98) and is essential for academic libraries.-DaleFarris, Groves, Cahners Business Information.

Principled Centered Leadership by Stephen R. Covey; Hardback - 334 pages; SummitBooks; ISBN: 0-671-74910-2.

Review: "The difference between principle and preference is rarely understood, muchless explained in clear, understandable language. Stephen both understands andexplains the difference with examples that give the reader confidence that there is muchmore to this book than a description of the latest management fad." ~ BruceChristensen, President, Public Broadcasting Service

The Dance of Change by Peter M. Senge, Art Kleiner (Editor), Charlotte Roberts, GeorgeRoth, Rick Ross, Paperback - 596 pages (March 16,1999), Currency Doubleday; ISBN:0385493223 ;Other Editions: Audio Cassette (Abridged), Audio CD (Abridged)

Review: "Since its release in 1990, Peter M. Senge's best selling The Fifth Disciplinehas converted readers to its innovative business principles of the "leamingorganization," personal mastery, and systems thinking. Published nearly a decade later.Dance of Change provides a formidable response to businesspeople wondering how tomake his programs stick. He outlines potential obstacles (such as initiatingtransformation, personal fear and anxiety, and measuring the unmeasurable) andproposes ways to tum these obstacles into sources of improvement. Senge—withconsiderable help from the team who worked on the follow-up development manual. TheFifth Discipline Fieldbook-presents an insider's account of long-term maintenanceefforts at General Electric, Harley-Davidson, the U.S. Army, and others who are learningorganization, along with experience-based suggestions and exercises for individuals andteams. "We are seeking to understand how people nurture the reinforcing growthprocesses that naturally enable an organization to evolve and change," Senge explains,"and how they tend to the limiting processes that can impede or stop that growth."-Howard Rothman, Amazon.com


The Disney Way: Harnessing the Management Secrets of Disney in Your Company by BillCapodagii Lynn Jackson, Hardcover, 221pp., ISBN: 0070120641, McGraw-Hill Companies,December 1998.

Review:" In The Disney Way: Harnessing the Management Secrets of Disney in YourCompany, Bill Capodagii and Lynn Jackson, Fortune 100 consultants with clientsthroughout the world, examine Disney's business philosophy and explain how it can beused in any company to achieve superior teamwork, creativity, and innovation. Theauthors introduce four principles - Dream, Believe, Dare, and Do - and reveal how theseideas drive the 10 principles that are at the heart of every Disney strategy. Eachprinciple is then examined in detail by illustrating the principle at work at Disney as wellas at other successful companies.

In this book, you'll learn how to give every member of your organization the chance todream, and tap into the creativity those dreams embody; treat your customers likeguests; build long-term relationships with key suppliers and partners; dare to takecalculated risks in order to bring innovative ideas to fruition; and align long-term visionwith short-term execution." - The Publisher

The Fifth Discipline : The Art and Practice of the Learning Organization, by Peter M.Senge, Paperback - 423 pages (October 1994), Doubleday Books; ISBN: 0385260954 ;Other Editions: Hardcover

Review: "Peter Senge, founder of the Center for Organizational Learning at MITs SloanSchool of Management, experienced an epiphany while meditating one moming back inthe fall of 1987. That was the day he first saw the possibilities of a "learningorganization" that used "systems thinking" as the primary tenet of a revolutionarymanagement philosophy. He advanced the concept into this primer, originally releasedin 1990, written for those interested in integrating his philosophy into their corporateculture.

The Fifth Discipline has turned many readers into true believers; it remains the idealintroduction to Senge's carefully integrated corporate framework, which is structuredaround "personal mastery," "mental models," "shared vision," and "team learning." Usingideas that originate in fields from science to spirituality, Senge explains why the learningorganization matters, provides an unvamished summary of his management principals,offers some basic tools for practicing it, and shows what it's like to operate under thissystem. The book's concepts remain stimulating and relevant as ever."-HowardRothman Amazon.com

The 21 indispensable Qualities of a Leader: Becoming the Person Others Will Want toFollow by John 0. Maxwell, Hardcover 157 pages, 1999, Thomas Nelson; ISBN: 0-7852-7440-5.

Review: "Everything rises and falls on leadership," says Dr. Maxwell, "but knowinghow to lead is only half the battle. Understanding leadership and actually leading are twodifferent activities." Dr. Maxwell explains that the key to transforming yourself fromsomeone who understands leadership to a person who successfully leads in the realworld is character. Your character qualities activate and empower your leadershipability, or they can stand in the way of your success! In his latest book. Dr. Maxwelldiscusses several other key attributes to being a good leader including:

Charisma: The First Impression Can Seal the DealCourage: One Person With Courage Is a Majority


Problem Solving: You Can"t Let Your Problems Be a ProblemTeachability: To Keep Leading, Keep LearningVision: You can Seize Only What You Can See

If you look at all great leaders of the past and present, you'll find that they possess the21 qualities that are discussed in The 21 Indispensable Qualities of a Leader. If you canbecome the leader you ought to be on the inside, you will be able to become the leaderthat you want to be on the outside. "If you are able to do that," says Maxwell, "you"ll findthere"s nothing in this world you cannot do." - The Publisher

The 21 Irrefutable Laws of Leadership : Follow Them and People Will Follow You byJohn 0. Maxwell, Zig Ziglar, Hardcover - 233 pages (September 1998), Thomas Nelson;ISBN: 0785274316.

Review: The author, John 0. Maxwell, October 23,1998: Why I wrote The 21Irrefutable Laws of Leadership I believe that to be successful in life, every person needsfour skills: 1) The ability to cultivate relationships with others; 2) The ability to equip anddevelop other people; 3) A positive attitude; and 4) Leadership ability. I wrote The 21Irrefutable Laws of Leadership to help people develop their leadership skills. I've takeneverything I've learned from over thirty years of leadership in business and volunteerorganizations, and I've boiled it down to 21 timeless principles that anyone can use andapply, regardless of profession, culture, gender, or position. Leadership is influence. Nomatter whether you are a business person trying to run a better company, a coach tryingto build a winning team, or a parent trying to influence your children, your successdepends on leadership. Ignore a law of leadership, and you suffer the consequences.It's like dealing with the law of gravity. Your awareness of the laws of physics doesn'tmatter. Jump out of a window, and you must deal with the results of your actions. Theyare inevitable. The same is true of the laws of leadership. Leam and follow the laws, andpeople will follow you. Violate or ignore them, and they won't. Someone recently askedme why I didn't include a lot of concrete application in this book, as I have in most of theother books I've written. The reason is this: I don't know what your particular leadershipsituation is. Application changes from person to person, but the laws apply no matterwho you are or where you find yourself leading. Learn the principles, and you can applythem anywhere. Apply them, and you will become a better leader. And that will makeyou more effective, no matter what you want to accomplish in life.

The 7 Habits of Highly Effective People : Powerful Lessons In Personal Change byStephen R. Covey, Paperback - 360 pages Reprint edition (August 1990), Fireside; ISBN:0671708635; Dimensions (in inches): 0.90 x 8.38 x 5.53 Other Editions: Hardcover, AudioCassette (Abridged), Audio Cassette, Audio CD (1.5 hours)

Review: "The 7 Habits of Highly Effective People: Powerful Lessons in PersonalChange was a groundbreaker when it was first published in 1990, and it continues to bea business bestseller with more than 10 million copies sold. Stephen Covey, aninternationally respected leadership authority, realizes that true success encompasses abalance of personal and professional effectiveness, so this book is a manual forperforming better in both arenas. His anecdotes are as frequently from family situationsas from business chailenges.

Before you can adopt the seven habits, you'll need to accomplish what Covey calls a"paradigm shift"-a change in perception and interpretation of how the world works.Covey takes you through this change, which affects how you perceive and act regarding

productivity, time management, positive thinking, developing your "proactive muscles"(acting with initiative rather than reacting), and much more." -Joan Price, Amazon.com


The Wisdom of Teams : Creating the High-Performance Organization by Jon R.Katzenbach, Douglas K. Smith, Paperback - 336 pages Reissue edition (March 1994) Harperbusiness; ISBN: 0887306764; Other Editions: Hardcover, Audio Cassette (Abridged)

Reviews: " This book offers valuable advice in the fine art of building teams for highperformance results...The authors provide real and disguised examples...along withspecific recommendations...and offer useful ideas for balancing work responsibilities,executive egos, communications, and skills." - Industry Week

" An unusually thorough study of teams...As well as challenging much conventionalwisdom about teams, the book is full of advice about how to organize proper—andproperly effective-teams." Financial Times

Who Moved My Cheese? : An Amazing Way to Deal With Change in Your Work and inYour Life by Spencer Johnson, Kenneth Bianchard, Hardcover - 94 pages (September1998), Penguin USA (Paper); ISBN: 0399144463 ;Other Editions: Audio Cassette(Unabridged)

Review:" With Who Moved My Cheese? Dr. Spencer Johnson realizes the need forfinding the language and tools to deal with change-an issue that makes all of usnervous and uncomfortable. Most people are fearful of change because they don'tbelieve they have any control over how or when it happens to them. Since changehappens either to the individual or by the individual. Spencer Johnson shows us thatwhat matters most is the attitude we have about change. Who Moved My Cheese?takes the fear and anxiety out of managing the future and shows people a simple way tosuccessfully deal with the changing times, providing them with a method for movingahead with their work and lives safely and effectively." - Amazon.com


Light Reading

The following books are Included In the "light reading" category - supplementing, butnot replacing, the preceding list of suggestions for Leadership Academy book reports.

A Whack on the Side of the Head: How you can be More Creative by Roger Von Oech,Paperback - 240 pages, Revised edition (December 1998), Warner Books; ISBN: 0446674559.

Reviews: "Very refreshing ... a book about how to get through life!" -Richard Bolles,author of "What Color Is Your Parachute?"

"A wonderfully entertaining book that will enhance your creative ability. It will make adifference in your life." -James Adams, author of "Conceptual Blockbusting"

"This new WHACK is even more potent." -Betty Edwards, author of "Drawing on theRight Side of the Brain"

1001 Ways to Reward Employees by Rob Nelson Paperback - 302 pages (March 1994)Workman Publishing Company; ISBN: 156305339X. Other Editions: Audio Cassette

Synopsis: Finally, managers are catching on to something employees already know:What really motivates a person to perform are those thoughtful, unexpected gesturesthat signify real appreciation. This chock-full guide to rewards of every conceivable typefor every conceivable situation, written by management specialist Bob Nelson, offersover a thousand innovative ideas beyond the expected raise and/or promotion.Illustrations throughout.

Review: Better than money: Praise and personal gestures motivate workers. Thingsthat don't cost money are ironically the most effective. - The Wall Street Joumal

The Entrepreneurial Cat: 13 Ways to Transform Your Work Life by Mary Hessler-Key,Dino Kotopoulis (Illustrator) Paperback - 64 pages (March 1999) Berrett-Koehler Publisher's;ISBN: 1576750647

Synopsis: Cats don't worry about what others think - they just do what come naturally.Readers will take this and a dozen other feline lessons to heart in this amusing,informative guide that shows how to be more proactive in business and in life. The 13elemental tenets from the cat world help readers face the demands of a business worldthat makes it harder than ever to create meaningful work. From "Being Curious andFinding the Right Niche" to 'Taking Naps," Jazzie the cat reminds readers oftime-honored truths that successful business people can use to their entrepreneurialadvantage.


Working Collaboratively

(Teaming Refresher)

Objective:

• Understand team dynamics

• Understand how to work

effectively in a collaborativeenvironment

What makes a good team?

Exercise:

At your table, recall a time when youwere working on a team thatfunctioned extremely well; theywere in the Zone

What does the MOA bring to the Consultation and Planning

Documents

Transcript of What does the MOA bring to the Consultation and Planning