The primes are universal and unavoidable patterns of group behavior that emerge whenever people attempt to transform systems or collaborate to solve complex problems. Every leader has seen their effect, but few can recognize, anticipate, and manage them. Unacknowledged, the primes can put any leadership agenda at risk. But once mastered, the PRIMES become a force to help you solve any leadership problem. An essential guide for twenty–first–century change agents, The Primes unveils 46 universal secrets of how to step up to major challenges, create a brighter future, and produce extraordinary results.
"How many books have we read that talk about the need for change? There are dozens, and they always fall short of giving us the keys to lead and drive successful transformation efforts. Chris McGoff′s The PRIMES fills that gap. I started working with Chris in my former position as the Administrator for E–Government and IT at the US Office of Management and Budget, at which time, the US was ranked 36th in the world for providing web–based government services to its citizens. Using many of the PRIMES, we became a powerful, high–performance team, building a team of over 2,000 leaders in the public sector using e–government initiatives. The outcome: the US became first in the world in its delivery of federal services to taxpayers, businesses, and other nations."
Mark Forman, first US Administrator for E–Government and Information Technology Office of Management and Budget
"If you are interested in marginal incremental improvement and hearing feedback on what you already know, hire a consultant. If you want to truly transform your business and personal life, read and live The PRIMES."
Nick DeLuliis, Chief Operating Officer, CONSOL Energy Inc.
For information on training and public speaking related to the PRIMES, visit theprimes.com. To learn more about how the PRIMES can solve problems and bring transformation to your organization, visit theclearing.com.
PART 1: UNIVERSAL PATTERNS OF LEADING IN UNCERTAIN TIMES 1
How do some people, organizations, and coalitions thrive in uncertain times? What enables them to appear so certain and take decisive action amid ambiguity about the future?
CHAPTER 1 BEING CLEAR ON WHAT S REALLY IMPORTANT 3
How did you decide how you spent your time yesterday? What criteria are you using to allocate your time tomorrow?
Does being called a leader mean you are leading ? What does leading mean?
IN ON 9
Are you seduced by working in the business at the expense of on it?
CHANGE VERSUS TRANSFORMATION 13
Are you fixing or creating?
CHAPTER 2 BEING INTENTIONAL AND GOING FIRST 18
What are you committed to making happen and by when? What does committed mean? What does your commitment mean to others?
Does your yes really mean yes ?
TRUST THE UNIVERSE 25
Is your vision limited to what you ve already seen?
Are you willing to live unreasonably?
CHAPTER 3 ENROLLING OTHERS 32
Can you call people, from disenfranchisement and mere compliance, to their highest level of commitment?
DYNAMIC INCOMPLETENESS 35
Can you create a vision that is compelling because of what it says and at the same time inviting for what it leaves yet to be said?
Does your vision elevate people in degree and excellence and respect and inspire them to act boldly?
Do you know how to turn strangers, competitors, cautious allies, and suspicious stakeholders into powerful, outcome–driven coalitions?
PART 2: UNIVERSAL PATTERNS OF POWERFUL ALLIANCES 47
How do you generate unprecedented power within the group? Is this question all that important to you?
CHAPTER 4 GAINING SHARED PERSPECTIVE 49
Everyone claims to value diversity. Can maintaining diverse perspectives ever be a bad thing?
BLIND MEN AND THE ELEPHANT 51
How do you help people to see the whole thing ?
LEVELS OF PERSPECTIVE 55
How do you help people to see the same whole thing ?
How do you lead people to a shared sense of now?
CHAPTER 5 ESTABLISHING SHARED INTENT 62
How do you lead the group to be intentional?
CORE PRIME 65
How do you help the group to focus on the right things and feel urgent about acting?
What is the right ratio of analyzing versus imagining?
How do you get the group all in ?
CHAPTER 6 TAKING COORDINATED ACTION 80
How do you get the group to do everything persistently about a few critical things versus doing a few things about everything?
Cohesion is an unnatural state for a group. How good are you at establishing and sustaining it?
A good question to ask is, What is important to do? A better question is, Of all the important things we could do, what are the fewest, most important?
Can you distinguish non–value–added activity ? How much of your group s resources is it consuming?
PART 3: UNIVERSAL PATTERNS OF OUTSTANDING GROUP PERFORMANCE 96
What do high–performance groups know and do that low–performance groups do not?
CHAPTER 7 MAKING DECISIONS 98
What does the word decision actually mean? How are decisions made?
LEADERSHIP SPECTRUM 101
Are you the kind of leader who likes to facilitate consensus? The right answer is, That depends.
Are you still using the traditional definition of consensus? Are you aware of how destructive the traditional definition is?
OPEN CLOSE DECIDE 109
How do groups actually make decisions?
CHAPTER 8 BUILDING AN INTENTIONAL CULTURE 113
Quick what does culture mean? There are consequences to using more than seven words to define culture.
Culture happens. You shape it or it shapes you. How good are you at shaping a culture?
What is the dark side of a stated culture?
FEEDBACK AS CARING 123
How good are you at giving it? How good are you at getting it? Why does it matter?
CHAPTER 9 SOCIAL CONTRACTING AND ACCOUNTABILITY WITHIN THE GROUP 126
How do peers give each other commands?
Why saying no protects your saying yes.
We all say how important trust is. What is trust? How do you generate it and how do you destroy it?
What do you do when your yes turns out to be a no ?
CHAPTER 10 SAYING AND NOT SAYING; LISTENING AND NOT LISTENING 140
How do high–performance groups sound?
How small a fence have you built around what can and cannot be said?
FACTS, STORIES, AND BELIEFS 147
Can you distinguish facts from stories from beliefs? Do you use facts the way a drunk uses a lamp post for support versus illumination?
What is it? What makes it so destructive? How do you stop it?
PART 4: UNIVERSAL PATTERNS OF GROUP FAILURE 153
How good are you at anticipating, avoiding, and slaying the dragons that inevitably show up and threaten your group and the outcomes your group is standing for?
CHAPTER 11 OVERCOMING RESISTANCE 155
Are you okay with favoring some people and ignoring others?
Do you know how to starve possibility killers ?
How skilled are you at overcoming resistance from the powerful middle?
SAME DIFFERENT 165
Everybody s special. Really?
CHAPTER 12 MANAGING INTRACTABLE DILEMMAS 168
How do you end a never–ending argument?
BIG HAT LITTLE HAT 171
What do you do when the needs of the many conflict with the needs of the few?
RIGHT VERSUS RIGHT 175
Resolving conflicts about right and wrong is child s play. How skilled are you at resolving matters of right versus right?
RESOLUTION PRINCIPLES 179
Right versus right arguments have been going on forever. What can we learn from our ancestors?
CHAPTER 13 AVOIDING TRIPPING HAZARDS 181
Tripping hazards are easier to avoid when you know where they are. When it comes to working in groups, can you see them coming?
CHASE LOSE 183
Chase teamwork, leadership, morale, and culture and you will surely lose them all.
PROCESS CONTENT 189
You can run the process. You can contribute to content. Pick one.
SHAPE SHIFTING 191
How to destroy your power in groups.
CHAPTER 14 REFUSING TO HIDE OUT 194
We all live our lives trying to avoid embarrassment. Can you recognize when you and your group are hiding out and playing safe?
VICTIM LEADER 197
What does going victim sound like?
COURT LOCKER ROOM 199
Do you find planning to be a near–death experience?
Why is confusion such a wonderful way of being?
PART 5: UNIVERSAL PATTERNS OF THRIVING IN AMBIGUITY 205
How do you stay healthy when the world is sick?
CHAPTER 15 AVOIDING BRIGHT AND SHINY OBJECTS AND SQUIRRELS 206
How do you manage distractions?
A CLEARING 209
How skilled are you at creating nothing?
ISSUES FORWARD 213
Looking behind and looking ahead are both important. What is the right ratio?
CHAPTER 16 TAKING GREAT CARE OF YOURSELF 216
Can you give up coming from something is wrong ?
COMMITMENT VERSUS ATTACHMENT 219
Why saying This project makes me so frustrated is irrational.
How good are you at cutting grass when you are cutting grass?
CONCLUSION: NOWWHAT? 226
INDEX OF THE PRIMES 237
ABOUT THE AUTHOR 239