Becoming A High Performance Leader - There are many facets to leadership and there are ways to measure it too. In this session you’ll learn about the tools and process to become a more powerful leader but more importantly how to become a more effective one.

1. Becoming A High Performance Leader
There are many facets to leadership
and there are ways to measure it too.
In this session you’ll learn about the
tools and process to become a more
powerful leader but more importantly
how to become a more effective one.

2. High Performance
Leadership
Joe Cirulli
President/CEO
jcirulli@ghfc.com

3. The Profile of a Leader

4. The Profile of a Leader
They Inspire a Shared Vision

5. The Profile of a Leader
They Inspire a Shared Vision
They Model the Way

6. The Profile of a Leader
They Inspire a Shared Vision
They Model the Way
They Challenge the Process

7. The Profile of a Leader
They Inspire a Shared Vision
They Model the Way
They Challenge the Process
They Enable Others to Act

8. The Profile of a Leader
They Inspire a Shared Vision
They Model the Way
They Challenge the Process
They Enable Others to Act
They Encourage the Heart

9. They Inspire A Shared Vision

10. They Inspire A Shared Vision
Talk about future trends.

11. They Inspire A Shared Vision
Talk about future trends.
Describe a compelling image of what the
future could look like.

12. They Inspire A Shared Vision
Talk about future trends.
Describe a compelling image of what the
future could look like.
Appeal to others to share an exciting dream
of the future.

13. They Inspire A Shared Vision
Talk about future trends.
Describe a compelling image of what the
future could look like.
Appeal to others to share an exciting dream
of the future.
Are contagiously enthusiastic and positive
about the future.

14. They Inspire A Shared Vision
Talk about future trends.
Describe a compelling image of what the
future could look like.
Appeal to others to share an exciting dream
of the future.
Are contagiously enthusiastic and positive
about the future.
Speak with genuine conviction about the
higher meaning and purpose of work.

15. Vision

19. Core Values

20. Core Values

21. They Model The Way

22. They Model The Way
Make certain that their staff adhere to the
principles and standards agreed upon.

23. They Model The Way
Make certain that their staff adhere to the
principles and standards agreed upon.
Clear about their philosophy of leadership.

24. They Model The Way
Make certain that their staff adhere to the
principles and standards agreed upon.
Clear about their philosophy of leadership.
Make progress toward goals one step at a time.

25. They Model The Way
Make certain that their staff adhere to the
principles and standards agreed upon.
Clear about their philosophy of leadership.
Make progress toward goals one step at a time.
Follow through on the promises and
commitments they make. Integrity.

26. They Model The Way
Make certain that their staff adhere to the
principles and standards agreed upon.
Clear about their philosophy of leadership.
Make progress toward goals one step at a time.
Follow through on the promises and
commitments they make. Integrity.
Leaders set a personal example of what they
expect from others.

27. They Model The Way
Make certain that their staff adhere to the
principles and standards agreed upon.
Clear about their philosophy of leadership.
Make progress toward goals one step at a time.
Follow through on the promises and
commitments they make. Integrity.
Leaders set a personal example of what they
expect from others.

28. They Challenge The Process

29. They Challenge The Process
Leaders seek out challenging opportunities.

30. They Challenge The Process
Leaders seek out challenging opportunities.
Challenge people to try out new approaches
to their work.

31. They Challenge The Process
Leaders seek out challenging opportunities.
Challenge people to try out new approaches
to their work.
Search outside the formal boundaries of the
organization for innovative ways to improve.

32. They Challenge The Process
Leaders seek out challenging opportunities.
Challenge people to try out new approaches
to their work.
Search outside the formal boundaries of the
organization for innovative ways to improve.
Ask “What can we learn?” when things don’t
go as expected

33. They Challenge The Process
Leaders seek out challenging opportunities.
Challenge people to try out new approaches
to their work.
Search outside the formal boundaries of the
organization for innovative ways to improve.
Ask “What can we learn?” when things don’t
go as expected
Experiment and take risks even when there
is a chance of failure

34. They Enable Others To Act

35. They Enable Others To Act
Actively listen to diverse points of view.

36. They Enable Others To Act
Actively listen to diverse points of view.
Ensure that people grow in their jobs by
learning new skills and developing themselves.

37. They Enable Others To Act
Actively listen to diverse points of view.
Ensure that people grow in their jobs by
learning new skills and developing themselves.
Develop cooperative relationships with
people they work with.

38. They Enable Others To Act
Actively listen to diverse points of view.
Ensure that people grow in their jobs by
learning new skills and developing themselves.
Develop cooperative relationships with
people they work with.
Support the decisions that people make on
their own.

39. They Enable Others To Act
Actively listen to diverse points of view.
Ensure that people grow in their jobs by
learning new skills and developing themselves.
Develop cooperative relationships with
people they work with.
Support the decisions that people make on
their own.
Treat others with dignity and respect.

40. They Enable Others To Act
Actively listen to diverse points of view.
Ensure that people grow in their jobs by
learning new skills and developing themselves.
Develop cooperative relationships with
people they work with.
Support the decisions that people make on
their own.
Treat others with dignity and respect.

41. They Encourage The Heart

42. They Encourage The Heart
Praise people for a job well done.

43. They Encourage The Heart
Praise people for a job well done.
Creatively reward people for their
contributions to the success of company projects.

44. They Encourage The Heart
Praise people for a job well done.
Creatively reward people for their
contributions to the success of company projects.
Publicly recognize people.

45. They Encourage The Heart
Praise people for a job well done.
Creatively reward people for their
contributions to the success of company projects.
Publicly recognize people.
Give members of their team lots of
appreciation and support for their contributions.

46. They Encourage The Heart
Praise people for a job well done.
Creatively reward people for their
contributions to the success of company projects.
Publicly recognize people.
Give members of their team lots of
appreciation and support for their contributions.
Make it a point to let people know about their
confidence in their abilities.

47. They Encourage The Heart
Praise people for a job well done.
Creatively reward people for their
contributions to the success of company projects.
Publicly recognize people.
Give members of their team lots of
appreciation and support for their contributions.
Make it a point to let people know about their
confidence in their abilities.

48. P A E I

49. P A E I

50. P A E I

51. P A E I
Producing- short term or immediate results
Administrating- minimizing waste
Entrepreneuring- seeking out new opportunities
Integration- keeps organizations socially and
functionally cohesive preventing the company
from degenerating into a collection of functionally
isolated individuals

52. The Four Major Roles of
Business
1) Produce Results - Sell Memberships
2) Administer the Business - Set up
policies and procedures to most
effectively and efficiently sell them and
collect monies

53. The Four Major Roles of
Business
3) Entrepreneuring - allows you to
dream your possibilities
4) Integration - the glue that keeps
your organization together while you’re
setting out to accomplish it

54. The Problem
Short-Term Thinking
VS
Long-Term Thinking

55. Monday Morning Meetings
PA vs EI
And the Winner is?

56. FORM A GET BETTER TEAM
To move from the normal short-term
challenges of the Getting By Agenda to
the long-term change of the Getting
Better Agenda

57. Build a Powerful team

58. Build a Powerful team
Let people know what you expect from them.

59. Build a Powerful team
Let people know what you expect from them.
Give them the things they need in order to do
their job.

60. Build a Powerful team
Let people know what you expect from them.
Give them the things they need in order to do
their job.
Give them them the opportunity to do what they
do best.

61. Build a Powerful team
Let people know what you expect from them.
Give them the things they need in order to do
their job.
Give them them the opportunity to do what they
do best.
When they do exceptional things give them
praise and recognition.

62. Build a Powerful team
Let people know what you expect from them.
Give them the things they need in order to do
their job.
Give them them the opportunity to do what they
do best.
When they do exceptional things give them
praise and recognition.
Care about them as a person.

63. Build a Powerful team
Let people know what you expect from them.
Give them the things they need in order to do
their job.
Give them them the opportunity to do what they
do best.
When they do exceptional things give them
praise and recognition.
Care about them as a person.
Encourage and support their development?

64. Build a Powerful team

65. Build a Powerful team
Listen to diverse opinions.

66. Build a Powerful team
Listen to diverse opinions.
Make the purpose of your company bigger than
any one person

67. Build a Powerful team
Listen to diverse opinions.
Make the purpose of your company bigger than
any one person
Make sure everyone is committed to doing
quality work.

68. Build a Powerful team
Listen to diverse opinions.
Make the purpose of your company bigger than
any one person
Make sure everyone is committed to doing
quality work.
Develop relationship throughout your company.

69. Build a Powerful team
Listen to diverse opinions.
Make the purpose of your company bigger than
any one person
Make sure everyone is committed to doing
quality work.
Develop relationship throughout your company.
Talk to you employees about their progress.

70. Build a Powerful team
Listen to diverse opinions.
Make the purpose of your company bigger than
any one person
Make sure everyone is committed to doing
quality work.
Develop relationship throughout your company.
Talk to you employees about their progress.
Give your people the opportunity to learn and
grow at work

71. The 10% Purposeful
High Energy and High Focus

72. The 10% Purposeful
High Energy and High Focus
They take time to reflect and plan, make choices, and
stick to them

73. The 10% Purposeful
High Energy and High Focus
They take time to reflect and plan, make choices, and
stick to them
They pick their battles carefully

74. The 10% Purposeful
High Energy and High Focus
They take time to reflect and plan, make choices, and
stick to them
They pick their battles carefully
They identify the resources and people they need to
meet their goals

75. The 10% Purposeful
High Energy and High Focus
They take time to reflect and plan, make choices, and
stick to them
They pick their battles carefully
They identify the resources and people they need to
meet their goals
They assume responsibility for the external world and
shape the future.

76. The 10% Purposeful
High Energy and High Focus
They take time to reflect and plan, make choices, and
stick to them
They pick their battles carefully
They identify the resources and people they need to
meet their goals
They assume responsibility for the external world and
shape the future.
They do not wait for permission or approval, or for
someone else to do for something

78. 1_ 2_ 3_ 4_ 5_
6_ 7_ 8_ 9_ 10 _
11 _ 12 _ 13 _ 14 _ 15 _
16 _ 17 _ 18 _ 19 _ 20 _
21 _ 22 _ 23 _ 24 _ 25 _
26 _ 27 _ 28 _ 29 _ 30 _
Total __ __ __ __ __

79. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost
Never a While ionally times Often Frequently Always

80. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost
Never a While ionally times Often Frequently Always
I. I seek out challenging opportunities that test my own skills and
abilities

81. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost
Never a While ionally times Often Frequently Always
I. I seek out challenging opportunities that test my own skills and
abilities
2. I talk about future trends that will influence how our work
gets done

82. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost
Never a While ionally times Often Frequently Always
I. I seek out challenging opportunities that test my own skills and
abilities
2. I talk about future trends that will influence how our work
gets done
3. I develop cooperative relationships among the people I work
with

83. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost
Never a While ionally times Often Frequently Always
I. I seek out challenging opportunities that test my own skills and
abilities
2. I talk about future trends that will influence how our work
gets done
3. I develop cooperative relationships among the people I work
with
4. I set a personal example of what I expect from others

84. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in Occas- Some- Fairly Usually Very Almost
Never a While ionally times Often Frequently Always
I. I seek out challenging opportunities that test my own skills and
abilities
2. I talk about future trends that will influence how our work
gets done
3. I develop cooperative relationships among the people I work
with
4. I set a personal example of what I expect from others
5. I praise people for a job well done.

85. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always

86. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
6. I challenge people to try out new and innovative approaches
to their work.

87. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
6. I challenge people to try out new and innovative approaches
to their work.
7. I describe a compelling image of what our future could be like.

88. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
6. I challenge people to try out new and innovative approaches
to their work.
7. I describe a compelling image of what our future could be like.
8. I actively listen to diverse points of view.

89. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
6. I challenge people to try out new and innovative approaches
to their work.
7. I describe a compelling image of what our future could be like.
8. I actively listen to diverse points of view.
9. I spend time & energy on making certain that the people I
work with adhere to the principles & standards that we
agreed on.

90. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
6. I challenge people to try out new and innovative approaches
to their work.
7. I describe a compelling image of what our future could be like.
8. I actively listen to diverse points of view.
9. I spend time & energy on making certain that the people I
work with adhere to the principles & standards that we
agreed on.
10. I make it a point to let people know about my confidence in
their abilities.

91. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always

92. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
11. I search outside the formal boundaries of my organization for
innovative ways to improve what we do.

93. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
11. I search outside the formal boundaries of my organization for
innovative ways to improve what we do.
12. I appeal to others to share an exciting dream of the future.

94. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
11. I search outside the formal boundaries of my organization for
innovative ways to improve what we do.
12. I appeal to others to share an exciting dream of the future.
13. I treat others with dignity and respect.

95. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
11. I search outside the formal boundaries of my organization for
innovative ways to improve what we do.
12. I appeal to others to share an exciting dream of the future.
13. I treat others with dignity and respect.
14. I follow through on the promises and commitments that I
make.

96. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
11. I search outside the formal boundaries of my organization for
innovative ways to improve what we do.
12. I appeal to others to share an exciting dream of the future.
13. I treat others with dignity and respect.
14. I follow through on the promises and commitments that I
make.
15. I make sure that people are creatively rewarded for their
contributions to the success of our projects.

97. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always

98. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
16. I ask “What can we learn?” when things do not go as
expected.

99. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
16. I ask “What can we learn?” when things do not go as
expected.
17. I show others how their long-term interests can be realized
by enlisting in a common vision.

100. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
16. I ask “What can we learn?” when things do not go as
expected.
17. I show others how their long-term interests can be realized
by enlisting in a common vision.
18. I support the decisions that people make on their own.

101. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
16. I ask “What can we learn?” when things do not go as
expected.
17. I show others how their long-term interests can be realized
by enlisting in a common vision.
18. I support the decisions that people make on their own.
19. I am clear about my philosophy of leadership.

102. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
16. I ask “What can we learn?” when things do not go as
expected.
17. I show others how their long-term interests can be realized
by enlisting in a common vision.
18. I support the decisions that people make on their own.
19. I am clear about my philosophy of leadership.
20. I publicly recognize people who exemplify commitment to
shared values.

103. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always

104. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
21. I experiment and take risks even when there is a chance of
failure.

105. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
21. I experiment and take risks even when there is a chance of
failure.
22. I am contagiously enthusiastic and positive about future
possibilities.

106. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
21. I experiment and take risks even when there is a chance of
failure.
22. I am contagiously enthusiastic and positive about future
possibilities.
23. I give people a great deal of freedom and choice in deciding
how to do their work.

107. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
21. I experiment and take risks even when there is a chance of
failure.
22. I am contagiously enthusiastic and positive about future
possibilities.
23. I give people a great deal of freedom and choice in deciding
how to do their work.
24. I make certain that we set achievable goals, make concrete
plans, and establish milestones for the projects and programs
that we work on.

108. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
21. I experiment and take risks even when there is a chance of
failure.
22. I am contagiously enthusiastic and positive about future
possibilities.
23. I give people a great deal of freedom and choice in deciding
how to do their work.
24. I make certain that we set achievable goals, make concrete
plans, and establish milestones for the projects and programs
that we work on.
25. I find ways to celebrate accomplishments.

109. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always

110. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
26. I take the initiative to overcome obstacles even when
outcomes are uncertain.

111. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
26. I take the initiative to overcome obstacles even when
outcomes are uncertain.
27. I speak with genuine conviction about the higher meaning and
purpose of our work.

112. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
26. I take the initiative to overcome obstacles even when
outcomes are uncertain.
27. I speak with genuine conviction about the higher meaning and
purpose of our work.
28. I ensure that people grow in their jobs by learning news skills
and developing themselves.

113. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
26. I take the initiative to overcome obstacles even when
outcomes are uncertain.
27. I speak with genuine conviction about the higher meaning and
purpose of our work.
28. I ensure that people grow in their jobs by learning news skills
and developing themselves.
29. I make progress toward goals one step at a time.

114. 1 2 3 4 5 6 7 8 9 10
Almost Rarely Seldom Once in a Occas- Some- Fairly Often Usually Very Almost
Never While times Frequently
ionally Always
26. I take the initiative to overcome obstacles even when
outcomes are uncertain.
27. I speak with genuine conviction about the higher meaning and
purpose of our work.
28. I ensure that people grow in their jobs by learning news skills
and developing themselves.
29. I make progress toward goals one step at a time.
30. I give the members of the team lots of appreciation and
support for their contributions.

115. 1_ 2_ 3_ 4_ 5_
6_ 7_ 8_ 9_ 10 _
11 _ 12 _ 13 _ 14 _ 15 _
16 _ 17 _ 18 _ 19 _ 20 _
21 _ 22 _ 23 _ 24 _ 25 _
26 _ 27 _ 28 _ 29 _ 30 _
Total __ __ __ __ __

116. 1_ 2_ 3_ 4_ 5_
6_ 7_ 8_ 9_ 10 _
11 _ 12 _ 13 _ 14 _ 15 _
16 _ 17 _ 18 _ 19 _ 20 _
21 _ 22 _ 23 _ 24 _ 25 _
26 _ 27 _ 28 _ 29 _ 30 _
Challenge Inspire Enable Model Encourage
the a Others to the the
Process Shared Vision Act Way Heart

117. Become A Better Leader

118. Become A Better Leader
Have five to six of your co-workers and
direct reports fill out a form.

119. Become A Better Leader
Have five to six of your co-workers and
direct reports fill out a form.
No names.

120. Become A Better Leader
Have five to six of your co-workers and
direct reports fill out a form.
No names.
Never check an individuals response.

121. Become A Better Leader
Have five to six of your co-workers and
direct reports fill out a form.
No names.
Never check an individuals response.
Have them turned in to someone other
than you.

122. Become A Better Leader
Have five to six of your co-workers and
direct reports fill out a form.
No names.
Never check an individuals response.
Have them turned in to someone other
than you.
Total all the scores for each column and
average the column scores.

123. Become A Better Leader

124. Become A Better Leader
Look at your two lowest columns

125. Become A Better Leader
Look at your two lowest columns
Review the questions under the two
leadership profiles. Rank them.

126. Become A Better Leader
Look at your two lowest columns
Review the questions under the two
leadership profiles. Rank them.
Meet with all the respondents either as a
group or individually and discuss your results.

127. Become A Better Leader
Look at your two lowest columns
Review the questions under the two
leadership profiles. Rank them.
Meet with all the respondents either as a
group or individually and discuss your results.
Talk about your low areas of leadership. Ask
for honest feedback but never ask how someone
individually scored you.

128. Become A Better Leader
Look at your two lowest columns
Review the questions under the two
leadership profiles. Rank them.
Meet with all the respondents either as a
group or individually and discuss your results.
Talk about your low areas of leadership. Ask
for honest feedback but never ask how someone
individually scored you.
Start making improvements based on your
staff’s feedback

129. Become A Better Leader
Look at your two lowest columns
Review the questions under the two
leadership profiles. Rank them.
Meet with all the respondents either as a
group or individually and discuss your results.
Talk about your low areas of leadership. Ask
for honest feedback but never ask how someone
individually scored you.
Start making improvements based on your
staff’s feedback

130. Become A Better Leader
Look at your two lowest columns
Review the questions under the two
leadership profiles. Rank them.
Meet with all the respondents either as a
group or individually and discuss your results.
Talk about your low areas of leadership. Ask
for honest feedback but never ask how someone
individually scored you.
Start making improvements based on your
staff’s feedback

131. Become A Better Leader
Look at your two lowest columns
Review the questions under the two
leadership profiles. Rank them.
Meet with all the respondents either as a
group or individually and discuss your results.
Talk about your low areas of leadership. Ask
for honest feedback but never ask how someone
individually scored you.
Start making improvements based on your
staff’s feedback

132. Become A Better Leader
Look at your two lowest columns
Review the questions under the two
leadership profiles. Rank them.
Meet with all the respondents either as a
group or individually and discuss your results.
Talk about your low areas of leadership. Ask
for honest feedback but never ask how someone
individually scored you.
Start making improvements based on your
staff’s feedback

136. Notice: Men Wanted for hazardous journey. Small
wages, bitter cold, long months of complete darkness,
constant danger. Safe return doubtful. Honor and
recognition in case of success.

137. Notice: Men Wanted for hazardous journey. Small
wages, bitter cold, long months of complete darkness,
constant danger. Safe return doubtful. Honor and
recognition in case of success.

138. Notice: Men Wanted for hazardous journey. Small
wages, bitter cold, long months of complete darkness,
constant danger. Safe return doubtful. Honor and
recognition in case of success.

139. GHF Vision

140. GHF Vision
To become known as one of the
best companies for the world!

141. GHF Mission

142. GHF Mission
To keep Gainesville the healthiest community
in America, one person, one business at a time.

143. GHF Core Purpose

144. GHF Core Purpose
To create an experience that helps
people get the most out of life, while
inspiring them to become their best.

145. Core Values

146. Core Values
Integrity

147. Core Values
Integrity
Hardworking

148. Core Values
Integrity
Hardworking
Creators of our own Future

149. Core Values
Integrity
Hardworking
Creators of our own Future
Extraordinary Commitment to
Helping Others

150. Core Value - Integrity

151. Core Value - Integrity
We define integrity as always doing the
right thing even when no one is looking,
we do not lie, steal, or cheat.

152. Core Value - Integrity
We define integrity as always doing the
right thing even when no one is looking,
we do not lie, steal, or cheat.
As Mark Twain said, “When in doubt,
tell the truth.”

153. Core Value - Hardworking

154. Core Value - Hardworking
We give 100% effort to everything we do
and we work until the job gets done

155. Core Value - Hardworking
We give 100% effort to everything we do
and we work until the job gets done
The mental fortitude required in the high
intensity workout interview sets the tone
for our company

156. Creating Our Own Future

157. Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go

158. Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go
No one can take this power away from us; it is ours alone.
We can do what we want to do, we can be who we want to
be

159. Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go
No one can take this power away from us; it is ours alone.
We can do what we want to do, we can be who we want to
be
We develop our own future by applying persistence to the
possibilities. Our future is all around us

160. Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go
No one can take this power away from us; it is ours alone.
We can do what we want to do, we can be who we want to
be
We develop our own future by applying persistence to the
possibilities. Our future is all around us
If we seek, we will find it. If the door is closed, we must
knock and keeping knocking until it opens. We never give
up

161. Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go
No one can take this power away from us; it is ours alone.
We can do what we want to do, we can be who we want to
be
We develop our own future by applying persistence to the
possibilities. Our future is all around us
If we seek, we will find it. If the door is closed, we must
knock and keeping knocking until it opens. We never give
up
Winston Churchill was once asked how history would
remember him. He replied, “History will be kind for I
intend to write it.”

162. Extraordinary Commitment
to Helping Others

163. Extraordinary Commitment
to Helping Others
We offer a consistent level of service
that far exceeds the ordinary

164. Extraordinary Commitment
to Helping Others
We offer a consistent level of service
that far exceeds the ordinary
We actively search for ways to
anticipate and accommodate the needs
and wants of our fellow employees,
customers, and community

165. Culture
Culture is defined as the way we do
things around here. It is the fever
everybody catches when they join
our organization.

166. Culture
A learning & challenging environment that develops leaders
who are:

167. Culture
A learning & challenging environment that develops leaders
who are:
1. Responsible: Always accepting responsibility for your behavior,
taking ownership of problems (to solve them), and following
through with all tasks.

168. Culture
A learning & challenging environment that develops leaders
who are:
1. Responsible: Always accepting responsibility for your behavior,
taking ownership of problems (to solve them), and following
through with all tasks.
2. Professional: Appropriate communication, manners, physical
appearance/attire.

169. Culture
A learning & challenging environment that develops leaders
who are:
1. Responsible: Always accepting responsibility for your behavior,
taking ownership of problems (to solve them), and following
through with all tasks.
2. Professional: Appropriate communication, manners, physical
appearance/attire.
3. Dedicated: Always going the extra mile.

170. Culture
A learning & challenging environment that develops leaders
who are:
1. Responsible: Always accepting responsibility for your behavior,
taking ownership of problems (to solve them), and following
through with all tasks.
2. Professional: Appropriate communication, manners, physical
appearance/attire.
3. Dedicated: Always going the extra mile.
4. Energetic: Boundless energy, full of life, enthusiastic; positive attitude;
always demonstrating these characteristics, even when you are having
a bad day.

171. Culture
A learning & challenging environment that develops leaders
who are:
1. Responsible: Always accepting responsibility for your behavior,
taking ownership of problems (to solve them), and following
through with all tasks.
2. Professional: Appropriate communication, manners, physical
appearance/attire.
3. Dedicated: Always going the extra mile.
4. Energetic: Boundless energy, full of life, enthusiastic; positive attitude;
always demonstrating these characteristics, even when you are having
a bad day.
5. Passionate: Strong, unwavering belief in our cause.

172. Culture
A learning & challenging environment that develops leaders
who are:
1. Responsible: Always accepting responsibility for your behavior,
taking ownership of problems (to solve them), and following
through with all tasks.
2. Professional: Appropriate communication, manners, physical
appearance/attire.
3. Dedicated: Always going the extra mile.
4. Energetic: Boundless energy, full of life, enthusiastic; positive attitude;
always demonstrating these characteristics, even when you are having
a bad day.
5. Passionate: Strong, unwavering belief in our cause.
6. Fearless: Willing to try something new; making aggressive mistakes –
taking risks through well planned and executed decisions

173. Culture
7. Knowledgeable: Educational Opportunities

174. Culture
7. Knowledgeable: Educational Opportunities
“War College” to include training in sales, finance, leadership,
personal development, TQM, operations, marketing, maintenance,
rehab, public speaking, exercise/nutrition, and personal training.
Initial Training
Pre/Post Shifts
In-House Workshops
Follow-Up Training
Certification Sessions (Host)
Community Outreach Programs
Cross-Training

175. Culture
8. APPRECIATION & REWARD FOR EXCEPTIONAL PERFORMANCE:

176. Culture
8. APPRECIATION & REWARD FOR EXCEPTIONAL PERFORMANCE:
The Eagle Program
Master Instructor Program
Conferences/Seminars/Certifications
Structured Evaluations/Raises
Monthly continuing education sessions
Advancement opportunities/more responsibility
Employee Fun Calendar
Employee Suggestion Program
Rock All-Star Banquet
Mentor Program

177. Culture
9. An ENVIRONMENT of TEAMWORK:

178. Culture
9. An ENVIRONMENT of TEAMWORK:
Individuals make sacrifices for the good of the team.
Mutual trust/respect for co-workers; staff fill in for each
other, sales staff help each other to reach individual goals (to
achieve greater group goal)
One team, better and faster than anybody in the world.
Providing people with the support they need to contribute,
rewarding people for helping each other, assigning work to
ensure interdependency, making you an integral member of
the team.
All staff work toward a common goal/shared understanding.

179. Culture
My supervisxr txld me that teamwxrk
depends xn the perfxrmance xf every
single persxn xn the team. I ignxred that
idea until my supervisxr shxwed me hxw
the xf fice typewriter perfxrms when just
xne single key is xut xf xrder. All the
xther keys xn yxur typewriter wxrk just
fine except xne, but that xne destrxys
the ef fectiveness xf the typewriter. Nxw
I knxw that even thxugh I am xnly xne
persxn, I am needed if the team is tx
wxrk as a successf ul team shxuld.

180. Culture
10.CONTINUOUS IMPROVEMENT

181. Culture
10.CONTINUOUS IMPROVEMENT
Kaizen improvements (small steps or evolutionary
changes toward improvement): development of zones,
scripting for sales team, mandatory group training for all
staff, new rehabilitation treatments.

182. Culture
10.CONTINUOUS IMPROVEMENT
Kaizen improvements (small steps or evolutionary
changes toward improvement): development of zones,
scripting for sales team, mandatory group training for all
staff, new rehabilitation treatments.
Breakthrough improvements (major or revolutionary
developments): Gainesville Health and Fitness for Women,
Nautilus/Medx Circuit, low back machine in rehab, ReQuest
Physical Therapy for Women, ReQuest merger with North
Florida Regional Medical Center, EFT payment option, sales
manual/system.

183. Culture
10.CONTINUOUS IMPROVEMENT
Kaizen improvements (small steps or evolutionary
changes toward improvement): development of zones,
scripting for sales team, mandatory group training for all
staff, new rehabilitation treatments.
Breakthrough improvements (major or revolutionary
developments): Gainesville Health and Fitness for Women,
Nautilus/Medx Circuit, low back machine in rehab, ReQuest
Physical Therapy for Women, ReQuest merger with North
Florida Regional Medical Center, EFT payment option, sales
manual/system.
Knowing we can always be better.

184. Our Envisioned Future

185. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America

186. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America
We will be recognized as the industry leader in customer service.

187. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America
We will be recognized as the industry leader in customer service.
We will gain a reputation for developing leaders.

188. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America
We will be recognized as the industry leader in customer service.
We will gain a reputation for developing leaders.
People from all over the world will visit us to learn about best practices.

189. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America
We will be recognized as the industry leader in customer service.
We will gain a reputation for developing leaders.
People from all over the world will visit us to learn about best practices.
We will be on the cover of a leading business magazine as one of the best companies in
the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in
Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and
Entrepreneur magazines.

190. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America
We will be recognized as the industry leader in customer service.
We will gain a reputation for developing leaders.
People from all over the world will visit us to learn about best practices.
We will be on the cover of a leading business magazine as one of the best companies in
the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in
Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and
Entrepreneur magazines.
We will also be featured on FOX News, CNN, syndicated shows, and many other
national media outlets for our health and business expertise.

191. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America
We will be recognized as the industry leader in customer service.
We will gain a reputation for developing leaders.
People from all over the world will visit us to learn about best practices.
We will be on the cover of a leading business magazine as one of the best companies in
the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in
Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and
Entrepreneur magazines.
We will also be featured on FOX News, CNN, syndicated shows, and many other
national media outlets for our health and business expertise.
We will develop a center for professional management training where businesses and
universities from all over the world send their staff to learn about our systems.

192. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America
We will be recognized as the industry leader in customer service.
We will gain a reputation for developing leaders.
People from all over the world will visit us to learn about best practices.
We will be on the cover of a leading business magazine as one of the best companies in
the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in
Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and
Entrepreneur magazines.
We will also be featured on FOX News, CNN, syndicated shows, and many other
national media outlets for our health and business expertise.
We will develop a center for professional management training where businesses and
universities from all over the world send their staff to learn about our systems.
We will form strategic alliances with local and national organizations.

193. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America
We will be recognized as the industry leader in customer service.
We will gain a reputation for developing leaders.
People from all over the world will visit us to learn about best practices.
We will be on the cover of a leading business magazine as one of the best companies in
the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in
Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and
Entrepreneur magazines.
We will also be featured on FOX News, CNN, syndicated shows, and many other
national media outlets for our health and business expertise.
We will develop a center for professional management training where businesses and
universities from all over the world send their staff to learn about our systems.
We will form strategic alliances with local and national organizations.
A best selling book will be written about our business.

194. Our Envisioned Future
We will be recognized worldwide as a model company for improving the health of an
entire community and We we’ll make Gainesville the healthiest city in America
We will be recognized as the industry leader in customer service.
We will gain a reputation for developing leaders.
People from all over the world will visit us to learn about best practices.
We will be on the cover of a leading business magazine as one of the best companies in
the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in
Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and
Entrepreneur magazines.
We will also be featured on FOX News, CNN, syndicated shows, and many other
national media outlets for our health and business expertise.
We will develop a center for professional management training where businesses and
universities from all over the world send their staff to learn about our systems.
We will form strategic alliances with local and national organizations.
A best selling book will be written about our business.
We will win local and national business awards.

196. Create a Document that tells your entire story

197. Set Goals

198. Set Goals
Personally

199. Set Goals
Personally
Professionally

200. Set Goals
Personally
Professionally
Accountable

201. Set Goals
Personally
Professionally
Accountable

202. Set Goals
Personally
Professionally
Accountable

203. Belief

204. Belief
Your greatest critic and your great source
of inspiration is ? 300 -400 words

205. Belief
Your greatest critic and your great source
of inspiration is ? 300 -400 words
You can’t move away from what you’re
thinking; you’re always moving in the
direction of your dominant thoughts. Denis Waitley

206. Belief
Your greatest critic and your great source
of inspiration is ? 300 -400 words
You can’t move away from what you’re
thinking; you’re always moving in the
direction of your dominant thoughts. Denis Waitley
Create your self talk

207. Humility

208. Humility
“Beware the man who leads
his flock with rhinestone’s on
his staff”

209. Learn from Mistakes
“A smart businessperson makes
mistakes, learns from his mistakes
and doesn’t make the same
mistakes again.”

210. Better Yet
“A wise businessperson watches
the smart businessperson and
doesn’t make the mistake in the
first place.”

211. DETERMINATION
Grit, Self-Discipline and Confidence
Sustain effort toward a very long-term or
challenging goal.
Stick with things when the going gets
tough

212. “Ask the best salesmen what
it takes to be a great
salesman. They will always tell
you that it helps when you
really believe in the product
your selling.”
-Simon Sinek

213. Imagine Your
Life In Reverse

214. Passion

215. Imagine everyday 86,400 was put into your
account; no interest is made and it’s never
carried over to the next day; but it is
replaced with 86,400 Jazz Rose

216. Imagine everyday 86,400 was put into your
account; no interest is made and it’s never
carried over to the next day; but it is
replaced with 86,400 Jazz Rose
A) Use as much as you possibly can to
improve yourself and the lives of those
around you?

217. Imagine everyday 86,400 was put into your
account; no interest is made and it’s never
carried over to the next day; but it is
replaced with 86,400 Jazz Rose
A) Use as much as you possibly can to
improve yourself and the lives of those
around you?
B) Sleep-24 hours a day because you
know you have nothing to worry about?

218. Imagine everyday 86,400 was put into your
account; no interest is made and it’s never
carried over to the next day; but it is
replaced with 86,400 Jazz Rose
A) Use as much as you possibly can to
improve yourself and the lives of those
around you?
B) Sleep-24 hours a day because you
know you have nothing to worry about?
C) Go out and shop and spend most of
your day enjoying yourself?

220. Special bank account is TIME!

221. Special bank account is TIME!
86,400 seconds every day to
make everything about you and
everyone who comes in contact
with you better

222. Joe Cirulli
President/CEO
jcirulli@ghfc.com

223. “WIN BY CHOICE
NOT BY CHANCE”
Thank You
Joe Cirulli
President/CEO
jcirulli@ghfc.com