creative budget responses to the fiscal stress leadership academy aug 27, 2015 [email protected]...
TRANSCRIPT
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Creative Budget Responses to the Fiscal
StressLeadership Academy
Aug 27, 2015
[email protected]@gmail.com
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Outline for Team Presentation
Principles Start with end in mind What does audience want to know? Less is more
Outline Challenge & assignment Summary of recommendations Methodology Conclusions Recommendations Call to Action
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Team Project Run Through
Presentation (15-20 minutes)
Content Questions (10 minutes) Emerging Leaders Executive Sponsors
Presentation Suggestions (10 minutes) Emerging Leaders Executive Sponsor
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Overview1. Team project run-thru #12. Myers-Briggs leadership
assessment3. Guest speaker--“Finance for Non-
Finance People”4. Team project run-thru #25. Themes from budget messages
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Overview (con’t)
6. Themes from budget messages7. Traditional cutback measures &
impacts8. Exercise—redesigning services9. Resources, reactions & homework10.Team meetings
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First Goal for Today Recognize and Appreciate
Your Natural Preferences &Those Different from Yours
What is a Preference…?
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It’s about How We See Differences
NaturalBeneficialNecessaryCrucial
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Difference / Diversity
Genetics Biodiversity Agriculture Finances Global Business Teams Your Team
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Only ONE Lens to Self-Awareness
YES Innate
Preferences
Core Motivations
Internal Compass
NO Not boxes for us all
All those of one type are the same
Skills/Aptitude
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Katherine Briggs & Isabel Myers
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Carl Jung - Swiss Psychiatrist1875 –1961
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4 Preferences - Each on a Spectrum
IntroversionSensing
ThinkingJudging
ExtroversionIntuitingFeelingPerceiving
Clear Moderate Slight Slight Moderate Clear
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BackgroundBackground
Pairs of Preferences
Carl Jung 1875-1961
Theory / ModelTheory / Model
E or IE or IS or NS or NT or FT or FJ or PJ or P
Myers-Briggs
1940s
A or B?
MBTI
Survey Survey
InstrumentInstrument
16 Myers-16 Myers-Briggs TypesBriggs Types
Keirsey/Bates 4 Temperaments4 Temperaments
1984
16 Portraits16 Portraits
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INTROVERT or EXTRAVERT
Where do we get our energy?
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Extravert
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Introvert
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Where do we get our energy?
Introversion
Reflection Inward Privacy Concentration Few Quiet Think-Do-Think
Extraversion Action Outward People Interaction Many Expressive Do-Think-Do
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What is your self estimate?
Humorous dialogue
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SENSING or INTUITIVE
How do we take in Information?
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How do we take in information?
Sensing
Facts Realistic Specific Present Keep Practical What is
Intuiting Ideas Imaginative General Future Change Theoretical What could be
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What is your self estimate?
Humorous dialogue
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THINKING or FEELING
How do we evaluate information and make decisions?
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How we make decisions
Thinking
Head Detached Things Objective Critique Analyze Firm but fair
Feeling
Heart Personal People Subjective Appreciate Understand Merciful
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What is your self estimate?
Humorous dialogue
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JUDGING or PERCEIVING
How do we deal with the external world,
deadlines and closure?
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How we deal with external world deadlines, closure
Judging
Organized Decision Control Now Closure Deliberate Plan
Perceiving
Flexible Information Experience Later Options Spontaneous Wait
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What is your self estimate?
Humorous dialogue
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Here is Your Reported Type
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BackgroundBackground
Pairs of Preferences
Carl Jung 1875-1961
Theory / ModelTheory / Model
E or IE or IS or NS or NT or FT or FJ or PJ or P
Myers-Briggs
1940s
A or B?
MBTI
Survey Survey
InstrumentInstrument
16 Myers-16 Myers-Briggs TypesBriggs Types
Keirsey/Bates 4 Temperaments4 Temperaments
1984
16 Portraits16 Portraits
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The Four Temperaments
Guardians - SJ
Duty SeekersRationals - NT
Knowledge Seekers
Idealists - NF
Ideal SeekersArtisans - SP
Action Seekers
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Motivated by a need to be useful and of service
Value the traditions, customs and laws of society
Guardians (SJ)
Duty Seekers
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Knowledge Seekers
Motivated by a need for knowledge and competency
Value the theoretical and the powers of the mind
Rationals (NT)
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Ideal Seekers
Motivated by a need to understand themselves and others
Value authenticity and integrity; strive for an ideal world
Idealists (NF)
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Action Seekers
Motivated by a need for freedom and need to act
Value living in the moment, the here and now
Artisans (SP)
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Your Leadership Style via Lens of Myers Briggs
Three Leadership Activities Setting DirectionInspiring OthersMobilizing the accomplishment of goals
Your preferences bring assets and challenges to your
Leadership Style
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Homework for Today
Read your Communication Style Report, esp. last page “Communication Tips,” & your Leadership Profile
Select one item to focus on Reply to email from Eileen with your Tip by
next Monday Practice between now and next session Report out next session
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Carol Atwood Career Journey Presentation: “Finance for Non-
Finance Staff” What make finance people tick? What are financial “red flags”? How can you increase your financial IQ?
Q & A
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Team Project Run Through
Presentation (15-20 minutes)
Content Questions (10 minutes) Emerging Leaders Executive Sponsors
Presentation Suggestions (10 minutes) Emerging Leaders Executive Sponsor
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Themes from Articles “Managing Through Meltdown” “Creating a New Future for a
Downsizing Organization”
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Budget Messages What are drivers of deficits? What are strategies proposed? What is journey going forward?
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Nature of Structural Deficits Business-related deficits
Structural deficits
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Two Problems
1. Costs increasing faster than revenues over time
2. Out-of-whack tax system
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Responding to Economic Meltdown
Premises An organization needs to get out in front
of severe cutbacks and take action NOW Typical cutback measures have negative and sometimes unanticipated consequences Cutbacks at margins will not solve fiscal challenge
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Responding to Economic Meltdown
Premises (con’t) Redesigning service delivery requires
engaging employees, other departments, and outside partners
Leaders typically need to cross boundaries to redesign services As it reduces resources, an organization needs to target investments Service redesign is a journey
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Typical Cutback Measures
Across the board percentage cuts Reductions in travel, training and equipment Deferred maintenance and capital projects Hiring freeze Layoffs Increased fees Reductions in contract services Borrowing from reserves Cutbacks in support staff Protection of “sacred cows”
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Organizational Impacts
In terms of organizational climate and employee attitudes, what are some impacts on the organization?
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The Productivity Paradox
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Redesigning County Probation DeptAssumption: Probation Dept of future
does not use probation officers who supervise individual offenders
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Redesigning County Probation Dept
Instructions: Go to worksheet Individually respond to questions Discuss in small groups Identify top ideas, including one “wacky” idea
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Guidelines for Service Redesign
Focus on mission Identify your customer Manage service demand Identify your core business & shed or off-load non-core responsibilities Re-think service delivery and options Seek strategic partners; provide
resources and other incentives Incorporate several approaches for
addressing budget challenge
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Resources Career Compass column
“Developing Finance IQ” “Managing Meltdown” “Creating a New Future for a
Downsizing Organization”
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Debrief Development Conversation
What did you like best about development conversation with your coach?
What did you uncover or find surprising as result of the conversation?
What was uncomfortable? What do you want to bring up during your next development conversation?
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Reaction Panel What resonated with me? What did not resonate with me? What do I have to add?
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Assignments Select one item from your own
assessment, email Eileen, & practice before next session
Conduct third coaching session before Sept 24
Do readings Prepare for Team Project Dry-Runs
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Team Projects Questions from teams? Assistance needed? Team meetings
Thank you!www.frankbenest.com