value added? 1 linear steady state expert spiral transitory
TRANSCRIPT
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Value Added?
1
LINEAR
STEADY STATE EXPERT
SPIRAL
TRANSITORY
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Implications …
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Who gets to the top of most organizations?
Who designs the reward systems in those organizations?
L
EST
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Some Fundamental Questions• What is my ranking of career motives?• How does this compare with my concepts?• What does the comparison say about how I
might make decisions?• What would be the impact of letting concepts
dominate motives?• How could I insure deciding in favor of my
motives?
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LPV 3. Courage to Act?
• Observe and identify VABEs• Confirm VABEs with person• Explore validity of VABEs with person• Set probationary time period• Active coaching• If progress, continue;
if not, make a change (cause = my weak coaching or his weak learning or both)
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Society
Can you change anything in the world “out there” without changing
yourself first?
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Organization
Team
Self
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Insanity
Is expecting different results while you continue doing the same thing.
Einstein/Alcoholics Anonymous
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Leading Strategic Change Requires . . . .
Vision (What do you see?)Understanding (Rigorous analysis)Courage (to initiate action)THE “LEADERSHIP POINT OF VIEW”
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Break
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Day Two:Team Perspectives
• What stood out for you on Day One?
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Greenland
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Leadership is about managing energy, first in yourself and then
in others.
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The obligatory commute …
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Managing Energy
Energizers•
Drainers•
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How do you want to feel?
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FLOWTime warps (slow or fast)Lose sense of selfIntense focusPerform at highest levelSeems effortless (flow)Internally satisfyingRegain larger sense of self
Adapted from FLOW by Mihalyi Csikszentmihalyi
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DREAM
WORLD CLASS PERFORMANCE
Doug Newburg, UVA
PreparationSetbacksObstaclesSuccesses
Revisit the Dream
RESONANCE
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Five Key Questions
1. How do I wantto feel today?
2. What does it take to get that feeling?
3. What keeps me from that feeling?
4. How can Iget it back? RESONANCE
5. What are you
willing to work for?
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THE PURPOSE OF LIFE Find Your Resonance Invest in Your Resonance Enjoy Your Resonance Help Others Find Their Resonance
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Key Points … Pay attention to your internal Life’s Dream as well as
your external Life’s Dream If you’re not resonating, will you be performing at a
world-class level? Pay attention to your experience along with your
achieving. It’s your life, what are you willing to work for? Ignore Task AND Process at the risk of your
enjoyment AND your performance
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Implications for Managers
• Can you distinguish between LDext and LDint? • Can you identify your LDint?• Can you identify your team’s LDint?• Can you help people reconnect with their LDint?• What will the impact be on performance?
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Break
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Leading Change in Teams
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Work Group or … Team?
• Strong central leader• Individual accountability• Purpose = Corp’s.• Sequential jobs• Efficient meetings• Individual measures• Make work
• Shared Leadership• Team Accountability• Distinctive Purpose• Shared, real work• Open ended meetings• Direct, collective
measures• Real work
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Katzenbach and Smith, “The Wisdom of Teams”
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What do we know about teams?
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• Stages of development• Necessary roles• Principles of Building• Principles of Leading
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Common Stages of Group Development
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Forming/Orientation Purpose? Membership?
Storming/Rule Setting
Who’s the leader? What’s our style? What’s okay? What’s not?
Performing Working on the task. Getting completion.
Reforming New tasks, new assignments, new relationships, letting go.
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Necessary Roles: Task Process
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Task
Process
Losers’ Corner
And/also “Winners’ Corner”
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Necessary Roles for High Performing Team
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TASK
PROCESS
CREATIVITY
PRAGMATICS
Danger!
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Be a Team Builder and a Team Leader
• Balance Task with Process• Balance Creativity with Pragmatics• Design Team Measures• Create positive Team VABEs• Respect the Individuals on the Team
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Team Exercises
• Systems Processing• Helium Pole• Nuclear Waste
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Break
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Day Three: Organizational Perspectives
• What did you take away from Day Two?
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Key Leadership Initiatives
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STRATEGY(priorities)
ORGANI-ZATION(design)
OTHERS(employees)
LEADER(traits) Strategic ThinkingDeveloping
Influence
Designing
2. What’s Your
“story?”
3. Can you“sell” your
story?
4. Does yourorganization
help or hinder?5. Can you lead changeto keep up?
1. Who areyou?
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Leader as Organization Designer
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The Indirect Effect of Designing Effective Organizations
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Back-groundFactors
LeadershipVABEs
RESULTSBalancedScorecardCust SatOps EfficLearningFinances
OrgDesign
Decisions
Organi-zationalCulture
Indirect Effect
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Creativity and Energy
Diversity
Human Resources Processes(adapted from Tichy et al)
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SelectionWorkDesign
Appraisal
Reward
Learning
Outplacement
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Pfeffer: HRM as Competitive Advantage
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Research-based Elements of Effective HRM Systems
Security
Hiring
Teams
High Wages
Training
Egalitarian
Share Data
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Differentiation and Integration
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Differentiation
IntegrationOrganization and Environment, Lawrence and Lorsch
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Integrative Mechanisms• Pyramid Supervision (slow)• Meetings (depends on quality)• Integrated Product Teams IPTs (leadership?)• Publications (weak)• Integrators (Program Managers) (leadership?
Budget Power?)• Personal Networks (Inclination? Skill? Culture?)• Rewards (mixed signals?)• Shared Values (oversight?)• Common Targets (common enemy)
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Turf Building
• Genetic? Every generation? Gene for acquisition and control? (Lawrence and Nohria)
• Personal versus Organizational Strength• Expensive, duplicates resources• Bureaucratic and Slow• Culture Choice
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Investment Opportunity?
• Commodity Business• Competition everywhere• Low tech• 12-14 hour days• High School dropouts• On your feet all day• Smelly
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Another kind of design…
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Organizing for EnergyFISH! Principles
PlayMake Their Day
Be ThereChoose Your Attitude
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Break
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Leading Change from the Middle
• John Smithers
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Intellectual Intelligence (IQ)
Genetically endowedEnvironmentally EncouragedFocus of Most School WorkProcessing Power CuriosityDiscipline
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Emotional Quotient (EQ)
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Recognizing your own emotions
Managing your Emotions
Self Talk to get out of Emotional Hijackings
Paying Attention-Self Awareness
Adapted from Daniel Goleman, Emotional Intelligence, Bantam, New York, 1995
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Emotional Hijackings
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AngerFear DepressionApathy
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Social Quotient (SQ)
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Recognizing the emotions of others
Empathy
Caring
Listening
Skill in Coaching & Resolving Conflicts
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Change Quotient (CQ)
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Recognizing the need to change
Emotional comfort with change
Understanding the Change Process
Skills in Leading the Change Process
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Can People Change?
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Leading Change:Roles, Models, and Resistance
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Common Questions
• What do you want me to do?• Why do you want me to do it?
(Am I motivated to do so?)
• Can I do it?• What’s in it for me?
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Resistance to Change
• How many of you have employees that are not doing things you want them to do?
• Why don’t they?• How many of you have things that your boss
wants you to do that you’re not?• Why?
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Why People Resist Change
• Habit• Comfort• Waiting for others to set vision• Logical models: right data will convince
– Why doesn’t it?
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Level Change Strategies
What causes change? Level of Behavior
Orders, punishments Level 1: Visible Behavior
Logical facts, arguments Level 2: Conscious Thought
Relevant stories, beliefs Level 3: VABE’s
But what’s the longevity of impact?
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Models of Change
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Kurt Lewin Michael Beer John Kotter Tim Gallwey MIT Model Elizabeth Kubler Ross Jim Clawson
• See L3L, Chapter 16, Leading Change
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Kurt Lewin
Unfreeze Retrain Refreeze
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Beer’s Leading Change
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Cp = D x M x P > CCp = Probability of Change
D = Dissatisfaction with Status Quo
M = Clear Model or Vision of the Future
P = Clear Process for Managing the Change
C = Cost of Making the Change
from Leading Change, Michael Beer, HCS
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Kotter’s 8 Errors in Leading Change
Allowing complacency Failing to create a guiding coalition Underestimating the power of vision Under-communicating the vision by 10, 100, or 1000 Allowing Obstacles to block the vision Failing to create short-term wins Declaring victory too soon Neglecting to anchor changes in culture
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From Leading Change, John Kotter, HBS Press, 1996.
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Kotter’s Eight Stage Process for Creating Transformation
Establish a sense of urgency Create a guiding coalition Develop strong vision and strategy Over communicate the vision and strategy Redesign to encourage broad-based action Generate short-term wins Consolidate gains in redesign and HR Anchor changes in the culture
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Adapted from Leading Change, John Kotter, HBS Press, 1996
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Inner Game of Change
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Select the right measures
Focus attention and see what happens
Listen to Self 2
Self 1 (Shoulds) and Self 2 (Inner Self)
Adapted from Tim Gallwey, Inner Game of Work
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Stages of Change Feeling Unsettled: Something isn’t right. Denial: It’s not that bad. Facing the Present: I see things as they are. Letting Go: The past isn’t working; the future is unclear. Envisioning: I know what I want. Exploring new Options: Maybe I can do it. Committing to Action: I can do it. Integrating the Change: I am doing it.
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Adapted from From Chaos to Confidence, Susan Campbell, Simon & Schuster, New York, 1995
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Disconfirming Data
DENIAL
Emotional Pendulum of Change
Adapted from Elizabeth Kubler-Ross
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DENIAL
Denyingthe Message
Denying One’s Ability to Do Anything
Denyingthe
Messenger
Denying the Relevance of the Message
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INTEGRATION
ANGER
DESPAIR
HOPE
EXPERIMENTATION
BARGAINING
DENIAL
Disconfirming Data
Emotional Pendulum of Change
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5 P’s of Leading Change
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PAIN AND PURPOSE
FOR CHANGE
PAIN AND PURPOSE
FOR CHANGEPICTURE OF
WHERE TO GO
PICTURE OF WHERE TO GO
PART FOREACH TO PLAY
PART FOREACH TO PLAY
PLAN HOWTO GET THERE
PLAN HOWTO GET THERE
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Problem Leadership
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LEADERSHIP ACTIVITY Questions Answers
•Problem Solving Old New
•Problem Finding New Old
•Problem Creating New New
Adapted from Pathfinding by Harold Leavitt, 1995
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Society
Can you change anything in the world “out there” without changing yourself
first?
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Organization
Team
Self
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What can I do to make it happen?
• Expand your vision• Expand your skill set• You teach what you tolerate• Create win-win’s for all parties• Become an ally, not an adversary• Accept and channel the other’s point of view• Change yourself, not others
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