AAHAM

Let’s take a look at how organizations

have changed over time…

• The way we work

• Leadership skills

• Employee expectations

• Organizational culture

• External and environmental influences

1881

Scientific Management Frederick W. Taylor

Apply science to management processes

Boss has all the control (plan & organize)

Employee does all the work

1916

Management Process Henri Fayol

Simple Model

How management interacts w/personnel

Planning, Organizing, Staffing, Directing,

Coordinating, Reporting, and Budgeting

1930

Human Relations Prof. Elton Mayo, Hawthorne Study

Focus on the relationship to influence productivity &

motivation

People desire to be part of supportive team facilitates growth & development

encourage to participate

work has significance

motivated to be more productive

1960

Theory X/Y Douglas McGregor, MIT Sloan School of Management

Employee X: cannot be trusted, lazy, require constant attention

Employee Y: motivated, desire to do a good job; manager is aware of contributions

1970s

Decentralization Peter Drucker

MBO (management by objective)

SMART (specific, measurable, achievable, realistic & time-related)

Knowledge Worker (equivalent to a exec in today’s world)

How we work & interact

Decisions are made at the level of most knowledge

1970s

Servant Leadership Robert K. Greenleaf

Serve first, then lead

Leader first…need for unusual power drive or

acquiring possessions

1993

Total Quality Management William Edwards Deming

Involve all in work and improving work

Connection to LEAN, Six Sigma,

Toyota Production Systems

Many names… TQM, CQI, CQM, QI, PI, etc.

2006

NeuroLeadership Dr. David Rock

Your Brain @ Work

Quiet Leadership

Coaching with the Brain in Mind

Application of findings

from neuroscience

to the field of leadership

Amygdala hijack Ideal hormone profile Exclusion Threat vs Reward SCARF model

2007

Holocracy Brian Robertson

Self-management practice for organizations

Empower people to make meaningful decision in

pursuit of your organization's purpose

Replaces traditional management hierarchy

w/peer-to-peer “operating system” increases transparency, accountability, & organizational agility

Traditional Companies

Job descriptions Each person has exactly one job. Job descriptions

are imprecise, rarely updated, and often irrelevant.

Delegated Authority Managers loosely delegate authority. Ultimately,

their decision always trumps others.

Big Re-Orgs The org structure is rarely revisited, mandated from

the top.

Office Politics Implicit rules slow down change and favor people “in

the know”.

Holacracy

Roles Roles are defined around the work, not people,

& are updated regularly. People fill several roles.

Distributed Authority Authority is truly distributed to teams and roles.

Decisions are made locally.

Rapid Iterations The org structure is regularly updated via small

iterations. Every team self-organizes.

Transparent Rules Everyone is bound by the same rules, CEO

included. Rules are visible to all

When did

“org charts” become a thing?

1920s (w/some historical references as far back as 1854)

2009

Core Purpose Simon Sinek

Start With Why: How Great Leaders Inspire Everyone to Take Action (2009)

Leaders Eat Last: Why Some Teams Pull Together & Others Don’t (2014)

Together Is Better: A Little Book of Inspiration (2016)

“People don’t buy WHAT you do;

they buy WHY you do it.

And what you do simply proves what you believe”.

When did

“mission

statements” become a thing?

mid-1960s

When did

“vision

statements” become a thing?

mid-1990s

When did

“employee

engagement” become a thing?

1996

Other changes?

What’s next?

Your turn…

Personal milestones Births

Marriages

Kids

Moves

Significant work

changes Graduation

New Job

Promotion/Transfer

New Software or Technology

New Policy

Reorganization

Merger/Acquisition

Certifications

New / Upgraded Equipment

Key points

• Change is happening more frequently! All the time!

• Adaptability is a key differentiator

• Growth mindset is crucial to staying in sync with society

• Balanced emphasis on customers, stakeholders & employees

• Focus on “strategy” AND “culture” (The Advantage)

• Cultures that inhibit performance are not rare --- they develop

easily

• Cultures can be changed and become more performance

enhancing --- it requires LEADERSHIP!

Let’s focus on

Growth Mindset…

Fixed Mindset Growth Mindset

• Something you’re born with • Fixed

SKILLS

• Static INTELLIGENCE

• Look smart GOAL

• Something to avoid • Could reveal lack of skill • Tend to give up easily

CHALLENGES

• Unnecessary / fruitless • Something you do when you are not

good enough EFFORT

• Ignore it • Get defensive • Take things personally

FEEDBACK

• Blame others • Get discouraged

SETBACKS

• Threatened by others’ success RELATIONSHIPS

Fixed Mindset Growth Mindset • Something you’re born with • Fixed

SKILLS • Comes from working hard • Can be improved

• Static INTELLIGENCE • Can be developed

• Look smart GOAL • Desire to continue learning

• Something to avoid • Could reveal lack of skill • Tend to give up easily

CHALLENGES • Embrace challenges • Okay to show vulnerability • Keep trying…persistence

• Unnecessary / fruitless • Something you do when you are not

good enough EFFORT

• Essential • A path to mastery

• Ignore it • Get defensive • Take things personally

FEEDBACK • Useful & helpful • A way to learn • Identify ways to improve

• Blame others • Get discouraged

SETBACKS • Use as a wake-up call to work harder

next time

• Threatened by others’ success RELATIONSHIPS • Inspired by others’ success

What are the benefits to a growth mindset?

Enjoy life!

“This is a wonderful feature of the growth mindset.

You don’t have to think

you’re already great at something

to want to do it

and to enjoy doing it.”

Carol Dweck

What are the benefits to a growth mindset?

Lower risk of depression

Be better at taking responsibility for your life

Increase your resilience to stereotypes

You aren’t a failure

until you start to

blame. John Wooden

What are the benefits to a growth mindset?

Ditch the Stress!

Don’t have to worry about being perfect!

Strengthen your confidence Improve your self-insight and self-esteem

Never feel stupid when learning

What are the benefits to a growth mindset?

Improve your relationships

Positive impact on

family, community,

teams, departments

& organizations!

What’s YOUR

Mindset?

I'm either good at it or I’m not.

When I’m frustrated, I give up.

I don’t like to be challenged.

When I fail, I’m a failure.

Tell me I’m smart.

I’m threatened by your success.

The ability I come with determines everything.

FIXED

MINDSET

I can learn anything I want to.

When I’m frustrated, I persevere.

I enjoy challenging myself.

When I fail, I learn & do better the next time.

Tell me I try hard.

I’m inspired by your success. My effort & attitude make all the difference.

GROWTH

MINDSET

Carol Dweck – A Study on Praise & Mindsets

Breakout Questions: When YOU have a growth mindset…

1. What are the characteristics of a growth mindset leader?

2. What statements would you use to give feedback re performance?

3. How can you personally role-model new opportunities for learning?

4. What questions would you ask an employee during their performance

appraisal?

5. What are your ideas to make learning go ‘viral’ in your organization (to

move from ‘pockets’ to a ‘culture of innovation’?

6. How do you find the balance between ‘micromanaging’ and ‘mentoring’

to ensure people feel supported in their development?

7. How do you create an environment that fosters risk-taking?

8. How do you celebrate the strengths of individuals? And of teams?