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Leading change
 

Leading change

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Training for Nevada Department of Health and Human Services, July and August 2013

Training for Nevada Department of Health and Human Services, July and August 2013

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  • This presentation is updated online at http://www.slideshare.net/BretLSimmonsVideos of this session will be available at my website www.bretlsimmons.com and at my Youtube channel http://www.youtube.com/user/eustress

Leading change Leading change Presentation Transcript

  • Bret L. Simmons, Ph.D. www.bretlsimmons.com Training for Nevada Department of Health and Human Services Leading Change
  • Agenda • 9 am. Session 1: Leadership • 10:15 am. Break • 10:30 am. Session 2: Progress Principle • Noon – Lunch • 1 pm. Session 3: Switch • 2:30 pm. Break • 2:45 pm. Session 4: Organizational Citizenship • 3:45 pm. Wrap-up
  • Primary Sources
  • Changes I need to make • Sheet in the back of your handout • Add two items after each session • Prioritize top two in wrap-up session • When you return to work – Apply the change formula you will learn today – Invite accountability – Make continual improvement a habit
  • Exercise 1 How do you recognize good leadership?
  • Leadership is.. Influence Real Change Relationship Shared Purpose
  • Power (influence) is the heart of leadership
  • Only when leaders and followers actually intend substantive, transformative changes is a leadership relationship possible.
  • Trustworthy, Interdependent Partners
  • Trust Willingness to be vulnerable to others in risky situations
  • Trustworthy • Ability • Integrity • Benevolent Intentions
  • Interdependent Partnership Responsibility Expectations Accountability Learning
  • Responsibility • Foundation of interdependence • Unless and until you assume full responsibility for yourself, you force others to assume responsibility for you • Performance – Master your current job – Continuously improve how that job is done • Caring
  • Expectations • Framework of interdependence • Know what’s expected of you • Share your expectations of others with them • Make this a team activity • Promise to deliver
  • Accountability • Binding strength of interdependence • Two principles – Always starts with you: performance, caring, expectations, encourage and enable others – When you look at others, look for solutions rather than blame • Don’t look the other way when it matters
  • Learning • Fulfillment of interdependence • Change in behavior • Core performance technology • If you stop learning and growing, you will increasingly become either a burden or a stranger to others at work
  • REAL Relationship • Are you dependent, independent, or interdependent in your work relationships? How does your style of relating affect others at work? • Are you really learning and growing at work? Name one thing you are doing better now than 3 months ago.
  • 18 Purpose: The Missing Factor Vision – where we are going Mission – who, when, how we will get there Values – rules of engagement and norms of behavior Purpose – why we do what we do
  • 19 Purpose • Never changes • Short and easy for all to remember • Serves as a guide for daily behavior • When reasonable people disagree on the “right thing to do”, purpose should be the guiding principle
  • Purpose Organizations flourish when everyone behaves purposefully
  • Process of Leadership Trustworthy, interdepende nt partners focused on real change that advances the shared purpose
  • Add two items to your list of changes you need to make
  • Break! Session 2 starts at 10:30
  • Session 2
  • Person + Environment (system) = Behavior
  • Behavior at Work Person Personality Attitudes Values Perceptions Emotions Motivation System Policies Procedures Equipment Hiring Training Staffing Rewards Performance Evaluation Supervision Daily Events Behavior Helping Civility Tardiness Absenteeism Turnover Participation Preparation Performance
  • Inner Work Life Effect: “People do better work when they are happy, have positive views of the organization and its people, and are motivated primarily by the work itself.” (p, 47)
  • Workday Events Perceptions/thoughts (Sensemaking about workday events) • The organization • Managers, self, team • The work • Sense of accomplishment Emotions/feelings (Reactions to workday events) • Positive emotions • Negative emotions • Overall mood Motivation/drive (Desire to do the work) • What do to • How to do it • When to do it • Whether to do it Individual Performance Inner Work Life System Amiable, T & Kramer, S. (2011). The Progress Principle
  • Even seemingly mundane events – such as small wins and minor setbacks – can significantly effect inner work life
  • The Progress Principle Events signifying progress • Small wins • Breakthroughs • Forward movement • Goal completion The Catalyst Factor Events supporting the work • Setting clear goals • Allowing autonomy • Providing resources • Providing sufficient time • Helping with the work • Learning from problems and successes • Allowing ideas to flow The Nourishment Factor Events supporting the person • Respect • Encouragement • Emotional support • Affiliation Positive Inner Work Life Amiable, T & Kramer, S. (2011). The Progress Principle 1 2 3 Daily Events
  • The power of setbacks to diminish happiness is more than twice as strong as the power of progress to boost happiness. The power of setbacks to increase frustration is more than three times as strong as the power of progress to decrease frustration. (p. 92)
  • Meaning Killers • Dismiss someone’s ideas • Make employees doubt the work they do is important • Assign people to work for which they are overqualified • Keep people from assuming full ownership of their work
  • Inhibitors • Unclear goals • Micro-management • Lack of resources (e.g. information, equipment, funding, personnel, training) • Time pressure • Punishment (vs. learning) from problems or mistakes • Shut down open discussion • Increased workload + decreased control
  • Toxins • Disrespect • Discouragement • Emotional neglect • Antagonism
  • Daily progress doing meaningful work
  • Team Leaders / Immediate Supervisors
  • Whatever your level in the organization … you bear some responsibility for the inner work lives of the people around you (p. 181)
  • Recommendations • Systematic awareness • Stay tuned everyday • Target support • Check in – don’t check-up • Events change the culture • Tend to your own inner work life
  • Exercise 2 What are the catalysts and inhibitors in your work environment? List at least three of each
  • Add two items to your list of changes you need to make
  • Lunch! Session 3 starts at 1 pm
  • Session 3
  • For anything to change, someone has to start acting differently. Can you get people to start behaving differently? (p.4)
  • Change Metaphor
  • Rider - Rational – Deliberates, analyzes, looks into the future – Provides planning and direction Elephant – Emotional – Feels pain and pleasure – Provides the energy
  • Direct the Rider Follow the bright spots: Investigate and clone the successes
  • Destination postcards: Shows the Rider where you are headed and the Elephant why the journey is worthwhile Change is easier when you know where you are going and why it is worth it
  • Script the critical moves Be specific about the behavior you want to change
  • Direct the Rider • What looks like resistance is often a lack of clarity • Clarity dissolves resistance
  • Motivate the Elephant Find the feeling Motivation comes from confidence. The Elephant has to believe that it’s capable of conquering the change
  • Shrink the change: Break down the change until it no longer spooks the Elephant Sense of progress is critical
  • Make change a matter of identity, not consequences Who am I? What kind of situation is this? What would someone like me do in this situation?
  • Grow your people Encourage a growth mindset by praising effort rather than skill
  • Growth Mindset • Talent is NOT fixed unless you believe that it is. Treat talent as something almost everyone can earn, not that just a few people own. • Everyone can learn to work smarter 54
  • Motivate the Elephant Change is hard because people wear themselves out. What looks like laziness is often exhaustion
  • Shape the Path Tweak the environment. When the situation changes, behavior changes
  • Build Habits Supportive habits that are easy to embrace and advance the new behavior
  • Action Triggers: Decisions you make to execute a certain action when you encounter a certain situation
  • Checklists help educate people about what is best by showing then the right way to do something
  • Rally the Herd Behavior is contagious; help it spread
  • Shape the path What looks like a people problem is often a situation problem. When you shape the path, you make the change more likely, no matter what’s happening with the Rider and the Elephant
  • The law of crappy systems trumps the law of crappy people 62
  • Exercise 3 Identify a change that is happening right now at work. Discuss ways that you can direct the Rider, motivate the Elephant, and shape the Path to help improve the success of this change
  • Add two items to your list of changes you need to make
  • Break! Session 4 starts at 2:45
  • Session 4
  • Organizational Citizens Taker, Matcher, or Giver
  • Takers view success as attaining results that are superior to others
  • Matchers see success in terms of balancing individual accomplishments with fairness to others
  • Givers characterize success as individual achievements that have a positive impact on others
  • How you give determines if you will achieve long term success or languish at the bottom
  • Concern for Other’s Interests LOW HIGH Concern for Self- Interest LOW Apathetic Selfless: Self- sacrificing givers HIGH Selfish: Takers Otherish: Successful Givers
  • Exercise 4 How can you improve the citizenship behavior in your organization? Discuss ways you can direct the Rider, motivate the Elephant, and shape the Path to create more otherish givers in your organization.
  • Wrap-up Add two more items to your list. What are the top two changes that you need to make?
  • Questions?
  • Changes I need to make ________________________ ________________________ ________________________ ________________________ ________________________ ________________________ ________________________ ________________________ ________________________
  • Notes