Leading Progress

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Presentation for the leadership team of Grace Church, Reno, February 15, 2012

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Leading Progress

  1. 1. Leadership ProgressBret L. Simmons, Ph.D.www.bretlsimmons.comGrace Church RenoFebruary 15, 2012
  2. 2. Agenda• Priorities• Fundamentals of behavior and motivation at work• Principles of leading others toward meaningful progress• Questions
  3. 3. Priorities• What is the most important thing that everyone in your organization needs to understand is the key to the organization’s future?• What is the most important thing you need to do on a daily basis to help your organization make progress toward achieving this priority?
  4. 4. Loyal customersRemarkable products/services Remarkable operations Remarkable employees You
  5. 5. Evidence-Based Management
  6. 6. Person +Environment (system) = Behavior
  7. 7. Behavior at Work Person System BehaviorPersonality Policies Helping Attitudes Procedures Civility Values Equipment TardinessPerceptions Hiring Absenteeism Emotions Training Turnover Motivation Staffing Participation Rewards Preparation Performance Performance Evaluation Supervision Daily Events
  8. 8. Inner Work Life Effect:“People do better work when they are happy, havepositive views of the organization and its people, andare motivated primarily by the work itself.” (p, 47)
  9. 9. Inner Work Life System Perceptions/thoughts Emotions/feelings (Sensemaking about (Reactions to workday events) workday events) • The organization • Positive emotions • Managers, self, team • Negative emotions • The work • Overall mood • Sense ofWorkday accomplishment IndividualEvents Performance Motivation/drive (Desire to do the work) • What do to • How to do it • When to do it • Whether to do it Amiable, T & Kramer, S. (2011). The Progress Principle
  10. 10. Key Points• Even seemingly mundane events – such as small wins and minor setbacks – can exert potent influence on inner work life• Negative events are more powerful than positive events, all else being equal
  11. 11. 1 The Progress Principle Daily Events signifying progress • Small wins Events • Breakthroughs • Forward movement • Goal completion 2 3The Catalyst Factor The Nourishment FactorEvents supporting the work Events supporting the person• Setting clear goals Positive • Respect• Allowing autonomy Inner • Encouragement• Providing resources Work Life • Emotional support• Providing sufficient time • Affiliation• Helping with the work• Learning from problemsand successes• Allowing ideas to flow Amiable, T & Kramer, S. (2011). The Progress Principle
  12. 12. Daily progress doing meaningful work
  13. 13. Team Leaders /Immediate Supervisors
  14. 14. Whatever your level in the organization … you bear some responsibility for the inner work lives of the people around you (p. 181)
  15. 15. 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
  16. 16. How do yourecognize good leadership?
  17. 17. Leadership is.. Influence Real Change Relationship Shared Purpose
  18. 18. Power (influence) is theheart of leadership
  19. 19. Only when leaders andfollowers actually intendsubstantive,transformative changes isa leadership relationshippossible.
  20. 20. What do you knowabout good work relationships?
  21. 21. Interdependent Partners
  22. 22. Interdependent PartnershipResponsibilityExpectationsAccountabilityLearning
  23. 23. 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
  24. 24. 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
  25. 25. 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
  26. 26. 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
  27. 27. 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.
  28. 28. What is yourorganization’s shared purpose?
  29. 29. 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 29
  30. 30. Purpose • Never changes • Short and easy for all to remember • Serves as a guide for everyone’s daily behavior • When reasonable people disagree on the “right thing to do”, purpose should be the guiding principle 30
  31. 31. Purpose Organizations flourish when everyone behaves purposefully 31
  32. 32. Wrap-up• Priorities• Fundamentals of behavior and motivation at work• Principles of leading others toward meaningful progress
  33. 33. Your Questions
  34. 34. Leadership ProgressBret L. Simmons, Ph.D.www.bretlsimmons.comsimmonsb@unr.edu(775) 336-9576

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