Change attitude credibility
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Change attitude credibility

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Change attitude credibility Change attitude credibility Presentation Transcript

  • How to offer ownership of change to others? 1. Inform people in advance so they’ll have time to think about the implications of the change and how it will affect them. 2. Explain the overall objectives of the change – the reasons for it and how and when it will occur
  • 3. Show people how the change will benefit them. Be honest with the employees who may lose out as a result of the change. Alert them early and provide assistance to help them find another job if necessary. 4. Ask those who will be affected by the change to participate in all stages of the change process.
  • 5. Keep communication channels open. Provide opportunities for employees to discuss the change. Encourage questions, comments, and other feedback. 6. Be flexible and adaptable throughout the change process. Admit mistakes and make changes where appropriate.
  • 7. Constantly demonstrate your belief in commitment to the change. Indicate your confidence in their ability to implement the change.
  • When does change become grief? The change proposed is:  a bad idea  not accepted by the influences  not presented effectively  self-serving to the leaders  based solely on the past  too many, happening too quickly
  • Creating a Climate for Change Human behavior studies show that people do not basically resist change; they resist “being changed”. This section will emphasize how to create an atmosphere that will encourage others to be changed. Unless people are changed, change will not happen. “Change the leader, change the organization.”
  • 10 ways on how to create a climate for change 1. The leader must develop a trust with people 2. The leader must make personal changes before asking other to change 3. Good leaders understand the history of the organization 4. Place influence in leadership positions.
  • 5. Check the “change in your pocket.” 6. Good leaders solicit the support of influences before the change is made public. 7. Developing a meeting agenda that will assist change. 8. Encourage the influencers to influence others informally.
  • 9. Show the people how the change will benefit them. 10. Give the people ownership of the change.
  • Why Prioritize Richard Sloma says never to try to solve all the problems all at once – make them line up for you one-by-one. Approach these problems, not with a view of finding what you hope will be there, but to get the truth and the realities that must be grappled with. You may not like what you find. In that case, you are entitled to try to change it. But not deceive yourself.
  • Define the problem In a single sentence, answer the question, “What is the problem?” Bob Biehl encourages us to keep in mind the difference between solving a problem and making a decision. A decision is a choice you make between two or more alternatives whereas a problem is a situation that counter’s to your intentions or expectations.
  • 4 Steps in defining a problem 1. Ask the right questions. 2. Talk to the right people 3. Get the hard facts. 4. Get involved in the process.
  • In 1906, Italian economist Vilfredo Pareto created a mathematical formula to describe the unequal distribution of wealth in his country, observing that twenty percent of the people owned eighty percent of the wealth. In the late 1940s, Dr. Joseph M. Juran inaccurately attributed the 80/20 Rule to Pareto, calling it Pareto's Principle. While it may be misnamed, Pareto's Principle or Pareto's Law as it is sometimes called, can be a very effective tool to help you manage effectively.
  • Pareto Principle, concept and examples Vilfredo Pareto
  • Where It Came From After Pareto made his observation and created his formula, many others observed similar phenomena in their own areas of expertise. Quality Management pioneer, Dr. Joseph Juran, working in the US in the 1930s and 40s recognized a universal principle he called the "vital few and trivial many" and reduced it to writing. In an early work, a lack of precision on Juran's part made it appear that he was applying Pareto's observations about economics to a broader body of work. The name Pareto's Principle stuck, probably because it sounded better than Juran's Principle.
  • vital few and trivial many
  • As a result, Dr. Juran's observation of the "vital few and trivial many", the principle that 20 percent of something always are responsible for 80 percent of the results, became known as Pareto's Principle or the 80/20 Rule.
  • What It Means The 80/20 Rule means that in anything a few (20 percent) are vital and many(80 percent) are trivial. In Pareto's case it meant 20 percent of the people owned 80 percent of the wealth. In Juran's initial work he identified 20 percent of the defects causing 80 percent of the problems. Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consume 80 percent of your time and resources. You can apply the 80/20 Rule to almost anything, from the science of management to the physical world.
  • You know 20 percent of your stock takes up 80 percent of your warehouse space and that 80 percent of your stock comes from 20 percent of your suppliers. Also 80 percent of your sales will come from 20 percent of your sales staff. 20 percent of your staff will cause 80 percent of your problems, but another 20 percent of your staff will provide 80 percent of your production. It works both ways.
  • How It Can Help You The value of the Pareto Principle for a manager is that it reminds you to focus on the 20 percent that matters. Of the things you do during your day, only 20 percent really matter. Those 20 percent produce 80 percent of your results. Identify and focus on those things. When the fire drills of the day begin to sap your time, remind yourself of the 20 percent you need to focus on. If something in the schedule has to slip, if something isn't going to get done, make sure it's not part of that 20 percent.
  • There is a management theory floating around at the moment that proposes to interpret Pareto's Principle in such a way as to produce what is called Superstar Management. The theory's supporters claim that since 20 percent of your people produce 80 percent of your results you should focus your limited time on managing only that 20 percent, the superstars. The theory is flawed, as we are discussing here because it overlooks the fact that 80 percent of your time should be spent doing what is really important. Helping the good become better is a better use of your time than helping the great become terrific. Apply the Pareto Principle to all you do, but use it wisely.
  • Manage This Issue Pareto's Principle, the 80/20 Rule, should serve as a daily reminder to focus 80 percent of your time and energy on the 20 percent of you work that is really important. Don't just "work smart", work smart on the right things.
  • Integrity as most important ingredient of Leadership Integrity is defined as the state of being complete, unified. “I am who I am. No matter where I am or who I am with”
  • A person with integrity does not have divided loyalties, nor is he merely pretending. People with integrity have nothing to hide and nothing to fear.
  • Integrity is the factor that determines which one will prevail in ones conflicting desires. Integrity is not only the referee between two desires. It is the pivotal point between a happy person and a divided spirit.
  • If what I say and what I do are the same, the results are consistent. What I say What I do What others do Be at work on time I arrive work on time. The will be on time Be positive I exhibit a positive attitude They will be positive Put the customer first I put the customer first. They will put the customer first.
  • If what I say and what I do not are the same, the results are inconsistent. What I say What I do What others do Be at work on time I arrive work on late. Some will be on time, some won’t. Be positive I exhibit a negative attitude Some will be positive, some won’t. Put the customer first I put the myself first. Some will put the customer first, some won’t.
  • The credibility acid test The more credible you are the more confidence people place in you, thereby allowing you the privilege on influencing their lives. The less credible you are, the less confidences people place in you and the more quickly you lose your position on influence.
  • One of the acid tests of authentic leadership is credibility. Credibility forms the foundation not only of leadership but also of relationships. Credibility provides the authority to lead as it creates trust and loyalty within an organization or ministry. As you become recognized for your commitment to honesty, integrity and fairness a spirit of cooperation and teamwork is developed.
  • This increased influence is a by-product of credibility and the more confidence people place in you and your leadership, the even greater influence you will have. Cavett Roberts has observed; “If my people understand me, I’ll get their attention. If my people trust me, I’ll get their action.” Only as credibility characterizes your conduct will others listen to your message.
  • If credibility is to be the hallmark of our lives and our leadership, we need to make the following daily commitments: 1. I will do what I say. Am I the same person, no matter who I am with or what the circumstances? 2. I will live what I teach. Despite the difficulty, can others model my behavior as well as my words?
  • 3. I will be honest with myself and with others. Whatever the personal cost, am I committed to absolute honesty? 4. I will put what is best for others ahead of what is best for me. Do I make decisions that are best for me when another choice would benefit others? 5. I will be transparent, authentic and vulnerable Is the “visible” me and the “real” me consistent?
  • 5 dimensions: 1. Understanding and pursuing your purpose with passion 2. Practicing solid values 3. Leading with your heart 4. Establishing connected relationships 5. Demonstrating self- discipline.
  • Leadership isn’t the result of a position or title as much as it is the positioning of character, and credibility is the distinguishing mark of one’s character. It’s not gained in a seminar or workshop. Credibility is a lifestyle; not a single event or a lone occurrence, but a pilgrimage over time. As such, there are no shortcuts to your credibility. While image and reputation is what people think you are, credibility determines who you really are. And if we are not vigilant at this point, a lifetime of credibility can be lost in a moment with a careless word, an inappropriate action or an impetuous indiscretion.
  • 7 reasons why integrity is important to a leader 1. Integrity builds trust. 2. Integrity has high influence value. 3. Integrity facilitates high standards. 4. Integrity results in solid reputation, not just image. 5. Integrity means living it myself before leading others. 6. Integrity helps a leader be credible, not just clever. 7. Integrity is a hard-won achievement
  • 6 steps on how to change your attitude 1. Identify Problem Feelings This is the easiest stage of awareness and the easiest to decline
  • 2. Identify Problem Behavior Now we go beneath the surface. What triggers wrong feelings? Write down actions that result in negative feelings
  • 3. Identify Problem Thinking William James said, “That which holds our attention determines our action.”
  • 4. Identify Right Thinking Write on paper thinking that is right and what you desire. Because your feelings come from your thoughts, you can control your feelings by changing one thing – your thoughts!
  • 5. Make a Public Commitment to Right Thinking Public commitment becomes powerful commitment
  • 6. Develop a Plan for Right Thinking This plan should include:  A written definition of desired right thinking  A way to measure progress  A daily measuring of progress  A person to whom you are accountable  A daily diet of self-help materials  Associating with right thinking people