Authentic Courageous Conversations


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Honest upward communication cannot be treated as an option. It needs to be a requirement. While many managers have years of education and experience in training for their positions, they often have little training in how to effectively influence upper management.

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  • How do you build trust?
  • Authentic Courageous Conversations

    1. 1. The Challenges We FaceWHATcauses nations andorganisations toFAIL?
    2. 2. Mario Denton (MBA, MeCon, PhD)
    3. 3. Warning:The following presentationcontains materialappropriate for passionateleaders who are seriousabout implementingchange starting withthemselves
    4. 4. Mario’s research interest1. Managerial cataracts and MAD Disorders2. Executive blind spots/Managerial infertility3. Professional workplace bullying4. Toxic and dark side of leadership5. Signs of ethical collapse and low morale6. Managerial derailment and Spiritual Leprosy7. Detoxifying the workplace- Swine viruses8. Dysfunctions of a team
    5. 5. Thoughts on change The first step to effective change is to createdissatisfaction with the status quo. Change effortsfail when people aren’t ready for them. So makehaste slowly. Sell the need for change witheverything you’ve got. We’re all prisoners of our past. To help peoplechange, help them see why yesterday’s ways areinappropriate, and how something new mightmake life easier. Encourage them to use their ownand ideas information - that’s the stuff they believein - to facilitate the change process.
    6. 6. Thoughts on change(Continued) Change takes time, but quick-fixes are essential tomake it happen In a turbulent, fast changing, uncertainenvironment, you can’t expect to get every-thingright. So expect mistakes; don’t be paralysed atthe possibility of making them If you wait until all the facts are in, they’ll beuseless The biggest risk is to avoid all risk
    7. 7. Thoughts on change(Continued) Doing nothing causes stagnation. Whatachievement can you point to today? Organisations are change-averse. It takesdeliberate, systematic and sustained efforts tomove them in new directions. The task is alwaysharder than you think and it always takes longer. Change now!!!
    8. 8. ManagementsimulationSend all your peopleon a charactersimulationannually. Whymust Boeing 747pilots do asimulation testbefore they canrenew theirlicences everyyear?
    9. 9. The change-resistantorganisationIncreasingamount ofenergy requiredto deny need forchangeOrganisation inertiaNeworganisationalInertiaRadical change& upheavelCatastrophiceventOrganisationdies
    10. 10. The change-sensitiveorganisationEnvironmental forces(External factors requiring change)Warning signalsindicating the needto changeOrganisational tacking(Incremental changes in response tothe environment)
    11. 11. Warm & FuzzySure DeathAuthority-drivenDeliveryPeoplePerformanceHiLoLo HiPeople-drivenWorld ClassPerformance
    12. 12. PeoplePerformanceHiLoLo HiSure DeathEither-or mindsetsFlat batteriesProcedural bureaucracySilos and interdepartmentalconflictAdversarial relationshipsRigid rank & hierarchyCold and frighteningLeadership vacuum at alllevelsAutocracy of uncertainty
    13. 13. Sure DeathPeoplePerformanceHiLoLo HiWarm & FuzzyConsultation PsychosisProcess ParalysisSlowly-SlowlyAbdication of accountabilityEntitlementUnfounded trustWarm and fuzzy
    14. 14. Warm & FuzzySure DeathPeoplePerformanceHiLoLo HiAuthority-drivenDeliveryUnder-value the human factorPeople are factors ofproductionRationalistic & authoritarianQuickly–Slowly: Rushimplementation, fight firesPassivity of innovationErratic performance withoutdriven supervisionAbdicate people issues to HRAutocracy from the top
    15. 15. Warm & FuzzySure DeathAuthority-drivenDeliveryPeoplePerformanceHiLoLo HiPeople-drivenWorld ClassPerformance•All the pieces fit - aligned culture•Purposeful leadership with heart•Comprehension of the competitiverealities and challenges•Passion for performance at everylevel•Responsiveness to the targets “setby” the competitors and customers•Democracy and freedom with rules•Uncompromising delivery•Consequences of non-compliance
    16. 16. Agenda: Seven CourageousConversations 1. Your Design and Living according to HisDesign 2. Character and Competence = ConsistencyGovernance Conversation 3. GPS and Vision Alignment 4. Real Time Fine Tuning 5. EQ Heartbeat Conversation 6. Married and Parent for Life Conversation 7. Finish Well Conversation
    17. 17. The 18 inch Journey to the Heart of Real Transformation –Re-engineering Your Businessfor the FutureMario Denton (MBA, MeCon, PhD)Ritz-Carlton Marina Del Rey
    19. 19. Reasons why entrepreneurs fail
    20. 20. “I got tired of focusingon disease – I was moreintent on focusing onhealth.” – Dr GarthJaphetIt is far easier to curesomeone with leprosythan it is to cure asocial outcast.“You cant patch a wounded soul with a Band-AidHEALING OF THE SOULInner woundHealing ofthe bodyHealingof thenationHealingof thesoul
    21. 21. We are a nation at war againstourselves.Abuse, xenophobia, murder, corruption …Our deeper hopes is to promote theunseen healing so desperatelyneeded in our nation.The healing of relationships, thehealing of flawed identities, ofcharacter issues that can transformcommunities.It is time to have the uncomfortableconversations, to open the wounds sothat true healing can take place.HEALING OF THE NATIONSocietal woundHealing ofthe bodyHealingof thenationHealingof thesoul
    22. 22. Coaching Conversations - TypesSharpeningorimprovinga competenceBuilding a newcompetence overseveral sessionsLonger conversationfor fundamentalchangeType 2DepthOfIssueTimeType 1Type 3
    23. 23. Courageous Authenticdiscussion One: Your Design
    24. 24. Career Direct ®Educational Occupationaland
    26. 26. TMCharacter= C1Competence= C2Consistency = C3The C3TMConcept: Conversation two
    27. 27. Why Character?“I’m convinced that90% of failures in lifeare character failures,not ability failures.”—Stephen Covey,The Eighth Habit
    28. 28. The C3TMConcept: ConversationTwo
    29. 29. HighCharacterLow SkillsHighCharacterHigh SkillsLowCharacterLow SkillsLowCharacterHigh Skills
    30. 30. Commit to SustainCharacter First
    31. 31. {ReflectiveQuestion:What have youheard so far?
    32. 32. Harmony
    33. 33. Conversation 3: GPS and VisionAlignment What is the vision for the future? What is the strategy? How will the strategicvision be accomplished? What are the organizations objectives? Whatneeds to be done to keep moving in thestrategic direction? What are the Critical Success Factors? Whereshould the focus be to achieve the vision?
    34. 34. The Five Practices ®Model the Way Inspire A Shared VisionEnable Others to ActChallenge the Process Encourage the Heart
    35. 35. Defining KPIs Which metrics will indicate that you are successfullypursuing your vision and strategy? How many metrics should you have? (Enough, butnot too many!) How often should you measure? Who is accountable for the metric? How do you ensure the metrics reflect strategicdrivers for organizational success?
    36. 36. Financial PerspectiveKnowledge andLearning Perspective Internal PerspectiveCustomer PerspectiveThe Elements of the Personal and Organisational Balanced ScorecardsPERSONAL BALANCEDSCORECARDPersonal Mission, Vision and Key RolesPersonal Critical Success FactorsPersonal ObjectivesPersonal Performance Measures and TargetsPersonal Improvement ActionsOrganisational Improvement ActionsOrganisational Performance Measures andTargetsOrganisational ObjectivesOrganisational Critical Success FactorsOrganisational Mission, Vision and CoreValuesORGANISATIONALBALANCED SCORECARD
    37. 37. Crossroad #1Managing self tomanaging othersCrossroad #2Managing others tomanaging managersCrossroad #3Managing managers toFunctional ManagerCrossroad #4Functional Managerto Business ManagerCrossroad #5Business Manager toGroup ManagerCrossroad #6Group Manager toInstitutional LeaderCritical Career Crossroads
    38. 38. The Psychological Contract: How tomanage Upwards What do you expect from me as yourmanager/supervisor/leader? What role do you see for yourself relative to the rest ofyour team? How does our organizations culture fit with yourvalues? What makes you want to give your all, and work reallyhard for your team and your organization? Which aspects of work give you the most satisfaction?
    39. 39. Conversation Four: Real Time Fine tuning Performance, Frustration, Conflict and Anger EyeBall 360 performance review Power of eye ball sessions Energy Wasters, Energy takers and Energy Givers Top line Enablers- Have to have Bottom line Disablers Engagement
    40. 40. Conversation Four: Real Time Fine tuning Performance, Frustration, Conflict and Anger log 360 performance review Power of eye ball sessions Energy Wasters, Energy takers and Energy Givers Top line Enablers- Have to have Bottom line Disablers Engagement Golden, Red Alerts, Rusty, Blue skies
    41. 41. EQ Heartbeat Conversation 5
    42. 42. P6EQ Content Subscales597408266100099600651049306876766287050 70 90 110 130 150HappinessOptimismGeneral Mood EQProblem SolvingFlexibilityReality TestingAdaptability EQImpulse ControlStress ToleranceStress Management EQInterpersonal RelationshipSocial ResponsiblyEmpathyIntERpersonal EQSelf-ActualizationIndependenceAssertivenessEmotional Self-Aw arenessSelf-RegardIntRApersonal EQAreas of Enrichment Effective Functioning Enhanced Skills
    43. 43. {Double-click toinsert companynameDouble-click to insert date
    44. 44. {
    45. 45. {
    46. 46. Authentic Conversations
    47. 47. {ReflectiveQuestion:What have youheard so far?
    48. 48. Conversation Six: Married and Parent ForLife Can you merge Career Success and FamilyExcellence?
    49. 49. A NEW SOCIAL PHENOMENONHALFTIME“People now have two livesLIFE 1 and LIFE 2and they are over prepared for LIFE 1and underprepared for LIVE 2,and there is no university for the secondhalf of life”PETER DRUCKER
    50. 50. Conversation 7: Half Time and Finishwell
    51. 51. Stage One: Foundation ofSuccess Is there more to life than my current situation? What do I consider eternally significant? What on earth would give my life meaning? How much (stuff, money, advancement) is enough? In what way was my first half experience a foundationfor something more significant in my second half?
    52. 52. Stage Two: Inward What are my greatest strengths and corevalues? What am I really passionate about? What makes me come alive? What is my calling in life? What is my personal mission statement? Who can help me make sense out of this timeof life?
    53. 53. Stage Three: AwakeningChallenge How do I prepare my family and myself forthis transition? How will I leave a legacy through my childrenand grandchildren In what arena should I serve: my church, mycommunity, or in some very needy area of theworld?
    54. 54. Stage Four: Reaching Potential Does this work environment give me energy? Do Ineed a different office arrangement, different supportstructure, more or less variety, etc? Based on the work I have done so far in my secondhalf, what is my highest and best contribution? Am I growing closer to God and to those I love as Ipursue a second half of eternal significance?
    55. 55. Authentic Optimal Wellbeing- Finish WellSource: Dr Bruce Wilkinson1 Physically Exhausted/Tired Energetic/Strong2 Emotionally Discouraged/Down Encouraged/Up3 Mentally Bored/Discontent Challenged/Content4 Spiritually Depleted/Empty Growing/Full5 Geographically Distant/Alone Near/Together6 Relationally Alienated/Cold Close/Warm7 Internally Hopeless/Sad Hopeful/Happy8 Personally Insecure/Unsure Secure/Confident9 Secretly Bitter/Angry Forgiving/Accepting10 Deeply Wounded/Hurt Appreciated/Love
    56. 56. Man’s Economy God’s Economy: ServantLeadership1 Our company His company2 Performance first Servant’s Heart3. How much can I make How much can I give?4 Personal success Helping others achieve5 Pleasing man Pleasing God6 Living in daily fear Living with hope7 Short-term gain Lasting legacy8. Uncertainty Trusting God9 Profit over principle Principle over Profit10 Whatever it takes Right purpose11 Stress- crisis Contentment12 Anxiety Patience•Source: Jim Dismore
    57. 57. Requirements for change inexcuses+ +ClearvisionActionablegoalsPressureforchange=CHANGE
    58. 58. Requirements for change inexcuses (Continued)+ +ActionablegoalsPressureforchange=PLODDING
    59. 59. Requirements for change(Continued)+ +ClearvisionPressureforchange=MARKING TIME
    60. 60. Requirements for change(Continued)+ +ClearvisionActionablegoals=DUST GATHERING
    61. 61. Man’s Economy Money Philosophies God’s Economy1 Money Who is the master? God2 Money What is object of affection? God3. All we have isearned/deservedWhy do we have income? All we have is given to us4 Live independently Reason for wealth? Given to help others5 Insulate fromproblemsPurpose of money Accelerate fulfillment ofGod’s purposes6 Personalfulfillment/happinessPurpose Trustworthy steward7 Benefit self Goals Follow God’s will8. Achievement Definition of Success Faithfulness9 Temporal rewards Return on Life energy Eternal rewards10 Work/Riches/Power. Source of Significance Child of God11 Significance/security/trustWhat drives /impresses God’s glory/Fame12 Dependent oncircumstanceEmotional state Contentment•Source: Chuck Bentley
    62. 62. Chicken Lifestyle
    63. 63. {ReflectiveQuestion:What are yougoing to stop,start, initiateand maintain?