Possibility Thinking - Darden Concepts

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  • Orientation of bell curve … (-)  ------------- orientation to Delta Change ---------------  (+) Innovators make Declarations Innovators get early wins from Early Adopters – Target early adopters to effect change, transformation and get early wins. Early Majority needs evidence – Celebrate early wins to show the evidence Late Majority needs more evidence Should not spend much time with Laggards and Losers CAVE man / woman – Consistently Against Virtually Everything

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  • 1. Enterprise Product Engineering Group (EPEG) Enabling Possibility Thinking * Philip J. Cognetta, Jr. VP Enterprise Product Engineering April 2009 © 2009 Iron Mountain Incorporated. All rights reserved. Iron Mountain and the design of the mountain are registered trademarks of Iron Mountain Incorporated. *Based upon the teachings of Jack & Carol Weber from the University of Virginia’s Darden School of Business – Leadership for Extraordinary Performance program. *** DRAFT *** Version 14-APRIL-2009 v5
  • 2. The Premise …
    • We need a different way of doing business – the risk of status quo is far too great!
    • We need to transform our organization to support the vision and opportunity of One Iron Mountain
    • So …
    • How do we create an environment and a culture where people can learn from each other in record time to support this transformation?
    • … Leadership! … Let’s Discuss 8 Concepts.
  • 3. Some Background …
    • What is our World View?
    • Are we known by our commitments or our complaints ?
    • How do we create a Team that is fully committed to a new Vision?
    • How do we create a new World View?
  • 4. “Flavors of the Month”
    • Flavors of the Month Characteristics
      • Usually introduced at a senior level
      • Full of Great Promise
      • Creates cynicism about anything new
    • Some “Flavors”
      • MBWA – Management By Walking Around
      • Quality (TQM)
      • Just in Time
      • 6 Sigma
      • B2B
      • Self-directed teams
      • MBLSA – Management by last seminar attended
    • Where Leadership is present, these could be successful. NEEDS LEADERSHIP to make sustainable.
  • 5. Aligning With a Common Purpose
    • So Which do we have?
    • Group = a collection of people who share a common characteristic?
    • Team = a group of people aligned with a common purpose?
  • 6. CONCEPT #1 - Consider the possibility that “Leadership” at is very core is altering what people think is Possible and what people this is Appropriate.
    • We need to redefine what our IT Team thinks is Possible
    • We need to redefine what our IT Team thinks is Appropriate – i.e. right thing to do
  • 7. Leadership: Our Capacity to Change Thinking
  • 8. What Shapes Our Behavior?
    • Compliance
      • Business As Usual
      • Have to Go Thru the Motions
      • Do what we’re told
      • Fell burdened
      • Constrained
      • Stay out of trouble
      • Do the bare minimum
      • Wait for instructions
      • Greater supervision
      • Yield to Pressure
    • Commitment
      • Want to really believe it
      • Understand the “why”
      • Self-motivated
      • Excited
      • Think for yourself
      • Want to excel
      • Go beyond requirements
      • Take action
      • Self directed
      • Emotionally impelled
      • Creativity & ….
    • The Possibility of Extraordinary Performance!!
  • 9. Worldview Paradigm
    • You need to change or alter people’s worldview to change what they see as appropriate and possible to get authentic and self-sustaining behavior.
    • Conversations should be about worldview … not behavior
    • Often times, we need to alter our own worldview
    • Leadership means getting commitment … not compliance!
  • 10. What Shapes our World View?
  • 11. Each Person Has Their Own “Box”
  • 12. CONCEPT #2 - Leaders Alter Worldview rather than monitor compliance and police behavior
    • Each person reaches their own conclusions about:
      • Self
      • Relationships
      • Our Group
      • Our Organization
      • Nation-state
      • … in microseconds based upon our personal history and conditioned thinking
    • Conditioned Thinking – works OK when our world is stable
    • Transformational Change requires “Possibility Thinking”
  • 13.
    •  
    • We treat our attitudes as true
    • We look for people who agree with us
    • We speak negatively about those who don’t share our world view
  • 14. Caution!!!
    • Don’t Believe Everything
    • You Think!!!
  • 15. Getting out of your “box” to “Possibility Thinking”
  • 16. Impressions are formed by:
    • What we “appear” to listen to
    • What we talk about
    • What we don’t talk about
  • 17. We are naturally cautious
    • TIP: Because we are by nature defensive, most humans will treat any ambiguous situation … negatively !
    • In our silence, people will make stuff up … and treat it as true !
    • We need to be more vocal and more consistent with our messaging
    • Where there is ambiguity … you will find the “rumor mill”
  • 18. What is our Readiness to Change our Future?
    • Readiness for Change = (A x B) + C
  • 19. Possibility Thinking
    • O O O
    • O O O
    • O O O
    O O O O O O O O O O O O O O O O O O Thinking Outside the “Box”
  • 20. How?
    • In our existing culture what do we want to …
    • Keep Let Go Create
  • 21. CONCEPT #3
    • Consider the possibility that when we are LEADING , we …
      • Think
      • Listen
      • Speak, and
      • Act
      • Differently then when we are MANAGING
  • 22. Three Ways to Listen - Evaluating
    • EVALUATING – largely automatic based on our history – we often “find the flaw”
      • Agree/Disagree
      • Right/Wrong
      • Good Idea/Bad Idea
      • Makes Sense/Makes No Sense
      • Relevant/Irrelevant
      • New/Same old stuff
    Yes, but rebuttal
  • 23. Three Ways to Listen - Action
    • ACTION
      • How can we use this?
      • What other applications are there?
      • Implementation?
      • Next steps?
  • 24. Three Ways to Listen – Possibility Listening
    • Possibility Listening
      • Listening to learn and not to confirm current beliefs
      • Listening for what’s New and not what’s Familiar
      • Listening for “Aha”
      • Listening Openly
      • Suspend Judgment – requires a willingness to suspend pre-judgments (prejudices)
      • Requires a Real Curiosity about how others see things
    Management is Problem Solving … Leadership is about finding Problems Worth Solving!
  • 25. Differences on How People Speak
    • Leaders Speak For …
      • Advocate
      • More Engaging
      • Passionate
      • Strong, colorful
      • Unambiguous Language
      • Taking Ownership
      • “ I” as an expression of commitment, not ego
      • Engages Listener, shifts them to domain of possibility
    • Talking About …
      • Reporter
      • Endurance
      • Dispassionate
      • Black & White, or
      • Beige & Boring
      • “ We” or “Management”
      • Drives listener to evaluation
      • Invites disagreements about Worldview
    Speaking For is a non-threatening way to change someone else’s Worldview … leaves people wanting more!
  • 26. A Look Forward & Expectations
    • Speaking For … People, Projects, Groups
    • Altering our Worldview with Possibility Thinking
    • Commitment versus Compliance
    • Extending the Most Generous Listening
    • Stop not producing results
      • PR = NPR + AGR
      • Producing Results = Not Producing Results + a Good Reason …
    • Start by making a commitment.
    • Speaking Against, Recreational Complaining … Knock it Off!!!
  • 27. CONCEPT #4 - Leadership Occurs in Conversation
    • Five Important Conversations
      • Challenge … Business as Usual
      • Inspire … A Shared Vision (BHAG)
      • Enable … Others to Act on a Vision
      • Model the Way … Walk the Talk
      • Encouraging … Celebrate Progress, Acknowledge the Heart
  • 28. CONCEPT #5 - Leaders make DECLARATIONS … Managers make ASSERTIONS
    • Declarations
      • Statement for a future to which one is committed for which there may be little or no evidence *
      • You need to believe it yourself
      • Willing to stand for it
      • Takes courage
      • Involves risk
      • Make a commitment and then figure out what can be game changing
    *Even when you don’t fully get there, you get so much further!
  • 29. CONCEPT #5 - Leaders make DECLARATIONS … Managers make ASSERTIONS (cont.)
    • Assertions
      • Statement about past, present, future which you can provide evidence
      • Stand for things within our current “box”
      • More of the same
      • Incremental change
      • Only commit to what you know you can do
  • 30. Declarations!!!
    • Big, Hairy, Audacious Goals - Insert HERE!!!!
    • Need Group-specific BHAG’s inserted here!!!
    *** DRAFT ***
  • 31. CONCEPT #6 – When 16% Accept Change it becomes Unstoppable and Sustainable 16% = critical mass / tipping point to adopt a new idea
  • 32. CONCEPT #7 – You have a lot to say about the Climate & Performance of People around you.
    • Have you Created, Promoted, and/or Allowed …
      • Warfare
      • Peaceful Coexistence, or
      • Active Mutual Support
  • 33. CONCEPT #8 – Effective Leaders Always Speak…
    • Respectfully about the Past
    • Realistically about the Present
    • Optimistically for the Future
  • 34. Change Begins Here!
    • “ UP UNTIL NOW, THAT HAS BEEN TRUE…”
  • 35. Action
    • Possibility thinking and transformational change
    • Active mutual support – peaceful co-existence does not create transformational change
  • 36. Are we ready?
    • How committed are we?
    • How do we get there?