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Avery culture-of-responsibility-rally on14
This document summarizes Christopher Avery's presentation on how executive leaders can craft a culture of responsibility. The presentation outlines 7 things leaders can do today, including knowing why responsibility is important, knowing how to demonstrate responsibility, starting with themselves, making it organic not programmatic, recruiting partners, making it a game, and getting help from experts. The overall message is that executive leadership must model and promote responsibility from the top down in order to develop an organizational culture where responsibility is valued over accountability, which will improve performance, innovation and employee engagement.
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Avery culture-of-responsibility-rally on14
- 1. @ChristopherAver 7 Things Execu6ve Leaders Can Do Today to Cra< a Culture of Responsibility Execu6ve Day #RallyOn14 Christopher Avery CEO Partnerwerks
- 2. @ChristopherAver 7 Things Execu6ve Leaders Can Do Today To Cra< a Culture of Responsibility Learn a proven approach and tool set for cra<ing a thriving culture of personal and shared responsibility -‐-‐ a culture that will pull Agile and Lean thinking up and out through the organiza6on. Agile doesn't deliver well without widespread ownership behavior. Personal and shared responsibility, widely demonstrated throughout the enterprise, provides the essen6al context and lubricant for agility. Things hum. The return on responsibility is significant, not just on self-‐organizing, engagement and happiness, but on performance and innova6on too. It is an amazing accelerator. Trying to develop such a culture boQom-‐up meets significant resistance beyond the development teams. And the resistance almost always wins, thus thwar6ng complete enterprise adop6on and transforma6on. This problem is widespread. However, such a culture can be cra<ed top-‐down, organically (i.e., naturally, person-‐by-‐person without force), and rapidly. Indeed, senior execu6ve leaders who have successfully cra<ed such a culture see it as their highest priority and most sa6sfying accomplishment. Come learn why and how you can make this impact too.
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- 4. @ChristopherAver The Return On Responsibility thecro.com/files/Coverstory.pdf
- 5. @ChristopherAver @ChristopherAver TAXES ↓ Produc6vity ↓︎ Morale Slow Responses Missed Deadlines Poor Quality DIVIDENDS Deliver ↑ Confidence ↑ Trust ↑ Morale ↑ Cust. Sa6sfac6on ↑ Quality ↑ Innova6on
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- 7. @ChristopherAver Accountability is Vertical How we managed before complexity …and s6ll the dominant mental model
- 8. @ChristopherAver How anything REAL gets done in a complex world And the mental models are young Responsibility is Horizontal
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- 10. @ChristopherAver Credible Trust &Commitment
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- 17. @ChristopherAver Traditional AccountabilityMindset Results you care about most Results they care about most
- 18. @ChristopherAver Shared ResponsibilityMindset Results you care about Most Results they care about Most
- 19. @ChristopherAver When Accountability >Responsibility Unhappy People Low Performance
- 20. @ChristopherAver When Responsibility >Accountability Happy People Amazing Performance
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- 26. @ChristopherAver No growth occurs here
- 27. @ChristopherAver 3. StartWith You
- 28. @ChristopherAver Leaders Who Went First Lynne Ellyn CIO Steven Ambrose CIO Tom Houdeshell CEO Ryan Martens CTO
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- 31. @ChristopherAver Who creates thecontext?
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- 34. @ChristopherAver For you @ Partnerwerks.com/rallyon • Five Flawless Steps to Building a Strong Execu7ve Leadership Team • Teamwork Is An Individual Skill -‐ Intro Chapter PDF • The Responsibility Process™ Overview Video • Tes6monials and Case Studies from Rally, DTE Energy, ATEK, AMD, and more • And more
- 35. @ChristopherAver 4. Don’tMake it a THING
- 36. @ChristopherAver Human Dynamics BeforeMechanics Scalable Behaviors Not Scalable Processes
- 37. @ChristopherAver @ChristopherAver Themost effective organizational change is • Organic • Not Programmatic • From the Top • Person-to-Person • With Ease
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- 39. @ChristopherAver The biggest problemsare in the gaps between accountabilities
- 40. @ChristopherAver Someone, anyone cantake responsibility to confront the problem
- 41. @ChristopherAver Others are inspiredto share responsibility too
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- 43. @ChristopherAver 6. Makeit a Game
- 44. @ChristopherAver Mental State We Are Opera>ng From Count & Notes RESPONSIBILITY -‐ “I’ll take that” QUIT -‐ “Whatever” OBLIGATION -‐ “Have to…” SHAME -‐ “My fault” JUSTIFY -‐ “Circumstances beyond control” LAY BLAME -‐ “Their fault” DENIAL -‐ “Is not”
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- 46. @ChristopherAver Growing Global Exper6se
- 47. @ChristopherAver …and thereis more (to The Responsibility Process) than meets the eye.
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- 49. @ChristopherAver For you @ Partnerwerks.com/rallyon • Report: Five Flawless Steps to Building a Strong Execu7ve Leadership Team • Tes6monials and Case Studies from Rally, DTE Energy, ATEK, AMD, and more • Teamwork Is An Individual Skill -‐ Intro Chapter PDF • The Responsibility Process™ Overview Video • And more
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- 51. @ChristopherAver Christopher Avery For senior execu6ves, Christopher Avery solves problems of leadership, teamwork, change, and performance that persist even a<er adop6ng new structures, tools, and processes -‐-‐ and switching out people. His tools are powerful, proven, precise, and people-‐centric. They make leaders’ jobs easier. An applied organiza6on and leadership scien6st, Christopher wrote the 5-‐Star book Teamwork Is An Individual Skill for everyone who wants to be done with bad teams. FORTUNE magazine called it the only book on teamwork you need to read. He is the innovator behind The Responsibility Process™ and The Leadership Gi<™ Program with it’s growing global community of leaders. He is also the CEO of Partnerwerks Inc., the consul6ng firm that makes his innova6ons available to corpora6ons seeking sustainable change with measurable results enterprise-‐wide. Please welcome Christopher Avery.
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