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Kim Goodwin on UX Leadership 2011 04

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  1. 1. Leading UX UX London, April 2011 © 2010-2011 Kim Goodwin
  2. 2. © 2010-2011 Kim Goodwin
  3. 3. the set of values & norms that drive actions © 2010-2011 Kim Goodwin
  4. 4. Adaptive Accepting of (reasonable) risk Accepting of (reasonable) failure Committed to quality Willing to prioritize Other-focused © 2010-2011 Kim Goodwin
  5. 5. required for effective culture © 2010-2011 Kim Goodwin
  6. 6. © 2010-2011 Kim Goodwin
  7. 7. © 2010-2011 Kim Goodwin
  8. 8. Youʼre a leader if you can enlist others as © 2010-2011 Kim Goodwin
  9. 9. © 2010-2011 Kim Goodwin
  10. 10. © 2010-2011 Kim Goodwin
  11. 11. © 2010-2011 Kim Goodwin
  12. 12. Becoming & being a UX leader Behaviors Style & context Changing cultures Models of change Individual change Vision Homework & wrap-up © 2010-2011 Kim Goodwin
  13. 13. © 2010-2011 Kim Goodwin
  14. 14. determines whether people see you as a leader © 2010-2011 Kim Goodwin
  15. 15. © 2010-2011 Kim Goodwin
  16. 16. © 2010-2011 Kim Goodwin
  17. 17. They are what volunteers see They are what we can control © 2010-2011 Kim Goodwin
  18. 18. 1. Can I trust you? 2. Do you value me? 3. Do I believe in the idea? 4. Do I believe in your ability? © 2010-2011 Kim Goodwin
  19. 19. Honesty is the #1 quality people require in a leader Based on surveys of over 75,000 people internationally in late ʻ80s & ʻ90s Kouzes & Posner © 2010-2011 Kim Goodwin
  20. 20. Be fair Act with integrity Be honest with me Put the teamʼs interests before your own Take responsibility for your own mistakes & flaws Stick to your stated values (especially when itʼs hard) Keep your promises Keep my confidences Give credit where itʼs due Be there when I need you Tell me what I need to know © 2010-2011 Kim Goodwin Look out for me
  21. 21. Warmth is like the aesthetic usability effect © 2010-2011 Kim Goodwin For more on relationship between warmth & perception, see Hartman, 1999
  22. 22. Listen to me Seriously consider my views Explain your reasoning Assume Iʼm competent Give me opportunities Encourage and support me Help me achieve goals, even if they mean leaving Treat me as more than a cog in the machine Acknowledge my efforts and sacrifices Be interested in me Look out for my interests © 2010-2011 Kim Goodwin Ask for my views and ideas Understand me and my needs
  23. 23. You can get away with just one or the other ... for a while © 2010-2011 Kim Goodwin
  24. 24. Other-centered Not about tangible rewards Challenging © 2010-2011 Kim Goodwin On intrinsic motivation, see: Edward Deci (1969); Deci & Ryan on self-determination theory; Daniel Pink (Drive)
  25. 25. leader + environment + volunteer + situation © 2010-2011 Kim Goodwin
  26. 26. values + behavioral preferences © 2010-2011 Kim Goodwin
  27. 27. © 2010-2011 Kim Goodwin
  28. 28. © 2010-2011 Kim Goodwin adapted from Blake & Mouton
  29. 29. What criteria do you use for decisions? © 2010-2011 Kim Goodwin
  30. 30. Where is your comfort zone? Most models based on Jungian psychology © 2010-2011 Kim Goodwin
  31. 31. Get energy E (external) I (internal) Process information S (facts & observations) N (abstractions & ideas) Make decisions F (based on feelings) T (based on thinking) Prefer to organize life J (structured & scheduled) P (flexible & open) © 2010-2011 Kim Goodwin For a free approximation of your probable type, try: http://www.humanmetrics.com/cgi-win/JTypes2.asp
  32. 32. If you are : You may be seen by opposite types as : E (extraverted) Tiring; too fond of “forced fun” I (introverted) Unfriendly or remote S (facts & observations) Dense N (abstractions & ideas) Hand-wavy F (feeling-based decisions) Irrational or overindulgent T (logic-based decisions) Uncaring J (structured & scheduled) Inflexible P (open & flexible) Unproductive or disorganized © 2010-2011 Kim Goodwin
  33. 33. © 2010-2011 Kim Goodwin
  34. 34. situational leadership © 2010-2011 Kim Goodwin concept introduced as “life cycle” leadership by Hersey & Blanchard, 1969
  35. 35. © 2010-2011 Kim Goodwin
  36. 36. Skill Experience Relationship needs Communication style Learning style Confidence Position power Goals © 2010-2011 Kim Goodwin
  37. 37. Degree of task structure Importance of outcome Proactive / reactive nature Degree of commitment required Degree of commitment that exists © 2010-2011 Kim Goodwin
  38. 38. © 2010-2011 Kim Goodwin
  39. 39. © 2010-2011 Kim Goodwin adapted from Hersey & Blanchard
  40. 40. © 2010-2011 Kim Goodwin adapted from Vroom & Yetton (1973), Vroom & Jago (1988)
  41. 41. If youʼre talking to: Try to: E (extraverted) Offer teamwork situations I (introverted) Allow for solo work S (facts & observations) Use concrete examples N (abstractions & ideas) Paint the big picture F (feeling-based decisions) Talk about emotional consequences T (logic-based decisions) Outline logical reasoning J (structured & scheduled) Share targets & timelines P (open & flexible) Emphasize where exploration fits © 2010-2011 Kim Goodwin
  42. 42. © 2010-2011 Kim Goodwin
  43. 43. © 2010-2011 Kim Goodwin
  44. 44. © 2010-2011 Kim Goodwin
  45. 45. © 2010-2011 Kim Goodwin
  46. 46. Leadership need or situation: My worst / least effective behavior is: It happens when / because I: My best / desired behavior is: I could behave that way more often if I: © 2010-2011 Kim Goodwin
  47. 47. © 2010-2011 Kim Goodwin
  48. 48. Are you the right person to: Have this conversation? Lead this initiative? Lead UX in this company? Sometimes the answer is no. © 2010-2011 Kim Goodwin
  49. 49. Delivering feedback Handling criticism Negotiating Mediating conflicts © 2010-2011 Kim Goodwin
  50. 50. 1. observed behavior 2. results of behavior 3. any explanation of results 4. discussion of potentially more effective behavior When you <did this>, <this happened> because <of this>. © 2010-2011 Kim Goodwin
  51. 51. Feedback on your behavior: Accept it as a gift Help the giver share it more effectively Disagreement with a decision: Find any value in the critique Present the tradeoffs & ask what theyʼd do © 2010-2011 Kim Goodwin
  52. 52. Know your goals & what you wonʼt give up Negotiate directly with the right person Where thereʼs a disconnect: Discuss goals & alternate ways to accomplish them Narrow the effect of disagreeable terms Avoid negotiating against yourself © 2010-2011 Kim Goodwin
  53. 53. Talk to people individually first Understand goals & limits Educate on behavior style if needed Help them frame things constructively When you____I feel____because____. My goal is____. Can you think of other ways to accomplish my goal? © 2010-2011 Kim Goodwin
  54. 54. © 2010-2011 Kim Goodwin
  55. 55. The big picture on © 2010-2011 Kim Goodwin
  56. 56. © 2010-2011 Kim Goodwin
  57. 57. 3-5 years minimum Commitment at all levels Old culture has deep roots © 2010-2011 Kim Goodwin
  58. 58. Failure to understand that itʼs a long process Overly narrow focus or approach: Executive edicts Education Process Leadership issues: Ineffective Insufficient commitment © 2010-2011 Kim Goodwin Champion leaves
  59. 59. Unfreeze Must shake people loose Crisis, vision, evidence are all levers Transition Change is a long, messy journey Break things into manageable steps Refreeze Let the new culture put down roots © 2010-2011 Kim Goodwin Rewards, stories, evidence help cement the change Kurt Lewin, 1951
  60. 60. © 2010-2011 Kim Goodwin
  61. 61. 1. Establish urgency 2. Develop a guiding coalition 3. Develop a vision 4. Communicate the vision 5. Enable action 6. Get short-term wins 7. Donʼt let up 8. Make change stick © 2010-2011 Kim Goodwin John Kotter, Leading Change
  62. 62. © 2010-2011 Kim Goodwin
  63. 63. © 2010-2011 Kim Goodwin Lawrence, Dyck, Maitlis & Mauws, 2006
  64. 64. Primary Secondary Attention Organizational structure Reactions to crises Systems & processes Role modeling Facilities design Rewards Stories & myths Personnel decisions Formal statements © 2010-2011 Kim Goodwin Edgar Schein
  65. 65. Who will be hardest to unfreeze? What levers might work? Who needs to be in your coalition? Why? Who should play the 4 change leadership roles? What values, attitudes & behaviors need changing? What systems & processes need to be changed or invented? What opportunities are there for short-term wins? © 2010-2011 Kim Goodwin Edgar Schein
  66. 66. Organizational change is based on lots of © 2010-2011 Kim Goodwin
  67. 67. © 2010-2011 Kim Goodwin
  68. 68. © 2010-2011 Kim Goodwin Alexander Horniman, Darden School of Business
  69. 69. © 2010-2011 Kim Goodwin Kubler-Ross, 1969
  70. 70. Deny need for change Discount the messenger Discount their ability to change Discount othersʼ ability to change May not share helpful information Focus on “unfreezing” approaches: Evidence of problems Their personal frustrations Vision © 2010-2011 Kim Goodwin
  71. 71. Think theyʼre doing a good job Admitting need for change is admitting failure You are challenging their self-image To move people past anger: Accept anger (within reason) Provide a way out Avoid blame © 2010-2011 Kim Goodwin
  72. 72. Look for easy, superficial changes This is quicksand! To overcome bargaining: Ask how the solution will address deeper problems Revisit the end goal © 2010-2011 Kim Goodwin
  73. 73. Need for change is understood The easy way isnʼt working Problem seems overwhelming Help people see: A clear path Manageable milestones How they can affect their future Examples of success © 2010-2011 Kim Goodwin
  74. 74. Need is understood Path is clear Focus on: Providing clarity Removing obstacles Making sure youʼre ready for them to act © 2010-2011 Kim Goodwin
  75. 75. © 2010-2011 Kim Goodwin
  76. 76. Everyone agrees that change requires © 2010-2011 Kim Goodwin
  77. 77. Through leveraging multi-platform synergies, we will develop and deploy industry-leading, scalable, and usable systems that drive customer satisfaction and increase market share. © 2010-2011 Kim Goodwin
  78. 78. “A great man is one sentence ... and it is always a sentence with an active verb.” Clare Boothe Luce American Congresswoman (1940s), ambassador, playwright © 2010-2011 Kim Goodwin Library of Congress, Prints & Photographs Division Carl Van Vechten Collection, LC-USZ62-116604
  79. 79. they just have to communicate & rally people behind it © 2010-2011 Kim Goodwin
  80. 80. The experience of: Used to: Users & customers Inspire change in the organization UXers Develop a desirable environment Colleagues or clients Hire & coach designers; working with UXers build trust & respect © 2010-2011 Kim Goodwin
  81. 81. Scenarios, sketches, storyboards, prototypes ... of course! Also collaborative games: Magazine cover Design the product box © 2010-2011 Kim Goodwin
  82. 82. What do UXers need to be successful & happy? Responsibility & authority Role in the organization Kinds of projects Relationships with colleagues Opportunities for growth Shared values © 2010-2011 Kim Goodwin
  83. 83. What would make it a great place to work? What matters to different types of people? For big groups: affinity & dot-voting © 2010-2011 Kim Goodwin
  84. 84. Define based on: What colleagues or clients need The role & perception you want © 2010-2011 Kim Goodwin
  85. 85. Knowledge & skills Behaviors Attitudes Responsibilities Authority © 2010-2011 Kim Goodwin
  86. 86. © 2010-2011 Kim Goodwin
  87. 87. and a few concluding thoughts © 2010-2011 Kim Goodwin
  88. 88. Which kind of vision(s) do you need? Who needs to be involved in creating it? Who needs to be inspired by it? © 2010-2011 Kim Goodwin
  89. 89. Obstacles to change Unfreezing techniques Coalition members 4 change leadership roles Short-term wins © 2010-2011 Kim Goodwin
  90. 90. Especially the ones who will start a landslide! Behavior style Skill vs. commitment Stage of grieving © 2010-2011 Kim Goodwin
  91. 91. Examine: Values Behavior style Unmet needs Ineffective behaviors Identify: Ways to “hack” your weaknesses Other leaders to complement you © 2010-2011 Kim Goodwin
  92. 92. Do your volunteers: Understand a shared goal? Make progress toward accomplishing it? Seek your help? Give you feedback? Stay around for a long time? In case youʼre oblivious: ask & have someone else ask © 2010-2011 Kim Goodwin
  93. 93. Postpone them if you canʼt be effective Get used to having less control Build in “backstage” time © 2010-2011 Kim Goodwin
  94. 94. 1. Can I trust you? 2. Do you value me? 3. Do I believe in the idea? 4. Do I believe in your ability? © 2010-2011 Kim Goodwin
  95. 95. let me know what you think kimgoodwin@mac.com @kimgoodwin © 2010-2011 Kim Goodwin

Transcript

  1. 1. Leading UX UX London, April 2011 © 2010-2011 Kim Goodwin
  2. 2. © 2010-2011 Kim Goodwin
  3. 3. the set of values & norms that drive actions © 2010-2011 Kim Goodwin
  4. 4. Adaptive Accepting of (reasonable) risk Accepting of (reasonable) failure Committed to quality Willing to prioritize Other-focused © 2010-2011 Kim Goodwin
  5. 5. required for effective culture © 2010-2011 Kim Goodwin
  6. 6. © 2010-2011 Kim Goodwin
  7. 7. © 2010-2011 Kim Goodwin
  8. 8. Youʼre a leader if you can enlist others as © 2010-2011 Kim Goodwin
  9. 9. © 2010-2011 Kim Goodwin
  10. 10. © 2010-2011 Kim Goodwin
  11. 11. © 2010-2011 Kim Goodwin
  12. 12. Becoming & being a UX leader Behaviors Style & context Changing cultures Models of change Individual change Vision Homework & wrap-up © 2010-2011 Kim Goodwin
  13. 13. © 2010-2011 Kim Goodwin
  14. 14. determines whether people see you as a leader © 2010-2011 Kim Goodwin
  15. 15. © 2010-2011 Kim Goodwin
  16. 16. © 2010-2011 Kim Goodwin
  17. 17. They are what volunteers see They are what we can control © 2010-2011 Kim Goodwin
  18. 18. 1. Can I trust you? 2. Do you value me? 3. Do I believe in the idea? 4. Do I believe in your ability? © 2010-2011 Kim Goodwin
  19. 19. Honesty is the #1 quality people require in a leader Based on surveys of over 75,000 people internationally in late ʻ80s & ʻ90s Kouzes & Posner © 2010-2011 Kim Goodwin
  20. 20. Be fair Act with integrity Be honest with me Put the teamʼs interests before your own Take responsibility for your own mistakes & flaws Stick to your stated values (especially when itʼs hard) Keep your promises Keep my confidences Give credit where itʼs due Be there when I need you Tell me what I need to know © 2010-2011 Kim Goodwin Look out for me
  21. 21. Warmth is like the aesthetic usability effect © 2010-2011 Kim Goodwin For more on relationship between warmth & perception, see Hartman, 1999
  22. 22. Listen to me Seriously consider my views Explain your reasoning Assume Iʼm competent Give me opportunities Encourage and support me Help me achieve goals, even if they mean leaving Treat me as more than a cog in the machine Acknowledge my efforts and sacrifices Be interested in me Look out for my interests © 2010-2011 Kim Goodwin Ask for my views and ideas Understand me and my needs
  23. 23. You can get away with just one or the other ... for a while © 2010-2011 Kim Goodwin
  24. 24. Other-centered Not about tangible rewards Challenging © 2010-2011 Kim Goodwin On intrinsic motivation, see: Edward Deci (1969); Deci & Ryan on self-determination theory; Daniel Pink (Drive)
  25. 25. leader + environment + volunteer + situation © 2010-2011 Kim Goodwin
  26. 26. values + behavioral preferences © 2010-2011 Kim Goodwin
  27. 27. © 2010-2011 Kim Goodwin
  28. 28. © 2010-2011 Kim Goodwin adapted from Blake & Mouton
  29. 29. What criteria do you use for decisions? © 2010-2011 Kim Goodwin
  30. 30. Where is your comfort zone? Most models based on Jungian psychology © 2010-2011 Kim Goodwin
  31. 31. Get energy E (external) I (internal) Process information S (facts & observations) N (abstractions & ideas) Make decisions F (based on feelings) T (based on thinking) Prefer to organize life J (structured & scheduled) P (flexible & open) © 2010-2011 Kim Goodwin For a free approximation of your probable type, try: http://www.humanmetrics.com/cgi-win/JTypes2.asp
  32. 32. If you are : You may be seen by opposite types as : E (extraverted) Tiring; too fond of “forced fun” I (introverted) Unfriendly or remote S (facts & observations) Dense N (abstractions & ideas) Hand-wavy F (feeling-based decisions) Irrational or overindulgent T (logic-based decisions) Uncaring J (structured & scheduled) Inflexible P (open & flexible) Unproductive or disorganized © 2010-2011 Kim Goodwin
  33. 33. © 2010-2011 Kim Goodwin
  34. 34. situational leadership © 2010-2011 Kim Goodwin concept introduced as “life cycle” leadership by Hersey & Blanchard, 1969
  35. 35. © 2010-2011 Kim Goodwin
  36. 36. Skill Experience Relationship needs Communication style Learning style Confidence Position power Goals © 2010-2011 Kim Goodwin
  37. 37. Degree of task structure Importance of outcome Proactive / reactive nature Degree of commitment required Degree of commitment that exists © 2010-2011 Kim Goodwin
  38. 38. © 2010-2011 Kim Goodwin
  39. 39. © 2010-2011 Kim Goodwin adapted from Hersey & Blanchard
  40. 40. © 2010-2011 Kim Goodwin adapted from Vroom & Yetton (1973), Vroom & Jago (1988)
  41. 41. If youʼre talking to: Try to: E (extraverted) Offer teamwork situations I (introverted) Allow for solo work S (facts & observations) Use concrete examples N (abstractions & ideas) Paint the big picture F (feeling-based decisions) Talk about emotional consequences T (logic-based decisions) Outline logical reasoning J (structured & scheduled) Share targets & timelines P (open & flexible) Emphasize where exploration fits © 2010-2011 Kim Goodwin
  42. 42. © 2010-2011 Kim Goodwin
  43. 43. © 2010-2011 Kim Goodwin
  44. 44. © 2010-2011 Kim Goodwin
  45. 45. © 2010-2011 Kim Goodwin
  46. 46. Leadership need or situation: My worst / least effective behavior is: It happens when / because I: My best / desired behavior is: I could behave that way more often if I: © 2010-2011 Kim Goodwin
  47. 47. © 2010-2011 Kim Goodwin
  48. 48. Are you the right person to: Have this conversation? Lead this initiative? Lead UX in this company? Sometimes the answer is no. © 2010-2011 Kim Goodwin
  49. 49. Delivering feedback Handling criticism Negotiating Mediating conflicts © 2010-2011 Kim Goodwin
  50. 50. 1. observed behavior 2. results of behavior 3. any explanation of results 4. discussion of potentially more effective behavior When you <did this>, <this happened> because <of this>. © 2010-2011 Kim Goodwin
  51. 51. Feedback on your behavior: Accept it as a gift Help the giver share it more effectively Disagreement with a decision: Find any value in the critique Present the tradeoffs & ask what theyʼd do © 2010-2011 Kim Goodwin
  52. 52. Know your goals & what you wonʼt give up Negotiate directly with the right person Where thereʼs a disconnect: Discuss goals & alternate ways to accomplish them Narrow the effect of disagreeable terms Avoid negotiating against yourself © 2010-2011 Kim Goodwin
  53. 53. Talk to people individually first Understand goals & limits Educate on behavior style if needed Help them frame things constructively When you____I feel____because____. My goal is____. Can you think of other ways to accomplish my goal? © 2010-2011 Kim Goodwin
  54. 54. © 2010-2011 Kim Goodwin
  55. 55. The big picture on © 2010-2011 Kim Goodwin
  56. 56. © 2010-2011 Kim Goodwin
  57. 57. 3-5 years minimum Commitment at all levels Old culture has deep roots © 2010-2011 Kim Goodwin
  58. 58. Failure to understand that itʼs a long process Overly narrow focus or approach: Executive edicts Education Process Leadership issues: Ineffective Insufficient commitment © 2010-2011 Kim Goodwin Champion leaves
  59. 59. Unfreeze Must shake people loose Crisis, vision, evidence are all levers Transition Change is a long, messy journey Break things into manageable steps Refreeze Let the new culture put down roots © 2010-2011 Kim Goodwin Rewards, stories, evidence help cement the change Kurt Lewin, 1951
  60. 60. © 2010-2011 Kim Goodwin
  61. 61. 1. Establish urgency 2. Develop a guiding coalition 3. Develop a vision 4. Communicate the vision 5. Enable action 6. Get short-term wins 7. Donʼt let up 8. Make change stick © 2010-2011 Kim Goodwin John Kotter, Leading Change
  62. 62. © 2010-2011 Kim Goodwin
  63. 63. © 2010-2011 Kim Goodwin Lawrence, Dyck, Maitlis & Mauws, 2006
  64. 64. Primary Secondary Attention Organizational structure Reactions to crises Systems & processes Role modeling Facilities design Rewards Stories & myths Personnel decisions Formal statements © 2010-2011 Kim Goodwin Edgar Schein
  65. 65. Who will be hardest to unfreeze? What levers might work? Who needs to be in your coalition? Why? Who should play the 4 change leadership roles? What values, attitudes & behaviors need changing? What systems & processes need to be changed or invented? What opportunities are there for short-term wins? © 2010-2011 Kim Goodwin Edgar Schein
  66. 66. Organizational change is based on lots of © 2010-2011 Kim Goodwin
  67. 67. © 2010-2011 Kim Goodwin
  68. 68. © 2010-2011 Kim Goodwin Alexander Horniman, Darden School of Business
  69. 69. © 2010-2011 Kim Goodwin Kubler-Ross, 1969
  70. 70. Deny need for change Discount the messenger Discount their ability to change Discount othersʼ ability to change May not share helpful information Focus on “unfreezing” approaches: Evidence of problems Their personal frustrations Vision © 2010-2011 Kim Goodwin
  71. 71. Think theyʼre doing a good job Admitting need for change is admitting failure You are challenging their self-image To move people past anger: Accept anger (within reason) Provide a way out Avoid blame © 2010-2011 Kim Goodwin
  72. 72. Look for easy, superficial changes This is quicksand! To overcome bargaining: Ask how the solution will address deeper problems Revisit the end goal © 2010-2011 Kim Goodwin
  73. 73. Need for change is understood The easy way isnʼt working Problem seems overwhelming Help people see: A clear path Manageable milestones How they can affect their future Examples of success © 2010-2011 Kim Goodwin
  74. 74. Need is understood Path is clear Focus on: Providing clarity Removing obstacles Making sure youʼre ready for them to act © 2010-2011 Kim Goodwin
  75. 75. © 2010-2011 Kim Goodwin
  76. 76. Everyone agrees that change requires © 2010-2011 Kim Goodwin
  77. 77. Through leveraging multi-platform synergies, we will develop and deploy industry-leading, scalable, and usable systems that drive customer satisfaction and increase market share. © 2010-2011 Kim Goodwin
  78. 78. “A great man is one sentence ... and it is always a sentence with an active verb.” Clare Boothe Luce American Congresswoman (1940s), ambassador, playwright © 2010-2011 Kim Goodwin Library of Congress, Prints & Photographs Division Carl Van Vechten Collection, LC-USZ62-116604
  79. 79. they just have to communicate & rally people behind it © 2010-2011 Kim Goodwin
  80. 80. The experience of: Used to: Users & customers Inspire change in the organization UXers Develop a desirable environment Colleagues or clients Hire & coach designers; working with UXers build trust & respect © 2010-2011 Kim Goodwin
  81. 81. Scenarios, sketches, storyboards, prototypes ... of course! Also collaborative games: Magazine cover Design the product box © 2010-2011 Kim Goodwin
  82. 82. What do UXers need to be successful & happy? Responsibility & authority Role in the organization Kinds of projects Relationships with colleagues Opportunities for growth Shared values © 2010-2011 Kim Goodwin
  83. 83. What would make it a great place to work? What matters to different types of people? For big groups: affinity & dot-voting © 2010-2011 Kim Goodwin
  84. 84. Define based on: What colleagues or clients need The role & perception you want © 2010-2011 Kim Goodwin
  85. 85. Knowledge & skills Behaviors Attitudes Responsibilities Authority © 2010-2011 Kim Goodwin
  86. 86. © 2010-2011 Kim Goodwin
  87. 87. and a few concluding thoughts © 2010-2011 Kim Goodwin
  88. 88. Which kind of vision(s) do you need? Who needs to be involved in creating it? Who needs to be inspired by it? © 2010-2011 Kim Goodwin
  89. 89. Obstacles to change Unfreezing techniques Coalition members 4 change leadership roles Short-term wins © 2010-2011 Kim Goodwin
  90. 90. Especially the ones who will start a landslide! Behavior style Skill vs. commitment Stage of grieving © 2010-2011 Kim Goodwin
  91. 91. Examine: Values Behavior style Unmet needs Ineffective behaviors Identify: Ways to “hack” your weaknesses Other leaders to complement you © 2010-2011 Kim Goodwin
  92. 92. Do your volunteers: Understand a shared goal? Make progress toward accomplishing it? Seek your help? Give you feedback? Stay around for a long time? In case youʼre oblivious: ask & have someone else ask © 2010-2011 Kim Goodwin
  93. 93. Postpone them if you canʼt be effective Get used to having less control Build in “backstage” time © 2010-2011 Kim Goodwin
  94. 94. 1. Can I trust you? 2. Do you value me? 3. Do I believe in the idea? 4. Do I believe in your ability? © 2010-2011 Kim Goodwin
  95. 95. let me know what you think kimgoodwin@mac.com @kimgoodwin © 2010-2011 Kim Goodwin

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