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April 30: Leading through change with Victoria Roos-Olsson
- 2. The tactical aspects of leading a remote team Managing remote teams Successful remote communication Examining your roles and defining your goals as a virtual team Maintaining high trust through change Leading through change How innovation blossoms during challenging times
- 4. “In today’s world, betting on chaos is the safest bet of all” Seth Godin
- 5. Most of us love… … when we are initiating it
- 6. © FranklinCovey. All rights reserved.
- 7. 7 / © FranklinCovey. All Rights Reserved.© FranklinCovey. All rights reserved.
- 8. 8 / © FranklinCovey. All Rights Reserved.© FranklinCovey. All rights reserved.
- 9. How to best help your team through change 1. Skilled leaders 2. Clear Vision 3. Communication 4. Alignment 5. Engagement
- 10. Let’s see how the 7 Habits of Highly Effective People can help us through change
- 11. © FranklinCovey. All rights reserved.
- 12. © FranklinCovey. All rights reserved.
- 13. © FranklinCovey. All rights reserved.
- 14. © FranklinCovey. All rights reserved.
- 15. How does this help? 1. Skilled leaders 2. Clear Vision 3. Communication 4. Alignment 5. Engagement © FranklinCovey. All rights reserved.
- 16. © FranklinCovey. All rights reserved.
- 17. How does this help? 1. Skilled leaders 2. Clear Vision 3. Communication 4. Alignment 5. Engagement © FranklinCovey. All rights reserved.
- 18. © FranklinCovey. All rights reserved.
- 19. How does this help? 1. Skilled leaders 2. Clear Vision 3. Communication 4. Alignment 5. Engagement © FranklinCovey. All rights reserved.
- 20. © FranklinCovey. All rights reserved.
- 21. © FranklinCovey. All rights reserved.
- 22. How does this help? 1. Skilled leaders 2. Clear Vision 3. Communication 4. Alignment 5. Engagement © FranklinCovey. All rights reserved.
- 23. © FranklinCovey. All rights reserved.
- 24. How does this help? 1. Skilled leaders 2. Clear Vision 3. Communication 4. Alignment 5. Engagement © FranklinCovey. All rights reserved.
- 25. © FranklinCovey. All rights reserved.
- 26. How does this help? 1. Skilled leaders 2. Clear Vision 3. Communication 4. Alignment 5. Engagement © FranklinCovey. All rights reserved.
- 28. How does this help? 1. Skilled leaders 2. Clear Vision 3. Communication 4. Alignment 5. Engagement © FranklinCovey. All rights reserved.
- 30. 30 / © FranklinCovey. All Rights Reserved.© FranklinCovey. All rights reserved.
- 33. Take care of yourself and stay in touch. LinkedIn: Victoria Roos Olsson Podcast: Roos&Shine
- 34. Q & A Photo by Analia Baggiano | Unsplash
- 35. The tactical aspects of leading a remote team Managing remote teams Successful remote communication Examining your roles and defining your goals as a virtual team Maintaining high trust through change Leading through change How innovation blossoms during challenging times
- 36. Thank you! Webinar Registration: franklincoveynorcal.com
Editor's Notes
- Graham: Welcome Welcome to Examining your roles . I’m Victoria Roos Olsson with Franklin Covey and I’m excited to continue with the second session of our 7 part web series for people who find themselves leading remote workers for the first time. Before we get started, I hope you will engage with me though out this webinar. At this point we all had enough isolation. If you look across the bottom of your screen, you can use the Q and A to send questions, comments and ideas. Graham will help us monitoring this box. It might also be handy to have a piece of paper and pen next to you. I will ask you to reflect on a few things. At the very end you will have the opportunity to stay on for questions.
- Throughout this webinar series were going to be giving you access to a lot of GREAT franklincovey content. Last week Suzette addressed some of the tactical aspects of leading remotely. Today we are going into more specific managerial / leadership skills that every leader managing a remote team must practice. .
- I’ve been working as a leader and with leadership development my entire career. I have been working within a 10 minutes walk from 4.000 of my employees but I have also been leading remote teams, with team members in 4 different countries, far before it was a trend. Last year we launched the book “Everyone Deserves A Great Manager” that I co-authored, based on the 6 Critical Practices for Leading a Team. For today I have cherry picked a few of those critical practices that are most helpful for us when leading a remote team. Managing remote team members can mean everything from having a direct report or two occasionally work from home, to overseeing an entire team stationed in a country you struggle to find on a map. Some of you might have done this for a long time ans are asking what the fuzz is all about, but no matter how your team is configured, this much is certain: Remote work, in its various and ever-expanding iterations, isn’t just a fad. According to research firm Global Workplace Analytics, the percentage of the global workforce that works remotely is heading in only one direction. Up. And that seems to be exactly what workers want. In the U.S. alone, as many as 90 percent of workers would prefer to work away from their employer’s office at least a few days a week. So it’s like we are getting pushed into the future by the corona virus at the moment.
- State: Much research has been done to find out how individuals respond to change. One of the questions asked was, “Will things be better or worse for you as a result of the change?” The vast majority of people—nearly 9 out of 10—thought a change would make things worse for them. Source: Change or Die, by Alan Deutschman. The research concludes that although we all have the ability to change our behavior, we rarely ever do. From patients suffering with heart disease to companies trapped in the mold of unsuccessful business practices, many of us could succeed at change by simply changing our mindset and seeing the gain, not the pain. Compare this research with the responses you got from the group when you asked the same question.
- Remind them from two weeks ago.
- Ask: What is the Private Victory? (Example answers: The Private Victory is about self-mastery. How do I take responsibility for myself? How do I set and achieve goals? How do I become more productive? The Private Victory is about personal effectiveness.) Ask: What is the Public Victory? (Example answers: The Public Victory is about interpersonal effectiveness. Do I work and play well with others? How do I communicate? Do I cooperate and collaborate with those around me?) State: In our experience, self-mastery and effective relationships are the two things on which effectiveness is based. They are known as the Private and Public Victories. State: The Maturity Continuum also gives us a map of our time together. We’ll continually refer to the Maturity Continuum, because it will guide us in the process of growth from dependence to interdependence. Let’s finish filling in the Maturity Continuum on page 7. Instruct participants to follow along as you fill in the Private and Public Victories and habit numbers and names on the Maturity Continuum you drew on chart paper. As you do this, emphasize that the habits are sequential—building effectiveness from the inside out. (Facilitator note: Keep your flip-chart page at the front of the room so you can refer to the Maturity Continuum throughout the work session, pointing out where you are with each habit. By focusing on the levels of maturity, we provide participants a simple backbone to the framework.) Transition: Let’s look at the habits of ineffective people through the lens of what we could call the “Immaturity Continuum.”
- State: At the top of the model, we’ve written the word “paradigms.” Ask: What is a paradigm and how does it connect to the “See” part of the model? (Answer: A paradigm is how you “see” the world.) Allow responses. Continue around the model, correlating each term with the word outside the model and how it is connected. State: Let’s look at an example. Imagine I am a manager leading a group of people. My paradigm is that people are inherently lazy. Ask: If that is my paradigm, how do I behave? What do I do? (Example answers: I micromanage, don’t trust employees, look for reasons to fire people, do the work myself.) Ask: If you are on my team and my leadership style includes micromanaging, lack of trust, doing the work myself, etc., how are you likely to behave? (Example answers: I check out, disengage, wait to be told what to do, gossip.) State: Essentially, you behave as if you are lazy, right? And you have just affirmed my paradigm that people are lazy. Now, imagine that my boss notices what a poor manager I am, so he sends me to management training. While there, I learn many new management behaviors—things I should do to be a better leader. In the meantime, my paradigm is still that people are lazy. Ask: How long do my new management behaviors last? State: Right! Not long. So if I really want to get different results, I need to work not only on my behavior or practices, but more fundamentally on my paradigms. Optional Example: Ask: Think about the most difficult person with whom you work. Keeping the name of this person to yourself, what words would you use to describe him or her? (Example answers: negative, lazy, incompetent, arrogant.) Ask: Knowing that you see this person that way, how do you behave around him or her? What do you do? What results do you get? (Facilitator note: Gather responses between each of the above questions.) State: But you’re attending the 7 Habits work session now. You are learning some amazing things. But inherently, you still believe that colleague is negative, lazy, and incompetent, right? Ask: What is going to happen? What results will you get? Allow responses.
- State: At the top of the model, we’ve written the word “paradigms.” Ask: What is a paradigm and how does it connect to the “See” part of the model? (Answer: A paradigm is how you “see” the world.) Allow responses. Continue around the model, correlating each term with the word outside the model and how it is connected. State: Let’s look at an example. Imagine I am a manager leading a group of people. My paradigm is that people are inherently lazy. Ask: If that is my paradigm, how do I behave? What do I do? (Example answers: I micromanage, don’t trust employees, look for reasons to fire people, do the work myself.) Ask: If you are on my team and my leadership style includes micromanaging, lack of trust, doing the work myself, etc., how are you likely to behave? (Example answers: I check out, disengage, wait to be told what to do, gossip.) State: Essentially, you behave as if you are lazy, right? And you have just affirmed my paradigm that people are lazy. Now, imagine that my boss notices what a poor manager I am, so he sends me to management training. While there, I learn many new management behaviors—things I should do to be a better leader. In the meantime, my paradigm is still that people are lazy. Ask: How long do my new management behaviors last? State: Right! Not long. So if I really want to get different results, I need to work not only on my behavior or practices, but more fundamentally on my paradigms. Optional Example: Ask: Think about the most difficult person with whom you work. Keeping the name of this person to yourself, what words would you use to describe him or her? (Example answers: negative, lazy, incompetent, arrogant.) Ask: Knowing that you see this person that way, how do you behave around him or her? What do you do? What results do you get? (Facilitator note: Gather responses between each of the above questions.) State: But you’re attending the 7 Habits work session now. You are learning some amazing things. But inherently, you still believe that colleague is negative, lazy, and incompetent, right? Ask: What is going to happen? What results will you get? Allow responses.
- State: At the top of the model, we’ve written the word “paradigms.” Ask: What is a paradigm and how does it connect to the “See” part of the model? (Answer: A paradigm is how you “see” the world.) Allow responses. Continue around the model, correlating each term with the word outside the model and how it is connected. State: Let’s look at an example. Imagine I am a manager leading a group of people. My paradigm is that people are inherently lazy. Ask: If that is my paradigm, how do I behave? What do I do? (Example answers: I micromanage, don’t trust employees, look for reasons to fire people, do the work myself.) Ask: If you are on my team and my leadership style includes micromanaging, lack of trust, doing the work myself, etc., how are you likely to behave? (Example answers: I check out, disengage, wait to be told what to do, gossip.) State: Essentially, you behave as if you are lazy, right? And you have just affirmed my paradigm that people are lazy. Now, imagine that my boss notices what a poor manager I am, so he sends me to management training. While there, I learn many new management behaviors—things I should do to be a better leader. In the meantime, my paradigm is still that people are lazy. Ask: How long do my new management behaviors last? State: Right! Not long. So if I really want to get different results, I need to work not only on my behavior or practices, but more fundamentally on my paradigms. Optional Example: Ask: Think about the most difficult person with whom you work. Keeping the name of this person to yourself, what words would you use to describe him or her? (Example answers: negative, lazy, incompetent, arrogant.) Ask: Knowing that you see this person that way, how do you behave around him or her? What do you do? What results do you get? (Facilitator note: Gather responses between each of the above questions.) State: But you’re attending the 7 Habits work session now. You are learning some amazing things. But inherently, you still believe that colleague is negative, lazy, and incompetent, right? Ask: What is going to happen? What results will you get? Allow responses.
- Review the slide, pointing out where the habit falls in the Maturity Continuum. Transition: Let me ask you a question.
- State: The Circle of Concern® represents things you worry, think, and talk about, but over which you have little control. The Circle of Influence includes those things within your Circle of Concern over which you have control. Transition: Please turn to page 29.
- Review the slide. Transition: Habit 2 is based on the principles of...
- State: Let’s look at some examples of how this works. Please turn to page 38 with me.
- Review the slide. Transition: Habit 3 is based on the principles of...
- Ask: Are the two things you identified on page 65 important? Are they urgent? Allow responses. Ask: Which quadrant are they in? Allow responses. State: Think about which quadrant you spend the most time in while we dig deeper into the practices of Habit 3.
- Review the slide. (Facilitator note: If you delete the following optional activity [Slides 3.24–3.29], you may choose to have participants stand and pair up with someone they haven’t worked with yet. Ask them to share where they spend most of their time (Q1, Q2, Q3, or Q4) and why. Facilitate a brief large-group discussion. Then move to Slide 3.30.)
- Review the slide. Transition: Let’s take a look at how the Public Victory habits work together to increase effectiveness.
- State: You can Think Win-Win in all relationships and situations. Allow discussion. Consider sharing an example. Refer to page 106. Transition: Only after you’ve identified everyone’s wins can you create a Win-Win Agreement. It’s like the “Bridge of Aspiration” between the Royal Ballet School and Royal Ballet Company; it’s a way to create a structure that supports a win-win relationship and holds it together.
- Review the slide. Transition: Let’s take a look at how the Public Victory habits work together to increase effectiveness.
- State: When you listen empathically, you get out of your own story and into the story of the other person. You listen with the intent to understand, not to reply. Review the slide. Transition: Let’s look at intent.
- Review the slide. State: Remember, the habits in the Public Victory work together.
- Read the slide. Ask: What do you think about that statement? Allow responses. State: When you see only two alternatives—yours and the “wrong” one—your options are very limited. After all, no one goes into an argument thinking he or she is wrong. But you can choose a different approach. You can look for synergistic 3rd Alternatives. When people are given permission to contribute in a win-win environment where differences are valued, there is no telling what amazing things will result. Transition: Let’s look at the opposite of synergy: the “path to conflict.”
- Review the slide. Transition: It is based on the principles of...
- Read the slide. Transition: Next, I’m going to ask you to think about how you want to achieve balanced renewal.
- Show the video.
- So it starts with the mindset. But we need to know that there are differences which will lead to us changing how we do things. So let’s talk about what we need to do differently, or as it happens, more of, to keep engagement and effectiveness high. We will briefly touch on communication and listening, as that is the focus of next week. But spend more time on setting your team up to achieve results and why a culture of feedback is more critical than ever and how to create it on-line.
- Take care of yourself everyone – and think of creative ways to expand your roles. Looking at it from new perspectives can really change our outlook!
- We've been gathering your Q and A as we talked. Let's go over a few of those now. Feel free to chat in any other questions or comments
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