Successfully reported this slideshow.

Amp i blastoff full day

248 views

Published on

  • Be the first to comment

  • Be the first to like this

Amp i blastoff full day

  1. 1. Switch Rider = Rational Elephant = Emotions Path = Environment; Situation
  2. 2. Human Change ProcessWilliam Bridges Transition Model
  3. 3. What is your emotion elephant doing? laying down… sitting down… not even wanting to move thinking about changingcharging forward without moving forward off your path moving on the right path a path
  4. 4. Mastery – when you’re in control and having fun on your chosen path!Step 1: Rider must control elephant
  5. 5. 3 Aha’s of ChangeWhat looks like a people problem is often asituation problemWhat looks like laziness is oftenexhaustionWhat looks like resistance is often a lack ofclarity
  6. 6. Switch memory triggers one sheetBeyond the major concept that to change behavior you’ve got to direct the Rider, motivate the Elephant,and shape the Path, be sure to remember some of the methods that will lead to your success with those concepts.Bright spots… “What’s working and how can we do more of it?” Practice a method of Appreciation Inquiry.Solutions-based… “What’s the first small sign you’d see that would make you think the problem is gone” “When was the last time you saw a little bit of the miracle, even just for a short time?”Build in failure and early success celebrations… When you’re creating a path, be sure to build in the time and encouragement failure and early successes.Shaping the Path with checklists…. Checklists are extremely effective and help reinforce the behaviors you have deemed to be the most valuable.Action triggers… Developing action triggers like assigning a specific time for a specific task will preload the decision to do what you need to do and conserve the Rider’s self-control.Critical moves… To create a successful change you must translate ambiguous goals into concrete behaviors.You need to script your critical moves. The more clear you are the less resistance you will receive.Identities… The question to ask yourself when you are making a change is, “How do you make it a matter of identity rather than a matter of consequence?”The environment will make it easier… To maintain motivation and take the burden off of self-control and willpower, find ways to use the environment to reinforce behaviors you want as habits.
  7. 7. Switch tells you how to change… Expand Your Potential tells you what to change.The Expand Your Potential program is a daily filter system that will help you determine and stay focused on your formula for the personal, professional and organizational changes that you want to make. Here’s how it works: Determine what your current potential is: Potential = skills + resources + behaviors To expand and increase your potential, you must increase the key areas that will have the highest impact on your potential.
  8. 8. Principles behind Expand Your Potential Focus on solutions… We ask the question of WHY In places where things are going right and build from there. First try environment… We believe that significant, positive, change can occur through first focusing or adjusting your environment. Formulate a daily discipline based on skills, resources and behaviors…By increasing your focus on long term valuable activities in the areas of your skills, resources and behaviors you will find your formula for reaching your highest possible potential.
  9. 9. Your Skills• Technical• Managerial• Leadership Your Resources• You• Your professional mentors• Those you serve Your Behaviors• Independent• Interdependent• Visionary
  10. 10. 100%50%10%
  11. 11. 100% 50% 10% CURRENTPOTENTIAL
  12. 12. POTENTI 2 100% AL 50% 10% CURRENTPOTENTIAL
  13. 13. POTENTI 2 100% AL 50% 10% CURRENTPOTENTIAL
  14. 14. POTENTI 2 100% AL SKILLS 50% 10% CURRENTPOTENTIAL
  15. 15. POTENTI 2 100% AL SKILLS 50% RESOURC ES 10% CURRENTPOTENTIAL
  16. 16. POTENTI 2 100% AL SKILLS 50% RESOURC ES BEHAVIO RS 10% CURRENTPOTENTIAL
  17. 17. POTENTI 2 100% AL SKILLS 50% RESOURC ES BEHAVIO RS 10% CURRENTPOTENTIAL
  18. 18. POTENTI 2 100% AL SKILLS 50% RESOURC ES BEHAVIO RS 10% CURRENTPOTENTIAL
  19. 19. POTENTI 2 100% AL SKILLS 50% RESOURC ES BEHAVIO RS 10% CURRENTPOTENTIAL
  20. 20. POTENTI 2 100% AL SKILLS 50% RESOURC ES BEHAVIO RS 10% CURRENTPOTENTIAL
  21. 21. POTENTI 2 AL SKILLS RESOURC ES BEHAVIO RS 10% CURRENTPOTENTIAL
  22. 22. The Value of Time“Our costliest expenditure is time …” Theophrastus “Time has more value than money. You can get more money, but you cannot get more time. ” Jim Rohn
  23. 23. What are your biggest time management challenges?Please take the time management survey
  24. 24. Top Ten Time ManagementMistakes
  25. 25. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List
  26. 26. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List2. Not Setting Job/Personal Goals
  27. 27. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List2. Not Setting Job/Personal Goals3. Not Prioritizing
  28. 28. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List2. Not Setting Job/Personal Goals3. Not Prioritizing4. Failing to Manage Distractions
  29. 29. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List2. Not Setting Job/Personal Goals3. Not Prioritizing4. Failing to Manage Distractions5. Procrastination
  30. 30. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List2. Not Setting Job/Personal Goals3. Not Prioritizing4. Failing to Manage Distractions5. Procrastination6. Taking on Too Much
  31. 31. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List2. Not Setting Job/Personal Goals3. Not Prioritizing4. Failing to Manage Distractions5. Procrastination6. Taking on Too Much7. Addiction to “Busyness”
  32. 32. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List2. Not Setting Job/Personal Goals3. Not Prioritizing4. Failing to Manage Distractions5. Procrastination6. Taking on Too Much7. Addiction to “Busyness”8. Multi-tasking
  33. 33. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List2. Not Setting Job/Personal Goals3. Not Prioritizing4. Failing to Manage Distractions5. Procrastination6. Taking on Too Much7. Addiction to “Busyness”8. Multi-tasking9. Not Taking Breaks
  34. 34. Top Ten Time ManagementMistakes1. Failing to Keep a “To Do” List2. Not Setting Job/Personal Goals3. Not Prioritizing4. Failing to Manage Distractions5. Procrastination6. Taking on Too Much7. Addiction to “Busyness”8. Multi-tasking9. Not Taking Breaks10.Ineffectively Scheduling Tasks
  35. 35. Potential Time Wasters
  36. 36. Potential Time Wasters• Procrastination
  37. 37. Potential Time Wasters• Procrastination• Poor Planning
  38. 38. Potential Time Wasters• Procrastination• Poor Planning• Not Making Decisions
  39. 39. Potential Time Wasters• Procrastination• Poor Planning• Not Making Decisions• No Goals
  40. 40. Potential Time Wasters• Procrastination• Poor Planning• Not Making Decisions• No Goals• Breaking Commitments
  41. 41. Potential Time Wasters• Procrastination• Poor Planning• Not Making Decisions• No Goals• Breaking Commitments• Not Delegating
  42. 42. Potential Time Wasters• Procrastination• Poor Planning• Not Making Decisions• No Goals• Breaking Commitments• Not Delegating• Not Listening
  43. 43. The Four Quadrants Q1 Q2 Urgent and Important Not Urgent but Important Q3 Q4Urgent but Not Important Not Urgent and Not Important
  44. 44. Where are the nuts in your day?
  45. 45. Handling Interruptions
  46. 46. Handling Interruptions• Block off call-back time
  47. 47. Handling Interruptions• Block off call-back time• Trade off answering calls with a colleague
  48. 48. Handling Interruptions• Block off call-back time• Trade off answering calls with a colleague• Keep calls brief
  49. 49. Handling Interruptions• Block off call-back time• Trade off answering calls with a colleague• Keep calls brief• Meet in their office
  50. 50. Handling Interruptions• Block off call-back time• Trade off answering calls with a colleague• Keep calls brief• Meet in their office• Schedule appointments
  51. 51. Handling Interruptions• Block off call-back time• Trade off answering calls with a colleague• Keep calls brief• Meet in their office• Schedule appointments• Set time limits early in conversation
  52. 52. Handling Interruptions• Block off call-back time• Trade off answering calls with a colleague• Keep calls brief• Meet in their office• Schedule appointments• Set time limits early in conversation• Be selective in terms of “meaningful interruptions”
  53. 53. • Are you working on something meaningful and challenging-- something for you have about a 50% chance of succeeding?• Are you relating to other people at work or socially--people you like and to whom you feel close?• Do you feel recognized for the work you are doing-- paid or unpaid?• Can you influence the decisions and outcomes?
  54. 54. Date _____________ The 18 MINUTES Daily To Do List Do Great Work w/Current Attract Future Clients Clients Write and Present My Ideas Be Present with Family and Friends Have Fun and Take Care of The Other 5% Me
  55. 55. What are the 5 BIG thingsyou are trying to accomplish in 2012 3 business 2 personal
  56. 56. Delegation SummaryPlan thoroughlyMatch the “right” person to the “right” jobConsider their development and abilityEstablish and communicate expectationsOffer help, resources and supportBe open to new ideasExpress trust and confidenceAssess performance and provide feedbackPlan for needed coaching or training
  57. 57. Obstacle Course
  58. 58. "Obstacles are those frightfulthings you see when you take youreyes off the goal."Hannah More
  59. 59. What lessons did you learn from the obstacle course?What can you differently when you return to work?
  60. 60. Company’s Recruit;Manager’s RetainWhy do you join a company?1. Company2. Job3. ManagerWhy do you leave a company?1.Manager2. Job3. Company
  61. 61. Retention• Everyone’s job• What is driving the person away?• Do you counter-offer?• Re-recruit superstars• Recognition• Succession planning
  62. 62. Does this employee work for you?
  63. 63. 4 Great Questions1. Are you working on something meaningful andchallenging-- something for you have about a 50% chance ofsucceeding?2. Are you relating to other people at work or socially--people you like and to whom you feel close?3. Do you feel recognized for the work you are doing— paid or unpaid?4. Can you influence the decisions and outcomes?
  64. 64. Motivation Defined
  65. 65. Motivation Defined• Desire, energy to get
  66. 66. Motivation Defined• Desire, energy to get something done,
  67. 67. Motivation Defined• Desire, energy to get something done, discipline to follow
  68. 68. Motivation Defined• Desire, energy to get something done, discipline to follow through:• Stick-to-it-ness
  69. 69. Motivation Defined
  70. 70. Motivation DefinedThe Carrot Principle
  71. 71. Motivation
  72. 72. Motivation• All people are motivated
  73. 73. Motivation• All people are motivated• People do things for their reasons, not yours or mine
  74. 74. Motivation• All people are motivated• People do things for their reasons, not yours or mine• Key to effective communication is identification
  75. 75. Motivation• All people are motivated• People do things for their reasons, not yours or mine• Key to effective communication is identification• The best way to get people to pay attention to you is to…
  76. 76. Motivation• All people are motivated• People do things for their reasons, not yours or mine• Key to effective communication is identification• The best way to get people to pay attention to you is to…• You can’t change people, you can only change their behaviors
  77. 77. Motivation• All people are motivated• People do things for their reasons, not yours or mine• Key to effective communication is identification• The best way to get people to pay attention to you is to…• You can’t change people, you can only change their behaviors• Employee’s perception becomes the executive’s reality
  78. 78. Motivation• All people are motivated• People do things for their reasons, not yours or mine• Key to effective communication is identification• The best way to get people to pay attention to you is to…• You can’t change people, you can only change their behaviors• Employee’s perception becomes the executive’s reality• You consistently get the behaviors you consistently expect and reinforce
  79. 79. Motivation• All people are motivated• People do things for their reasons, not yours or mine• Key to effective communication is identification• The best way to get people to pay attention to you is to…• You can’t change people, you can only change their behaviors• Employee’s perception becomes the executive’s reality• You consistently get the behaviors you consistently expect and reinforce• We all judge ourselves by our motives but we judge others by their actions
  80. 80. The goal is motivated and engaged employees MOTIVATED AND ENGAGED 4 How I Grow • Guidance • Feedback •Development • Growth Associate Engagement Associate Motivation 3 How I Contribute •Influence •Pride •Ownership •Value •Say •Relationships 2 How I Feel •Encouragement •Recognition •Praise •Opportunity •Caring 1 How I Work •Consequences •Expectations •Understanding •Goals •Tools
  81. 81. The Right Environmentfor Succession Planning is Critical Purpose Autonomy Mastery Development Culture Coaching Reward Leaders
  82. 82. Motivational Tips for Leaders• Continue learning and trying out new ideas• Make time for people• Focus on the development of people• Provide leadership--CYA• Your arrival at work sets the tone for the day• Use simple, powerful words• Make sure people know what you expect• Provide regular feedback• Solicit employee feedback• Create an environment that is fair and consistent
  83. 83. Top 10 New Year’s Resolutions 1. Get out of debt or save money 2. Lose weight 3. Develop a healthy habit 4. Get organized 5. Develop a new skill or talent 6. Spend more time with family and friends 7. Other 8. Work less, play more 9. Break an unhealthy habit 10. Move up or on in my job
  84. 84. Stephen Covey says… “Begin with an end in mind.”• Think of your resolutions as goals• Set realistic goals-no more than 3• Write down your goals• Take baby steps• Go public• Track your progress• Reward yourself• If you slip up, recommit
  85. 85. Set Conduct Performance Performance Goals and Standards Appraisal Performance Communicate Give Management ExpectationsOngoing CycleFeedback Monitor Employee Performance
  86. 86. Use this Checklist to begin…Individual Reflection and Partner Discussion 1. Do I have an understanding of the organization’s vision, mission and strategic objectives for 2012? 2. Do I have a vision for what needs to be accomplished in my department to support the strategic objectives? 3. Do I know what individual goals need to be met that link to “our piece of the pie”? 4. What other stakeholders do I need to involve in the goal setting process besides my employee?
  87. 87. Practice WritingTwo SMART Goalswith a Partner
  88. 88. Best Practices forPerformance Reviews
  89. 89. Is this your idea ofcoaching?
  90. 90. Definition(s) of a Coach 1. horse-drawn carriage: a large enclosed horse-drawn carriage 2. inexpensive travel category: an inexpensive class of passenger accommodations on a bus, train, or aircraft 3. somebody who trains sports players: a trainer of sports players and athletes 4. railroad car: a railroad car
  91. 91. Another Definition… An ongoing partnership during which leader and individual work together as a team to achieve performance objectives. During the coaching relationship, your coach provides the tools, structure and personal support necessary for you to design a work life that is rewarding and deeply meaningful. Mark Paskowitz, Professional Coach
  92. 92. Why Should I CareAbout Coaching• Change usually drives the need for coaching• Accept and adapt to change consistent with organizational goals• Creates balance between organization goals and professional developmental needs of the individual• Often used for performance enhancement not correction• Maximize career potential through coaching• Greater personal and professional ownership• #1 reason people leave their jobs is a lack of vision• Coaching is worth the investment. the ROI on coaching is 529%!
  93. 93. The SLII Model ® Hersey Blanchard Situational Leadership Model ©2010
  94. 94. Observe Performance• What have I seen or heard?• What do the “reports” say?• What is the employee doing well?• Where are the performance gaps?
  95. 95. Plan to Employ the 4C’s of Coaching1. Concurrence- agreement on what’s working well and what “gaps” exist2. Content- describe what the person needs to keep doing and what needs improving (competence or commitment?)
  96. 96. 3. Commitment- agreement to improve performance4. Congratulations and Continuation- emphasis what’s working well; celebrate improvements made; or re- emphasize more work to be done
  97. 97. IntentionGoalRealityOptionsWhat’s Next?
  98. 98. Best Practices for 1:1’s• 50/50 contract• Time issue• Plan-Create an agenda• Pull up a seat next to them• Find time to do it—schedule it• No scanning email• Turn off phones• Limit visitors
  99. 99. Use the IGROW model and conduct acoaching session with a peer.Take 2 minutes to describe the situation so the otherperson can role play the person you are coachingTake 5 minutes to coach the personSwitch who is coaching and repeat the process
  100. 100. What Can You Do Tomorrow?• Spend time learning more about Situational Leadership• Plan 10-20 minute huddles with your staff• Use the IGROW model with a superstar• Ask—What is your next step in your career?• Ask-What can I do to help you reach your goals?• Buy a coaching book to learn more
  101. 101. Appendix
  102. 102. Gallup 12 Questions• Do I know what is expected of me at work?  • Do I have the materials and equipment I need to do my work right?• Do I have the opportunity to do what I do best every day?• In the last seven days, have I received recognition or praise for good work?• Does my supervisor, or someone at work, seem to care about me as a person?• Is there someone at work who encourages my development?• Do my opinions seem to count?• Does the mission/purpose of my company make me feel like my work is important?• Are my coworkers committed to doing quality work?• Do I have a best friend at work?• In the last six months, have I talked to someone about my progress?• Have I had opportunities to learn and grow?
  103. 103. CEO Top 10 List 1. Create a business plan for upcoming fiscal year 2. Hit operation goals in business plan 3. Create and explain monthly reports 4. Customer Intimacy Initiative for each department 5. Performance Improvement-two processes per year 6. Develop and review retention plan quarterly 7. Developmental 1:1 per quarter per employee 8. Each employee has a development action plan (DAP) 9. Monthly team meeting10. Learn something new each month

×