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Possibility Thinking - Darden Concepts


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Possibility Thinking - Darden Concepts

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