This document discusses paradoxes that can hinder organizational performance. It examines three paradoxes: 1) an organization may not value behaviors it says are valuable, 2) leaders and staff want the same thing (progress) but may not ensure employees understand expectations and how to achieve progress, and 3) an organization may treat outside customers with greater care than colleagues. It provides leadership actions to address each paradox, such as ensuring values reflect real behavior, employees understand expectations and how to achieve progress, and removing barriers that hinder performance by regularly asking employees what's not working and what they need to be effective. The document aims to help leaders identify areas for improved performance and make positive changes.

1. Is Our Organization Two-Faced?
The Paradoxes of Getting Things Done

2. Please use the call in number found
to the right of your screen.
We’ll begin shortly.

3. What the heck is a paradox?

4. What the heck is a paradox?
A paradox is a seemingly true statement
that leads to a contradiction or a
situation which seems to defy logic or
intuition.

5. Paradox
A man says he’s lying.
Is his statement true or false?

6. Paradox: We say we want to improve…

7. Paradox: We say we want to improve…
Strategy

8. Paradox: We say we want to improve…
Strategy
Execution

9. …but we resist the change that’s required.

10. Today’s takeaways
– Examine 3 paradoxes that hinder performance
– Identify areas of frustration and opportunities for improvement
– Provide 3 sets of leadership actions to improve performance
– Extra offer for Ownership Thinking fans

11. “Culture eats strategy for breakfast”
Strategy
Culture Execution

12. “Culture eats strategy for breakfast”
Strategy
Culture Execution

13. We’re perfectly aligned to get the results we’re getting
Strategy RESULTS
Culture Execution

14. Paradox #1

15. Paradox #1
Paradox #1: We do not value
behaviors we say are valuable

16. #1 Leadership action
Take a fresh look at our values
1. Are our values in writing?
2. Do our values look like everyone else’s or do they
describe our distinctive personality?
3. Do our values reflect our real behavior?
4. Do our values serve as a filter for decision-
making?

17. Greatest satisfaction for your team?
Top motivator of performance is “progress.” Harvard Business Review, Feb. 2010

18. Greatest satisfaction for your team
Top motivator of performance is “progress.” Harvard Business Review

19. The bottom-line impact of culture
One-third of 12,000 entries were “unhappy,
unmotivated or both. Gallup estimates the cost of
U.S. disengagement at a staggering $300 billion
in lost productivity annually.”
The New York Times, Sept. 4, 2011

20. Paradox #2
Paradox #2: Leaders and staff
want the same thing: Progress.
One-third of 12,000 entries were “unhappy,
unmotivated or both. Gallup estimates the cost of
U.S. disengagement at a staggering $300 billion
in lost productivity annually.”
The New York Times, Sept. 4, 2011

21. #2 Leadership action
Ensure that every employee knows…
1. …why we’re here.
2. …what’s expected of them.
3. …how they’re doing.
4. …what’s in it for them.
5. …where to go for help.

22. Who are we?

23. Who are we? The Identity Pyramid™
HBR: “The dirty
Our best
little secret is that
customer
most firms cannot
articulate their How we deliver
strategy.” on promises
Our personality
Why people buy from us
What we do best
Our mission
History & Values

24. Who are we?
How we deliver
on promises

25. Who are we?
How we deliver Customers
on promises

26. Who are we?
How we deliver Customers
on promises
Satisfaction
Longevity
Repeat biz
Referrals
Partnership

27. Who are we?
OUTSIDE
How we deliver Customers
on promises
Satisfaction
Longevity
Repeat biz
Referrals
Partnership

28. Who are we?
INSIDE OUTSIDE
Colleagues How we deliver Customers
on promises
Commitment Satisfaction
Respect Longevity
Accountability Repeat biz
Trust Referrals
Partnership Partnership

29. Whatever it takes – The Heroic Event
INSIDE OUTSIDE
Colleagues How we deliver Customers
on promises
Commitment Satisfaction
Respect Longevity
Accountability Repeat biz
Trust Referrals
Partnership Partnership

30. Whatever it takes – The Heroic Event
INSIDE OUTSIDE
Colleagues How we deliver Customers
on promises
Has this happened?

31. Whatever it takes – The Heroic Event
INSIDE OUTSIDE
Colleagues How we deliver Customers
on promises
Has this happened?
Our response?

32. Whatever it takes – The Heroic Event
INSIDE OUTSIDE
Colleagues How we deliver Customers
on promises
Has this happened?
Our response?
The cost?

33. Whatever it takes – The Heroic Event
INSIDE OUTSIDE
Colleagues How we deliver Customers
on promises
Has this happened?
Our response?
The cost?
Preventable?

34. “Whatever it takes” kills performance
INSIDE OUTSIDE
Colleagues How we deliver Customers
on promises
How often? Has this happened?
Who responds? Our response?
Who pays? The cost?
Who’s accountable? Preventable?

35. Paradox #3
INSIDE OUTSIDE
Colleagues How we deliver Customers
on promises
Respect Satisfaction
Commitment Longevity
Accountability Referrals
Partnership Partnership
Trust Trust
History & Values

36. Paradox #3
INSIDE OUTSIDE
Colleagues How we deliver Customers
Paradox #3: We treat people
on promises
outside our organization with
Respect Satisfaction
greater care than our colleagues.
Commitment Longevity
Accountability Referrals
Partnership Partnership
Trust Trust
History & Values

37. Accountability’s impact – What’s the cost?

38. Values = Observed behavior = Culture
INSIDE OUTSIDE
Colleagues How we deliver Customers
on promises
History & Values

39. Root cause analysis
INSIDE OUTSIDE
Colleague How we deliver Customer
Commitment on promises Satisfaction
People Process
History & Values

40. Problems with Process
INSIDE OUTSIDE
Colleague How we deliver Customer
Commitment on promises Satisfaction
People Process
1. Work flow
2. Training
3. Communication
History & Values

41. Problems with People
INSIDE OUTSIDE
Colleague How we deliver Customer
Commitment on promises Satisfaction
People Process
1. Skill
2. Will
3. Fear
History & Values

42. #3 Leadership action
Remove barriers hindering performance
1. When did we last ask “What’s not working?” and
then act on it? Are we driving to root causes?
2. Do we ask our people “What do you need to be
more effective?” on a regular basis?
3. Does everyone know the difference between a
mistake and under-performance?
4. How do we respond to a mistake? What’s it like in
our culture to speak truth to power?
5. Does our behavior match our values?

43. Today’s takeaways
– Examine 3 paradoxes that hinder performance
– Identify areas of frustration and opportunities for improvement
– Provide 3 sets of leadership actions to improve performance
– Extra offer for webinar attendees

44. What one change can you make
to create the most significant
positive impact on your
organization’s performance
in the next 60 days?

45. Extra for webinar attendees
Accountability in the Workplace assessment
$100 value available FREE through May 21
 FREE 10-minute online survey
 FREE detailed report on your organization’s culture of accountability
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 click on Accountability Assessment in top left corner