Organizations are complex systems and as such they are not easy to change. When the old strategy is becoming non effective it is time to make a shift. A great tool for shifting entire organizations that responds to issues connected with complexity is Appreciative Inquiry. A brief introduction of the concept and principles initially developed by David Coperrider is presented. The method is contrasted with the traditional approach to organizational change - problem solving. The presentation is completed with a practitioner description of a typical Appreciative Inquiry project.
Scaffolding for a Growing Team - Surge 2014Fran Fabrizio
When your team scales beyond the point where information flow happens organically (~8 members), you’ll be confronted with some seriously uncool topics, like time tracking, work estimation, meetings with actual agendas, long-range planning and formalizing your HR processes. In this talk I discuss how our team is tackling these challenges in an engineer-friendly way and get the input we need for data-driven decision making while keeping the dev team happy.
[WEBINAR] Four Powerful Systems That Only The BEST Companies DeployJoe Mechlinski
Join Joe Mechlinski, CEO of SHIFT, for an interactive webinar that will reignite your culture. It features the top systems companies deploy to create magnetic, aligned, accountable, and highly engaged workplaces. https://www.shiftthework.com/systems-webinar
Sustaining excellence through leadership in the new normalJed Concepcion
This document provides information about Jed Concepcion, including his educational background, professional experience, affiliations, and qualifications as a leader. It discusses his Bachelor's degree in Electrical and Computer Engineering from University of the East, Master's degree in Technology from TUP Manila, and ongoing MBA from AMA Online University. It also lists his various leadership roles in engineering, instruction, management, and as a Chief Solutions Officer. The document emphasizes the importance of leadership, providing attributes of effective leaders, and strategies for leadership in the new normal, which requires adaptability, effective communication, and empathy.
Appreciative Inquiry For Strategic Planning Avi Z Liran
Snap Preview of Appreciative Inquiry (AI) for Strategic Planning and the differences between SWOT and SOAR models as well as the benefits of AI Vs. Problem Solving.
“With great power comes great responsibility”
Taking responsibility is the first step towards leadership. One cannot exist without the other. Effective leaders do not manage people, instead they inspire, coach and enable the people they work with. Experience the difference with People-centric leadership as you put ‘people’ first in people management.
This presentation is used in interactive sessions that help managers with people responsibilities to honestly explore their leadership skills and equip them with the building blocks required to practice people-centric leadership. It’s time we shift our focus back on the people who make our teams and the organization a success story.
This document summarizes a presentation about the skills and knowledge needed for managing change. It discusses the different roles of a project manager and change manager, and which one is best suited to lead change depending on the degree of behavioral change required and organizational culture. It also outlines various competencies important for managers to implement change, including facilitating change, strategic thinking, influencing others, communication skills, and specialist expertise. Finally, it provides examples of how the CEO of Siemens drove significant change within the organization by reorganizing structures, replacing executives, and focusing on customers.
For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
Organizations are complex systems and as such they are not easy to change. When the old strategy is becoming non effective it is time to make a shift. A great tool for shifting entire organizations that responds to issues connected with complexity is Appreciative Inquiry. A brief introduction of the concept and principles initially developed by David Coperrider is presented. The method is contrasted with the traditional approach to organizational change - problem solving. The presentation is completed with a practitioner description of a typical Appreciative Inquiry project.
Scaffolding for a Growing Team - Surge 2014Fran Fabrizio
When your team scales beyond the point where information flow happens organically (~8 members), you’ll be confronted with some seriously uncool topics, like time tracking, work estimation, meetings with actual agendas, long-range planning and formalizing your HR processes. In this talk I discuss how our team is tackling these challenges in an engineer-friendly way and get the input we need for data-driven decision making while keeping the dev team happy.
[WEBINAR] Four Powerful Systems That Only The BEST Companies DeployJoe Mechlinski
Join Joe Mechlinski, CEO of SHIFT, for an interactive webinar that will reignite your culture. It features the top systems companies deploy to create magnetic, aligned, accountable, and highly engaged workplaces. https://www.shiftthework.com/systems-webinar
Sustaining excellence through leadership in the new normalJed Concepcion
This document provides information about Jed Concepcion, including his educational background, professional experience, affiliations, and qualifications as a leader. It discusses his Bachelor's degree in Electrical and Computer Engineering from University of the East, Master's degree in Technology from TUP Manila, and ongoing MBA from AMA Online University. It also lists his various leadership roles in engineering, instruction, management, and as a Chief Solutions Officer. The document emphasizes the importance of leadership, providing attributes of effective leaders, and strategies for leadership in the new normal, which requires adaptability, effective communication, and empathy.
Appreciative Inquiry For Strategic Planning Avi Z Liran
Snap Preview of Appreciative Inquiry (AI) for Strategic Planning and the differences between SWOT and SOAR models as well as the benefits of AI Vs. Problem Solving.
“With great power comes great responsibility”
Taking responsibility is the first step towards leadership. One cannot exist without the other. Effective leaders do not manage people, instead they inspire, coach and enable the people they work with. Experience the difference with People-centric leadership as you put ‘people’ first in people management.
This presentation is used in interactive sessions that help managers with people responsibilities to honestly explore their leadership skills and equip them with the building blocks required to practice people-centric leadership. It’s time we shift our focus back on the people who make our teams and the organization a success story.
This document summarizes a presentation about the skills and knowledge needed for managing change. It discusses the different roles of a project manager and change manager, and which one is best suited to lead change depending on the degree of behavioral change required and organizational culture. It also outlines various competencies important for managers to implement change, including facilitating change, strategic thinking, influencing others, communication skills, and specialist expertise. Finally, it provides examples of how the CEO of Siemens drove significant change within the organization by reorganizing structures, replacing executives, and focusing on customers.
For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
Teamwork & Culture : Presentation for Live The Dream 2015Lifehack HQ
Chelsea Robinson presents a workshop on Teamwork & Culture at Live The Dream in Wellington in 2015.
This presentation shares tips for organising, culture hacks, and people-centered strategies for building community.
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
Appreciative Inquiry: Focusing on the Positive to Build Upon What WorksRobert Travis
Appreciative inquiry is a model that seeks to engage stakeholders in self-determined change by focusing on the positive aspects of an organization and building upon what works well rather than fixing problems. It was established in 1987 and involves discovering an organization's strengths through positive questioning, envisioning potential, designing plans, and implementing changes. The core principles include a constructionist view that organizations are socially constructed through language, a focus on positive questions and imagery, and an emphasis on strengths and potential.
1. The document discusses common problems faced by lean managers, including lack of engagement from top leadership, difficulty sustaining process focus, and lack of systems for developing internal talent.
2. It recommends re-examining the values and goals behind lean initiatives to focus more on cultural changes, emphasizing engaging top leadership by assessing management systems rather than technical tools, and sustaining initiatives through developing proud workforces.
3. Engaging top leaders can be achieved through structured "executive gemba walks" focused on diagnostic questions about lean management standards to give leaders specific tasks and make the walks personally meaningful.
The document provides an overview of Appreciative Inquiry (AI), a method for positive organizational change. It discusses AI's key principles and 4-D cycle of Discovery, Dream, Design, and Destiny. Examples are given of how AI has been applied through strengths-based interviews and generating topics focused on an organization's positive core. The document aims to introduce AI's reframing of change as an iterative, collaborative process of appreciating an organization's strengths and envisioning new positive potentials.
This document outlines 10 principles for leading successful organizational change based on the authors' experience and a survey of global executives. The principles are: 1) Lead with the culture by drawing on existing cultural strengths; 2) Start change initiatives at the top with executive alignment; 3) Involve employees at all levels for input and buy-in; 4) Make the rational and emotional case for change; 5) Act the part to drive new behaviors; 6) Engage employees constantly through communication; 7) Leverage informal leaders; 8) Tackle resistance directly; 9) Reinforce the message through actions; and 10) Sustain momentum over time with skills and support.
Forces of change such as virtual organizations, digital convergence, and the knowledge economy are driving the need for organizational transformation. Effective change involves motivating change through communicating a vision, developing support, and managing the transition. It also requires overcoming resistance to change through education, participation, and leadership commitment. Leaders must align their values and behaviors with the change vision, drive the process to completion, and build the organizational and team capacity for change.
Change management involves three key levels - the self, the team, and the wider system. It is a process of facilitating learning across all three levels to enable sustainable change. Effective change agents require skills like listening, defining objectives, and understanding different perspectives. They also need to understand concepts from fields like learning organizations, gestalt therapy, and systems thinking in order to utilize tools and methods tailored to each level and stage of the change process.
3 steps to implement holacracy in your companyKozo Takei
This document discusses implementing Holacracy in companies. It provides an overview of Holacracy and its key differences from traditional hierarchies. The 3 steps to implement Holacracy are outlined as quantitative data management, establishing communication channels, and releasing information and power by removing titles and positions. Best practices at Diamond Media are also shared, such as using a career matrix, salary systems without incentives, and brain trusts for counseling.
Duna making-sense-of-generative-governance (1)Brent MacKinnon
The document discusses generative governance and how boards can move beyond just fiduciary and strategic roles. It defines three modes of governance: fiduciary, strategic, and generative. Generative governance focuses on sense-making, inquiry, and creating new meaning. Examples show how boards can ask generative questions that focus more on opportunities, ethics, stakeholders needs rather than just operational or compliance issues. The document advocates for boards to engage in boundary work, anticipate changes, leverage strengths, and tackle important problems through a more playful, inventive approach focused on meaning-making.
This document discusses best practices for non-profit boards to be fulfilling, effective, and smart. It emphasizes the importance of having a common vision, clear roles and responsibilities for the board and staff, and focusing on strategic issues rather than micromanagement. Essential questions are provided to guide board members in investing their time to improve strategy, relationships, public standing and the position of the CEO.
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document proposes assessing an organization's level of respect and engagement, aligning respect with the organization's mission and values, and conducting workshops to teach and reinforce respectful behaviors to help engage employees.
Playing with hierarchies and circles - Experimenting holacracyAlexandra Lederer
In May 2011, I thought about experimenting a new concept to get things done in the L&D space: engage different experts to deliver outcomes, with no hierarchical reporting, no minimum required contributions and no monetary reward. On paper it looked like it was doomed to fail.
By end the end of 2012 the results were mind blowing and kept improving in 2013, so in March 2014, I thought to extend this concept of 'circles' to drive employee engagement and develop a relevant employee value proposition for our staff.
In Oct 2014, I've been told this may be called 'holacracy' - one of the latest management trend - an approach where we "grant special protection to employees to experiment with ideas. It is governance of the organization, through the people, for the purpose. It enables the organization to find and express its deepest creative capacity."
Presented at Organisational Learning Consortium, Sydney 26 November 2014.
Special thanks to Guillaume Kozinski and Marie O'Brien for their inspiring guidance and support, Fiona McCallum and Andy Brown for trusting me with this experiment.
Meetings are supposed to spur collaboration and create clarity, but more often they create tension in a team. Here are four principles we use at Possible to make meetings remarkable.
Hostinger is a website hosting company whose vision is to enable people around the world to access the power of the internet. Their mission is to make life easier for website developers and customers by offering stable, fast and affordable hosting solutions. They strive to embody ten core values in their culture, including customer obsession, ownership, learning and curiosity, hiring and developing the best people, having the highest standards, freedom and responsibility, focus, bias toward action, courage and candidness, and delivering results. Living these principles helps Hostinger scale its business and bring success to customers and employees.
The document provides an agenda for a presentation on team management. It covers 7 topics: understanding individual people, team building and leadership, the role of the manager, organizational skills, restructuring and change processes, essentials of human resource management, and organizational culture. For each topic, there are subsections that go into more detail about concepts such as understanding personality types, building effective teams, leadership vs management, and the importance of organizational culture.
Rethinking Empowerment to Create a Dynmanic TeamAndrew Cheung
Our Credo & Beliefs for Team Effectiveness
Empowered Employees & Teams
Types of Decision Making
Setting Decision-Making Boundaries
Clearly Defined Boundaries
The document discusses aligning content teams and processes. It begins by introducing content governance models like informal, centralized, decentralized, and hybrid. Different content team structures like self-managed, cross-functional, and matrix are presented. The advantages and disadvantages of each model and structure are provided. Later, it discusses defining roles and responsibilities on content teams. Key roles mentioned include managers, strategists, creators, organizers, and project managers. Clear communication of each person's responsibilities, accountability, and consultation is important for effective teamwork.
Teamwork & Culture : Presentation for Live The Dream 2015Lifehack HQ
Chelsea Robinson presents a workshop on Teamwork & Culture at Live The Dream in Wellington in 2015.
This presentation shares tips for organising, culture hacks, and people-centered strategies for building community.
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
Appreciative Inquiry: Focusing on the Positive to Build Upon What WorksRobert Travis
Appreciative inquiry is a model that seeks to engage stakeholders in self-determined change by focusing on the positive aspects of an organization and building upon what works well rather than fixing problems. It was established in 1987 and involves discovering an organization's strengths through positive questioning, envisioning potential, designing plans, and implementing changes. The core principles include a constructionist view that organizations are socially constructed through language, a focus on positive questions and imagery, and an emphasis on strengths and potential.
1. The document discusses common problems faced by lean managers, including lack of engagement from top leadership, difficulty sustaining process focus, and lack of systems for developing internal talent.
2. It recommends re-examining the values and goals behind lean initiatives to focus more on cultural changes, emphasizing engaging top leadership by assessing management systems rather than technical tools, and sustaining initiatives through developing proud workforces.
3. Engaging top leaders can be achieved through structured "executive gemba walks" focused on diagnostic questions about lean management standards to give leaders specific tasks and make the walks personally meaningful.
The document provides an overview of Appreciative Inquiry (AI), a method for positive organizational change. It discusses AI's key principles and 4-D cycle of Discovery, Dream, Design, and Destiny. Examples are given of how AI has been applied through strengths-based interviews and generating topics focused on an organization's positive core. The document aims to introduce AI's reframing of change as an iterative, collaborative process of appreciating an organization's strengths and envisioning new positive potentials.
This document outlines 10 principles for leading successful organizational change based on the authors' experience and a survey of global executives. The principles are: 1) Lead with the culture by drawing on existing cultural strengths; 2) Start change initiatives at the top with executive alignment; 3) Involve employees at all levels for input and buy-in; 4) Make the rational and emotional case for change; 5) Act the part to drive new behaviors; 6) Engage employees constantly through communication; 7) Leverage informal leaders; 8) Tackle resistance directly; 9) Reinforce the message through actions; and 10) Sustain momentum over time with skills and support.
Forces of change such as virtual organizations, digital convergence, and the knowledge economy are driving the need for organizational transformation. Effective change involves motivating change through communicating a vision, developing support, and managing the transition. It also requires overcoming resistance to change through education, participation, and leadership commitment. Leaders must align their values and behaviors with the change vision, drive the process to completion, and build the organizational and team capacity for change.
Change management involves three key levels - the self, the team, and the wider system. It is a process of facilitating learning across all three levels to enable sustainable change. Effective change agents require skills like listening, defining objectives, and understanding different perspectives. They also need to understand concepts from fields like learning organizations, gestalt therapy, and systems thinking in order to utilize tools and methods tailored to each level and stage of the change process.
3 steps to implement holacracy in your companyKozo Takei
This document discusses implementing Holacracy in companies. It provides an overview of Holacracy and its key differences from traditional hierarchies. The 3 steps to implement Holacracy are outlined as quantitative data management, establishing communication channels, and releasing information and power by removing titles and positions. Best practices at Diamond Media are also shared, such as using a career matrix, salary systems without incentives, and brain trusts for counseling.
Duna making-sense-of-generative-governance (1)Brent MacKinnon
The document discusses generative governance and how boards can move beyond just fiduciary and strategic roles. It defines three modes of governance: fiduciary, strategic, and generative. Generative governance focuses on sense-making, inquiry, and creating new meaning. Examples show how boards can ask generative questions that focus more on opportunities, ethics, stakeholders needs rather than just operational or compliance issues. The document advocates for boards to engage in boundary work, anticipate changes, leverage strengths, and tackle important problems through a more playful, inventive approach focused on meaning-making.
This document discusses best practices for non-profit boards to be fulfilling, effective, and smart. It emphasizes the importance of having a common vision, clear roles and responsibilities for the board and staff, and focusing on strategic issues rather than micromanagement. Essential questions are provided to guide board members in investing their time to improve strategy, relationships, public standing and the position of the CEO.
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document proposes assessing an organization's level of respect and engagement, aligning respect with the organization's mission and values, and conducting workshops to teach and reinforce respectful behaviors to help engage employees.
Playing with hierarchies and circles - Experimenting holacracyAlexandra Lederer
In May 2011, I thought about experimenting a new concept to get things done in the L&D space: engage different experts to deliver outcomes, with no hierarchical reporting, no minimum required contributions and no monetary reward. On paper it looked like it was doomed to fail.
By end the end of 2012 the results were mind blowing and kept improving in 2013, so in March 2014, I thought to extend this concept of 'circles' to drive employee engagement and develop a relevant employee value proposition for our staff.
In Oct 2014, I've been told this may be called 'holacracy' - one of the latest management trend - an approach where we "grant special protection to employees to experiment with ideas. It is governance of the organization, through the people, for the purpose. It enables the organization to find and express its deepest creative capacity."
Presented at Organisational Learning Consortium, Sydney 26 November 2014.
Special thanks to Guillaume Kozinski and Marie O'Brien for their inspiring guidance and support, Fiona McCallum and Andy Brown for trusting me with this experiment.
Meetings are supposed to spur collaboration and create clarity, but more often they create tension in a team. Here are four principles we use at Possible to make meetings remarkable.
Hostinger is a website hosting company whose vision is to enable people around the world to access the power of the internet. Their mission is to make life easier for website developers and customers by offering stable, fast and affordable hosting solutions. They strive to embody ten core values in their culture, including customer obsession, ownership, learning and curiosity, hiring and developing the best people, having the highest standards, freedom and responsibility, focus, bias toward action, courage and candidness, and delivering results. Living these principles helps Hostinger scale its business and bring success to customers and employees.
The document provides an agenda for a presentation on team management. It covers 7 topics: understanding individual people, team building and leadership, the role of the manager, organizational skills, restructuring and change processes, essentials of human resource management, and organizational culture. For each topic, there are subsections that go into more detail about concepts such as understanding personality types, building effective teams, leadership vs management, and the importance of organizational culture.
Rethinking Empowerment to Create a Dynmanic TeamAndrew Cheung
Our Credo & Beliefs for Team Effectiveness
Empowered Employees & Teams
Types of Decision Making
Setting Decision-Making Boundaries
Clearly Defined Boundaries
The document discusses aligning content teams and processes. It begins by introducing content governance models like informal, centralized, decentralized, and hybrid. Different content team structures like self-managed, cross-functional, and matrix are presented. The advantages and disadvantages of each model and structure are provided. Later, it discusses defining roles and responsibilities on content teams. Key roles mentioned include managers, strategists, creators, organizers, and project managers. Clear communication of each person's responsibilities, accountability, and consultation is important for effective teamwork.
1) The document discusses change management and setting a performing mindset to appreciate change. It outlines the objectives of the session as giving insight into the mindset and attitude required to appreciate change and deliver assigned mandates.
2) Key aspects of change management covered include defining organizational change, what change management is, the importance of leadership, and managing change at different levels like goals, systems, policies. Barriers to change are highlighted.
3) Elements of a high performing mindset discussed include desire, commitment, and taking responsibility. Communication strategies like the 5 C's and coaching to build employee commitment are also summarized.
The document discusses several models and approaches to organizational change management:
1. Beckhard and Harris say that for change to occur, factors like dissatisfaction with the current state, eagerness for the proposed change, and belief in the feasibility of change must outweigh the perceived costs of changing for all stakeholders.
2. A case study targeted improving vision, increasing dissatisfaction with the current state, and defining practical first steps for change.
3. Bridges distinguishes between planned change like restructuring and the psychological transition process, arguing transition is more complex and difficult to manage than the physical changes.
4. Carnall's model emphasizes managing transitions, organizational culture, and politics to create an environment where
Execution Book by Larry Bossidy and Ram Charan SummaryDr. N. Asokan
The document discusses the importance of execution in business. It defines execution as the systematic process of rigorously implementing strategy through questioning, analysis, and follow-through. The key to execution is linking strategy to operations and people. Execution requires clear goals, accountability, expanding capabilities, and rewarding performance. It is the job of leaders to execute through behaviors like knowing the business, insisting on realism, following through on commitments, and coaching others.
60-70% of change initiatives fall short of expectations because leaders have "institutionalized Underperformance." By creating a "Learning Organization," yours need not be among them.
Senior executives facing radical change can either:
Defer crucial decisions;
Engage (and train) external consultants, OR;
Leverage tomorrow's leaders to build the "Learning Organization" of tomorrow
Lead their organizations to achieve greater than $350 million in financial benefit
Resolve significant organizational pain points
Radically transform culture
Develop the leaders of tomorrow as together they create the future-state
The document discusses keys to organizational sustainability including having a clear vision driven by leadership. It outlines 7 levers for change including altering thinking, planning, vision, strategies, information flows, learning capacity, and standard procedures. Cities are highlighted as important to sustainability efforts due to emissions. Principles for successful sustainability include maintaining tension for improvement, self-efficacy in employees, and benefits outweighing costs. The document provides guidance on rearranging parts like teams, roles and decision-making. [/SUMMARY]
The document discusses the role of project managers as change agents in an organization. It explains that change is inevitable due to both internal and external drivers, and that organizations need mission-critical leaders who can help navigate change. Effective change agents have characteristics like a clear vision, building trust through relationships, and leading by example to drive organizational transformation.
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
On June 8, 2016, Content Strategy Inc's Melissa Breker and Kathy Wagner presented their #CSITeamwork content strategy governance presentation at Collective Conference in Atlanta, Georgia.
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
The document discusses the importance of strategy execution for organizations. It states that execution is the major responsibility of business leaders and requires understanding the business, people, and environment. The leader must be deeply involved in execution through substance and details. Execution must be embedded in the culture through rewards and norms. The leader's essential behaviors for execution include knowing the people and business, insisting on realism, setting clear goals, following through, delegating and rewarding, coaching to expand capabilities, and knowing oneself. Creating an execution culture involves clearly communicating expectations and measuring/rewarding results. The right people process is crucial, with a focus on hiring, developing leadership pipelines, and addressing non-performers. The operational process provides the path to link strategy
The document discusses strategy execution. It states that execution is integral to strategy and requires understanding business, people, and environment. The leader is responsible for making execution happen through deep involvement. Three building blocks of execution are identified: the leader's behaviors, creating an execution culture, and ensuring the right people are in the right jobs. The leader's behaviors include knowing the business, insisting on realism, setting goals, following through, rewarding performance, coaching, and self-awareness. An execution culture is created by clearly communicating goals and results and linking rewards to performance. The core processes of execution are the strategy, people, and operational processes.
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
This document discusses leadership, teamwork, and management. It defines leadership as influencing others to accomplish a mission while motivating and developing a shared vision. There are four main leadership styles described: autocratic, democratic, laissez-faire, and paternalistic. Teamwork is explained as collaborating with others to achieve a goal, and there are five stages of team development: forming, storming, norming, performing, and adjourning. The key differences between teams and groups as well as the pros and cons of teamwork are also outlined.
1. The document discusses the company's culture, which focuses on continuous improvement, community building, and simplicity.
2. Key aspects of the company's culture include its purpose of improving everyone's internet experience by providing feedback to companies, applying a feedback approach internally, and ensuring employee happiness, profitability, and customer satisfaction.
3. The company's culture is applied through practices like a leader-leader model with decentralized decision-making, autonomy for employees, and an emphasis on feedback to support personal and professional development.
Why would we want to make a difference? How do we go about it? With this interactive talk Plamen's goal is to inspire the audience to decide on and start planning a change initiative in their organization or community
This document outlines the agenda for a two-day leadership and organizational change workshop. Day one focuses on organizational culture, leading change, and project team sessions. Day two covers community review, power dynamics, motivation theory, and job design. Ground rules are provided for group learning. Concepts around organizational culture, defining and assessing culture, and leading change are also summarized.
Similar to SF Northern Chapter - Carey Glass - Jeremy Bloom workshop - 2017-04-03 (20)
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
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5. How Should Your Organisation Be Working?
Can’t make many
decision
Wastes human
capacity
at the coal face
Can’t adapt speedily
to environmental
demands and client
need
Stuckness and
frustration
Can’t make so many
Decisions efficiently
Wastes human
capacity
at the coal face
Can’t adapt fast
enough to
environment
Stuckness and
frustration
SENIOR MANAGEMENT
COAL FACE
A
C D E
B
6. Self organising principles…..
1) Prediction is not possible.
2) Efficiency does not come from control.
3) Change does not start from the top.
7. Traditionally this is how we do change…
• Change programs are
• rational,
• top-down,
• expert-driven, and
• planned.
• Whole is best understood by
analysing parts
• Then plans and designs are
specified
• Doing this accepts the idea
that:
• Prediction is possible
• Efficiency comes from
control
• Change starts at the top
8. Where tradition is the way…..
This view works for a world in which things are or need to be:
• Stable – usually happens in a closed system
• Predictable – where change is slow, variability is low
• Where cause and effect are clearly predictable
9. But it is also true that : prediction is not possible,
change does not start at the top, efficiency does
not come from control…
The story of Elian Gonzales
November 21st, 1999, a boat carrying a
dozen Cuban immigrants trying to get
to Miami sank….
10. Getting the balance right between self-
organisation and control
The answer in the new world is to find the right balance for
YOUR ORGANISATION
11. In Complex Adaptive Systems…..
Traditionally held assumptions are false in fast-changing systems of today and tomorrow
Prediction is not possible
Individuals/systems are linked in complex ways. Small change in one
part of the system can have tremendous unintended consequences
far from the site of intervention.
Change does not starts at the top
Creative long-lasting change depends on the work of many
individuals at many different levels in the organisation.
Efficiency does not comes from control
Individuals in the system are trusted to examine long-held
assumptions and generate new creative local solutions. Order
emerges rather than being hierarchical.
12. Three Factors Shape Self-organising Patterns
Olson & Oeyang2008
1. Container: sets the bounds of the self-organising systems
2. Significant Differences: determine the primary patterns that
emerge during self-organising processes
3. Transforming Exchanges: from the connections between system
agents. These are the contact between agents of the self-organising
system.
A change in one condition
will result in changes in the other two conditions
Therefore can intervene in any of them
13. Assumptions About Change
Traditional
• Top down
• Group follows predictable
stages of development
• Clear goals and structures
• Values consensus
• Levels of intervention
individual, team organisation
• Defines success as closing
the gap with a preferred
future
Complex Adaptive System
• Depends on connections
between people
• People adapt to uncertainty
• Emerging goals, plans and
structures
• Values what is different
• Self similarity across the
system
• Defines success as fit with
the environment.
15. SOLUTIONS FOCUS uses questions and ways
of thinking that
• Adapt to uncertainty
• Work with emergence
• Encourage difference
• Gather what’s working
• Is hyper-realistic
• Recognise people’s expertise
• Place people in the future
…speeds the process of moving forward
16. 2014 Autumn statement Chancellor of Exchequer:
• Major new projects strategic road network:
• 200% increase in schemes
• Major increase in investment
• BUT
• Unprecedented timescales
• Transformation as a legal entity
• The Divisional Director for the North was
Jeremy Bloom. We had been chatting about
Solutions Focus and complexity every now and then…
18. ……the need to find a new balance was
already on his mind…..
“I wanted us to think beyond task which is how we traditionally operate
and focus on the real enablers. Of course we need to deliver on time, to
budget and to the right quality, but we realised other enablers were
important to get real change, we needed to focus on people, developing
relationships, behaviour and cultural change.
I didn’t want to work with top-down theories of change, because
making them real is so difficult. I was interested in what you said about
Solutions Focus making change realistic. Then when we talked about
complexity it made me realise it wasn’t going to be perfect, you start
somewhere and work more flexibly.”
19. Senior managers were grappling with knowing
they needed something different but what…..?
“A particular outcome for me would be to develop a picture of where we want to be,
by when. I think we also need to define/develop the Programme Manager role
further, and then these 2 will help us to really get the rest of the teams on board
with where we’re going and most importantly how we’re going to get there.
There has been a lot of talk about the need to do things differently, but nobody’s
quite sure what this means, so I think it would help now to define and own a vision
or goal, something that the teams can relate to, understand, believe in, own, and I
think this would help everyone to see how working differently will achieve this and
what we mean by this. It would strengthen the ‘can-do, will-do attitude we need.”
20. What else is already working?
The team liked interaction.
“if there was an issue I would go and chat with the person and keep the
manager informed. I wouldn’t just go through the chain”
Then over the first two sessions Jeremy expanded the Senior Team
from 3 to 12 for a Division of 80 people.
• Based on who was needed, not seniority.
• Included team leaders to get broader input.
• Included more junior admin staff because they managed other
people.
…WOW!
21. Impact....
• Co-create decisions effectively because had broader input
• Empowering clarity of purpose while distributing control more
broadly amongst the Division
• Enables individuals to adapt more readily to new information.
• Radically changed the rules – teams can be based on need rather
than grade.
• Faster, fewer rumours, real answers, establishes trust, keeps all
levels informed, values people not grades.
22. Driving Economic Growth And Customer Satisfaction In The North
Our Strategic Roads Will Underpin Future Wellbeing And Prosperity.
Delivery Resource Leadership Behaviours Supply Customer
Satisfaction
2
4
6
8
10
23. SF Questions are Different….
• What would you different stakeholders want to see
from you and, more specifically, how would they see it
in action?
• Describe a sparkling moment in your past around
leadership. How did you do that?
24. Or….
• Delivery
• Resource
• Leadership
• Behaviours
• Supply
• Customer Satisfaction
Efficiency does not come from control…..
25. “There has been a lot of talk about the need
to do things differently….”
ective on Strategic Planning
A now
Where do you want to be?
Where do you want to stay?
B preferred
future point
27. SF Questions are Different….
Imagine you are walking around
staff in the offices and out and about
in six month’s time what would you see at 10
100
Imagine you are on the road network in one year’s time
describe what 10
looks like from that vantage point as you drive around the
North.
100
28. “You tend to believe you are stopped from doing
things in organisations but maybe it’s a matter of
where you put your focus. Imagining you are walking
around seeing staff in six months’ time and describing
what you would see, imagining what good would look
like, how the team would be, worked.
It allowed us to see that there was a lot we thought
we could do which we hadn’t expected and we acted
on it.”
29. Shrinking the boundaries of the container…..
• You are as successful at making as much progress as you wish in 2 months on Sufficient Capability
to achieve the vision,
• What does that look like?
• What will have happened?
• What will you be seeing on a regular basis?
• What are the things we must have learnt to achieve in the next year.
• “Lets upskill in key areas
• Identify key knowledge areas and staff groups for each
• Roles and responsibilities for each pay grade….
• Identify key areas of knowledge and some to coach others……
• Eve on project support
• Rae and Patrick Phil Graham: Define assistant project manager and project manager
• Key areas in two weeks…..
• Buddying/Mentoring for someone new who starts…..
• Shigutta and Lauren….. Celise for Manchester, Eve in Leeds.”
30. Strong ripple effects
o Respected internal expertise it the business.
o Recognised the organisation held the
secret to success.
o Shared responsibility across many more
“system agents”
o Brought people together across the Division
creating a huge number of “transforming
exchanges”
31. What’s moved forward since we last met…..write
down 30 things…..
“Change was happening because of the little
things we were doing and the little steps we were
taking. Simply said our view was just do anything
that moved us in the right direction.”
32. “We wanted to be better leaders and a high
performing Division.”
• Identified 18 things giving the wider team confidence in their
leadership but
• Weren’t consistent enough or joined up enough
• Some had already cascaded Strategy Canvas to teams
effectively – extended it to all. It became currency.
• Wanted to work even more openly informally joined-up –be
more approachable, more ready to listen.
• Became the brand
Similar useful patterns bringing coherence – self-similarity….
33. DELIVERY: Pushing for Significant Differences
When staff were coming back with what they were going to deliver
they were pushing back, ultimately with effect, they observed
people starting to think differently.
The Project Control Framework
An Emerging Difference Adopted Nationally
Stretched The Boundaries
Of The Container
34. BEHAVIOURS: Shrinking The Boundaries Of The
Container
• One-off payment: hard work or going beyond the call of duty.
Use the award for BEHAVIOURS that were adapting the organisation to
its new environment and make it public.
• “I have never had so much good feedback from staff saying they really
lie this. Were previously staff would question why someone else go
recognition, it was now highly related to purpose. People could see
why we were doing things.
• Recruited to these behaviours: change and challenge rather than
process.
35. The major business of leadership is engaging with all system agents
to foster their interconnectedness but not to control these interactions.
DEVELOPMENT CONSTRUCTION
A lack of interaction would prevent a coherent system wide pattern for delivery from emerging
36. The Emergent Container….
Deliver faster
Stay within Highways England corporate rules
Live within your budget
Share with each other working collectively
Work in an unconstrained way
A CAS works better when a few essential elements are identified and
the rest is left to the system agents. Such a pattern emerged.
37. Results….
The Division took on 20 new projects in 18 months = 200% increase
with only a 15% increase in staff.
The annual people survey’s engagement sore was boosted by 20%
Strong increases for management
Strong increases for learning and development
Greater numbers seeing themselves working at Highways England in 3 years
The Division received a higher proportion of top appraisal scores and
feedback from external partners that the were more responsive and
collaborative.