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Getting Staff on Board with the Tough Decisions that Must be Made (So You Can Thrive in a Sea Change) Presented by: J. Keith Hughey On Behalf of: SWGSB.

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Presentation on theme: "Getting Staff on Board with the Tough Decisions that Must be Made (So You Can Thrive in a Sea Change) Presented by: J. Keith Hughey On Behalf of: SWGSB."— Presentation transcript:

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2 Getting Staff on Board with the Tough Decisions that Must be Made (So You Can Thrive in a Sea Change) Presented by: J. Keith Hughey On Behalf of: SWGSB Friday, May 29, 2009 Dallas, TX Transforming Potential into Unmatched Performance

3 Transforming Potential Into Unmatched Performance SM 2 What is a “Sea Change”? Definition: sea change –noun 1. a striking change, as in appearance, often for the better. 2. any major transformation or alteration. 3. a transformation brought about by the sea. Origin: 1600–10

4 Transforming Potential Into Unmatched Performance SM 3 Not to be Mistaken with A “Rising” or “Ebbing Tide” A Sea Change is more permanent in nature And more a response to evolutionary forces – Thus requiring adaptation or – Resulting in decline, obsolescence and extinction

5 Transforming Potential Into Unmatched Performance SM 4 In the Midst of a Sea Change The Newspaper Industry The US Auto Industry The US (& Global) Financial System Transportation Industry And Others Already In or Not Likely to be Far Behind include: – Healthcare – Education – Energy & Utilities – Retail – Construction – Agriculture – ???? (Can you name any others?)

6 Transforming Potential Into Unmatched Performance SM 5 Though Seas Change, Fundamental Human Nature Does Not Our Needs as Motivators Self Actualization Praise & Recognition Belong to a Group  Safety & Security  Food & Shelter (Maslow’s Hierarchy of Needs)

7 Transforming Potential Into Unmatched Performance SM 6 Though Human Nature Hasn’t Changed, Each Generation’s Experiences Shape Their Expectations, Attitudes, Values and Responses

8 Transforming Potential Into Unmatched Performance SM 7 Behavior Shaped by Values Why is it important for leaders to be aware of the generational value differences? Many behaviors are driven by values Attracting, retaining and motivating employees Better, more effective communication techniques Because you need EVERYONE pulling together if you are to navigate the Sea Change taking place.

9 Transforming Potential Into Unmatched Performance SM 8 Because What You Really Want Is... Everybody Pulling In The Same Direction, at the same Time and With a Similar Effort.

10 Transforming Potential Into Unmatched Performance SM 9 Rather Than This… – No Ownership at Lower levels – No Loyalty – People Doing Things That Aren’t Helpful

11 Transforming Potential Into Unmatched Performance SM 10 Veterans Born between 1920 – 1945 General Characteristics: Loyal, industrious, consistent and conforming Influences: Great Depression, Pearl Harbor, World War II, Children “Seen and not heard”

12 Transforming Potential Into Unmatched Performance SM 11 Veterans Value: Privacy, Hard Work, Trust, Authority, Social Order, Formality Communication Tips: – Often known as the “silent generation”, do not expect them to share their ideas immediately – Face to face or written communication – Word is his/her bond – Don’t waste their time

13 Transforming Potential Into Unmatched Performance SM 12 Baby Boomers Born between 1946 – 1964 (out-number all other generations with approximately 80 million in the workforce in 2005*) General Characteristics: Competitive, political, hardworking, and loyal Influences: World War II, Vietnam, Civil Rights, Post- War Prosperity, Cold War, Television * Source: Dana Kyles, Managing Your Multigenerational Workforce

14 Transforming Potential Into Unmatched Performance SM 13 Baby Boomers Value: Hard Work, Competition, Change, Teamwork, Success, Inclusion Communication Tips: – Body language is important – Open and direct communication – Answer questions and expect to be pressed for details – Present options

15 Transforming Potential Into Unmatched Performance SM 14 Generation X Born between 1965 – 1979 General Characteristics: Individualistic, Independent, Family Focused, and Distrusting Influences: Working Mothers, Information Age, End of Cold War, Terrorism, Corporate Downsizing

16 Transforming Potential Into Unmatched Performance SM 15 Generation X Value: Autonomy, Creativity, Work-life Balance, Change Communication Tips: – Give feedback but also ask them for their opinions – Share information on a regular basis so they are “in the loop” (often prefer quick sound bytes) – Allow them to solve their own problems when possible

17 Transforming Potential Into Unmatched Performance SM 16 Generation Y Born between 1980 – 1999 General Characteristics: Group Oriented, Civic Minded, Adaptive and Idealistic Influences: Internet, Terrorism, Single Parent Households, AIDS, “Shrinking” World

18 Transforming Potential Into Unmatched Performance SM 17 Generation Y Value: Diversity, Technology, Purposeful Work, Teamwork Communication Tips: – Give regular feedback, is often preferred – Encourage them to take risks and challenge them to try new things – Use positive reinforcement, make them feel valued

19 Transforming Potential Into Unmatched Performance SM 18 Discussion Do you see any common values across generations? How do your organization’s values tie in to what we have learned? What message(s) is your corporate culture sending? How do we motivate, recruit and retain employees based on this? How do we get staff on board with the tough decisions that must be made?

20 Transforming Potential Into Unmatched Performance SM 19 Leadership Challenge “As leaders we face the challenge of connecting company values to a diverse workforce. To attract, retain and motivate very different generations of workers, we must understand their unique perspectives and the national events that shaped their values. To maximize performance, the generations need to work together in harmony, bridging the generational divide through shared values.” Source: Barnett/Winning Bridging the Generation Values Gap

21 Transforming Potential Into Unmatched Performance SM 20 Leadership (Organizational) Challenge “As leaders we face the challenge of connecting organizational values and our message to a diverse population. To attract, retain and motivate very different generations of people, we must understand their unique perspectives and the national events that shaped their values. To get them on board and maximize potential, the generations need to work together in harmony, bridging the generational divide through shared values and a common purpose (mission and compelling vision).” Adapted from: Barnett/Winning Bridging the Generation Values Gap

22 Transforming Potential Into Unmatched Performance SM 21 To Tell the Truth If you need to get your staff on board with the tough decisions that must be made, what are some of the frustrations you encounter? Put another way…Q.: What Are You Wanting and NOT Getting From Your People?

23 Transforming Potential Into Unmatched Performance SM 22 To Tell the Truth Q.: What Gets in the Way?

24 Transforming Potential Into Unmatched Performance SM 23 A: FEAR FACTOR! FEAR! – Fear of Failure – Fear of the Unknown – Fear of Conflict – Fear of … Ultimately, Our FEARS boil down to 3 issues: – Loss of …

25 Transforming Potential Into Unmatched Performance SM 24 Jeopardy Our Natural Response to Fear? – Fight or Flight – Violence or Silence – ANGER! – WITHDRAWAL!  Apathy  Passive Aggressive Behavior  Depression

26 Transforming Potential Into Unmatched Performance SM 25 Let’s Make a Deal - Fear as Motivator Short Term: Consequential (“Or Else”) Management can produce results Long Term: Highly Demotivating Ironically, both lead many to choose the Door marked:

27 Transforming Potential Into Unmatched Performance SM 26 Truth or Consequences Q: Why FEAR and Not Desire? Lack of Ownership – No sense of what could be & WHY It’s Important to Me! Defeatism (Poor self-image, Pattern of failure, Sense of lack of power or control)

28 Transforming Potential Into Unmatched Performance SM 27 The Fear-Desire Continuum FEARS NEEDS WANTS DESIRES

29 Transforming Potential Into Unmatched Performance SM 28 Our Wants  Provide direction  Are also what motivates us  Reflect our values  Vary in intensity  May begin as vague dreams  By themselves wants have limited power to change things (they must be shared and/or lead to action) “Wants without desire and a plan are just wishes waiting for luck or some divine intervention.” (JKH, Monday Morning Musings, Vol. VII, No. 2, January 12, 2009)

30 Transforming Potential Into Unmatched Performance SM 29 The Fact is… Most of us have multiple wants and they are often in conflict Hidden wants become hidden agendas  Articulating, clarifying and prioritizing your wants helps focus your energy and increases your effectiveness.

31 Transforming Potential Into Unmatched Performance SM 30 Overcoming Our Fears Courage – It is NOT the Absence of Fear! Commitment Remove the unfamiliar Strength in numbers Small bites, small successes Placing the Needs of Others Before Our Own

32 Transforming Potential Into Unmatched Performance SM 31 Overcoming the FEARS in Others Wants For, Not From  What I WANT for:  The business  Others  Self  Stakeholders  Builds Bridges since it acknowledges their interests as well as my own (It demonstrates caring) provided….  My wants for them fit what they want and not what I in my infinite wisdom think they need

33 Transforming Potential Into Unmatched Performance SM 32 Recognize Others’ Wants as Motivators  If you want to motivate someone, discover what it is they want and help them get it.  When you help others achieve what they want, you build a relationship and frequently gain an ally in the pursuit of your objectives.  If you do not know what others want, try asking them.

34 Transforming Potential Into Unmatched Performance SM 33 In Other Words…  “If you help enough people get what they want, you will get what you want.” - Zig Ziglar

35 Transforming Potential Into Unmatched Performance SM 34 What People Want  To Feel Valued & Valuable  Communication (including Listening to Me!)  To be part of a Winning Team  Opportunities for Personal Growth  Praise & Recognition

36 Transforming Potential Into Unmatched Performance SM 35 The “Communication (Information) Wheel” “Sensory Data” Thoughts Feelings Wants for: Business Others Self Stakeholders Actions Copyright, 1990 Interpersonal Communications Programs, Inc. Issue

37 Transforming Potential Into Unmatched Performance SM 36 Communication 90% of what we think we know is untrue. It is the result of the “stories” we make-up based upon our preconceived notions about what is happening (based on something that we experienced/learned in the past). Every encounter we have with somebody results in some form of communication – spoken or unspoken, good, bad or otherwise – but rarely is it neutral. 70% of communication is non-verbal.

38 Transforming Potential Into Unmatched Performance SM 37 Communication Other than your actions, your second loudest “voice” is likely the Questions that you ask. When I am upset, I need to ask myself, “Am I upset based upon some fact or am I upset based upon some story I’ve made-up?”

39 Transforming Potential Into Unmatched Performance SM 38 Communication Each of us has two primary styles of communication. One we use when we are relaxed. The other when under stress. The style we use when we are relaxed tends to be “other person focused.” The style we use when stressed tends to be “me focused” and therefore self-centered. When people are under stress, they tend to travel one of two paths – silence or violence. Adapted from “The Likable Lawyer” CLE & the Notes of Michael H. Bassett

40 Transforming Potential Into Unmatched Performance SM 39 Overcoming the Fears of Others  Make it SAFE  Earning Respect and Trust  Consistency  Transparency  Dependability

41 Transforming Potential Into Unmatched Performance SM 40 Trust “We have met the enemy and he is us.” - Pogo

42 Transforming Potential Into Unmatched Performance SM 41 The Relationship Between Trust & Communication LOW HIGH TRUST COMMUNICATION Silence or Violence Retrospective Prospective Affirming Open Developed from “Five Levels of Executive Interaction”, Hamby & Associates, SA, TX

43 Transforming Potential Into Unmatched Performance SM 42 Establishing Trust & Respect Model consistency of behavior – Consistency in action – Consistency between word & deed Employ honest communication Value transparency Exemplify humility Demonstrate your support of others Fulfill your promises Embrace an attitude of service Encourage two-way participation From Becoming a Person of Influence by Maxwell and Dornan

44 Transforming Potential Into Unmatched Performance SM 43 The Sum of All Fears: The Things Managers Stumble Over (Lencioni’s The Five Temptations of a CEO) Choosing Status ahead of Results Choosing Popularity ahead of Accountability Choosing Certainty ahead of Clarity Choosing Harmony ahead of Conflict Choosing Invulnerability ahead of Trust  Placing the Needs of Self Ahead of the Needs of Others

45 Transforming Potential Into Unmatched Performance SM 44 Teams Fail to Gel Due to the Frailties of the People The five dysfunctions of a team © A Leadership Fable by Patrick Lencioni Inattention to results Avoidance of accountability Uneven commitment Fear of conflict Lack of trust

46 Transforming Potential Into Unmatched Performance SM 45 Motivating and Inspiring Others Overlook the “little things” at your own peril For the want of a nail a shoe was lost. For the want of a shoe a horse was lost. For the want of a horse a rider was lost. For the want of a rider a battle was lost. For the want of a battle a kingdom was lost. From Jacula Prudentum by George Herbert (1651)

47 Transforming Potential Into Unmatched Performance SM 46 Where Is The Focus? Traditional Leadership “Do This” The Servant “Supportive” Leader “How Can I Help You?” The Customer "Self-serving leaders assume that the sheep are here for the benefit of the shepherd rather than the shepherd acting for the benefit of the sheep.” The Servant Leader, Blanchard & Hodges

48 Transforming Potential Into Unmatched Performance SM 47 Here Is The Issue Traditional Leadership “Do This” The Servant “Supportive” Leader “How Can we Solve this Together?” The Problem

49 Transforming Potential Into Unmatched Performance SM 48 The Traditional Pyramids of Knowledge Knowledge of the Vision Knowledge of the “Truth” 1% 5% 10% 25% 50% 100% 50% 25% 10% 5% 0% Executive Management Customers Front Line Staff First Line Supervisors Middle Management Senior Management Copyright Critical Path Strategies, Inc.

50 Transforming Potential Into Unmatched Performance SM 49 Solving the Problem Some “Keys” to a Better Outcome Creating “Ownership” or “Buy-in” Down the Line – Get Your People’s Input – Involve Them In Planning and Problem Solving – Help Them to “See” Their Role and its Value – Give Them a True Sense of Being Part of the TEAM – Communicate – Communicate Some More – Be Honest – Be Faithful

51 Transforming Potential Into Unmatched Performance SM 50 Final Thought No. 1: The Weekly Staff Meeting  Agenda:  Praise & Recognition  Oops!  The Week Ahead  Concerns of the Community

52 Transforming Potential Into Unmatched Performance SM 51 Teams Need a Common Purpose to Gel The Current Crisis (or Sea Change) provides the ideal focal point – A “Thematic Goal” – Problem Solving is about Many Minds – Implementation is about Many Hands If you want your staff to get on board with the tough decisions you must engage their minds, their hearts and their hands.

53 Transforming Potential Into Unmatched Performance SM 52 Final Thought No. 2: If You Want Real Organizational Performance Improvement Try The EMBoS Protocol ™  Low Tech Tools: Flip Chart, Easel, Pens and Post-it Notes  Creating a “Safe Environment” Where People Can Contribute  Ask Questions for Clarification Only:  Please Elaborate  What is Your Objective? What Are You Wanting to Accomplish?  Where There is Smoke, There is Fire  Don’t Dismiss the Outliers Eliminate:Minimize:Build on:Start: Or… Employees & Managers Brainstorming on Steroids “Emboss:” to raise in relief from a surface; to make an indelible impression. The EMBoS Protocol™ is a registered trademark of J. Keith Hughey

54 Transforming Potential Into Unmatched Performance SM 53 Thriving in a Sea Change Copyright 2009 All Rights Reserved J. Keith Hughey For Information Contact: Keith Hughey PO Box San Antonio, TX (210) Web site:


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