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Building Productive & Sustainable LM Partnerships C. Richard Barnes C. Richard Barnes and Associates, LLC National Electrical Contractor’s Association.

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Presentation on theme: "Building Productive & Sustainable LM Partnerships C. Richard Barnes C. Richard Barnes and Associates, LLC National Electrical Contractor’s Association."— Presentation transcript:

1 Building Productive & Sustainable LM Partnerships C. Richard Barnes C. Richard Barnes and Associates, LLC National Electrical Contractor’s Association New Orleans, LA March 20, 2015

2 Richard Barnes “This is a man who has spent his career dealing with so many entrenched, disrespectful, deceptive and delusional mindsets that we call him…..” The Jackass Whisperer

3 Overview 2015 Conference Share some insight as to “Why NECA and the IBEW are losing members and are still experiencing a declining Market Share”. Also some insight as to “What NECA is doing wrong in attracting new contractors and young workers even with the CW/CE program, and what we can we do to right the ship for the future”.

4 FMCS Contract Dispute Notices

5 Overview 2015 Presentation Goal - Reversing the decline in market share and labor management relations through strategic partnering initiatives. How do we continue to build and sustain a productive partnership? What’s next and what’s at stake here?

6 5/2/20156 Character (C-1) + Competency (C-2) = Consistency (C-3) Steering/BrakesEngine Nathan Mellor - Strata Leadership

7 5/2/20157 “Richard, we’re struggling here. We’ve got questions of honesty, dependability, credibility, trust, and the civility we’ve enjoyed over the years is now challenged.”

8 5/2/20158 Leadership of both institutions are looking for ways to skirt the rules and we use the labor agreement as a weapon to punish one another. Sid Stolper, Int’l Vice President United Association Southern California

9 These are serious character issues and over time this self-perpetuating culture contributes to decreased market share and increased unemployment.

10 5/2/ When attitude in a relationship is perceived as more deceit than trust, the resulting toxicity severely impacts an organization's vision and mission.

11 5/2/ A shared vision of people depends on the structure of their relationships, the culture within their organization, and the degree of cooperation, communication, and collaboration among them.

12 5/2/ You represent one of two competing interest groups. At best you will establish a conflictive partnership. It is not the existence of conflict that defines your relationship, its how you choose to handle it. Two Preliminary Thoughts

13 5/2/ A Continual Process Establish or Re-tool your strategic thinking/plan/partnering (Engagement) Communication Skills and Theory Organizational Cultures and Change Strategic Negotiation Skills Facilitation Skills Managing Workplace Conflict Public Speaking/Teaching Experiential Leadership Terminal versus Continual Goals

14 Summing Up: What’s at Stake? Will the unionized construction industry survive? Will collective bargaining continue its decline into oblivion or re-emerge as a valuable and valued 21 st century institution? Are you prepared to meet the next crisis in this industry. Are you prepared to handle the pivotal moments?

15 Power Rights Interests

16 We don’t listen to understand, we listen to respond! Communication

17 Critical Conversations Stakes are high. Opinions vary. Emotions run strong. Despite the importance of critical conversations we try hard to avoid them. Many argue that they’ll just make it worse. Crucial Conversations Patterson, Grenny, McMillan, Switsler

18 Critical Conversations When it matters most – we do our worst. When we disagree on a subject of great importance to us we have a physiological response: Hair on our neck stands up! Adrenal glands pump adrenalin into our bloodstream. Pupils dilate The face flushes We don’t ask it to do this – it just happens naturally. Crucial Conversations Patterson, Grenny, McMillan, Switsler

19 Critical Conversations And that’s not all that happens: You brain then diverts blood from activities it deems non- essential. Fight vs Flight Syndrome Large muscles of the arms and legs get infused with blood. The higher level reasoning section of the brain gets less blood. You end up facing a challenging conversation with limited intellectual capacity. Crucial Conversations Patterson, Grenny, McMillan, Switsler

20 Critical Conversations What are you left to deal with? The issue at hand The other person A brain that’s drunk on adrenalin and almost incapable of rational thought. Crucial Conversations Patterson, Grenny, McMillan, Switsler

21 Selective Perception and Attribution ä What factors cause us to draw different conclusions from the same interaction? ä Situational and dispositional explanations Fundamental Attribution Error

22 Identity, Face Saving and Ego Threats ä When we are perceived as incompetent, unlikeable, or unethical by others, we lose balance. ä Common attempts to save face can take the form of elaborate justifications, repetitive explanations, or a refusal to give in or back down Collectivist Culture Individualist Culture

23 Nonverbal communication ä Reading nonverbal communication ä Being aware of our own nonverbal communication ä Neurolinguistic Programming (NLP)

24 The Eagles ä The Best of My Love ä ä Every night I’m lying in bed ä ä Holding you close in my dreams, ä ä Thinking about all the things that we said ä ä And coming apart at the seams. ä We try to talk it over, ä But the words come out too rough. ä I know you were trying ä To give me the best of your love.

25 Nicki Minaj ä Stupid Hoe ä ä You a stupid hoe, you a, you a stupid hoe ä ä You a stupid hoe, yeah, you a, you a stupid hoe ä ä You a stupid hoe, you a, you a stupid hoe, ä ä Stupid, stupid. ä ä You a stupid hoe, yeah, you a, you a stupid hoe, ä ä Stupid, stupid.

26 5/2/ Leadership The Good, The Bad & The Ugly C. Richard Barnes and Associates Atlanta, Georgia March, 2015

27 5/2/ Growth and Vitality Decline and Disintegration

28 5/2/ Visionary Creative Force - often the spark of change in an organization Technological or social revolutionaries These are our dreamers! They provide passion with no regard to their own bloody nose or skinned knees!

29 5/2/ You might be a Visionary if: Your ideas are long range. You make great sacrifices in time and energy to see your ideas realized. You constantly challenge colleague’s or subordinate’s ideas and decisions. Others see you as a bit “different.” Unorganized and impatient with details You’re uncomfortable with long meetings and consensus decision making.

30 5/2/ If You Work for a Visionary Don’t expect them to provide specific objectives or instructions, They are more likely to send you out on vague missions. Ask to discuss your objectives, then write your own and provide them a copy. Don’t expect them to follow up on the details of your work. They don’t care! Talk about your goals and how they fit into their vision. Seek out the visionary for advice. Be tolerant of their ideas. They sound crazy but they are sensitive

31 5/2/ If a Visionary Works For You: You are lucky! Recognize them for their creative talents. Don’t demand them to be well organized or conform to standards. They need you to listen! They need to know their ideas are important to you. Help them distinguish between their “regular” job and their creative activities. Protect them. Remember, in some organizations, Visionaries are crucified. Have patience. Demanding immediate results stifles their creativity.

32 5/2/ Visionary Risk Risk Taker High energy and creativity. Embraces the ideas of the visionary. Decision Maker! Fierce emotional dedication to a mission! Understands people and energizes them.

33 5/2/ You might be a Risk Taker if: Your approach is “Damn the torpedoes - full steam ahead!” You believe in the visionary’s ideas. Your mission is clear and urgent. You think today’s innovations are tomorrow’s antiques. You bump against the fences and look for open gates to spark creativity and growth. You believe your organization should place a high priority on expansion.

34 5/2/ If you work for a Risk- Taker: Be prepared for action; get to the heart of the matter and take action. Don’t plan long detailed meetings. Don’t expect consensus decision making. They’ll make them, you carry them out. When they ask for your input, be direct and completely honest. Don’t beat around the bush or give lengthy explanations. Go to them; don’t wait on them to come to you.

35 5/2/ If a Risk-Taker works for you: be sure that their assignment is one where command and single minded action are appropriate. Leave no confusion about their area of responsibility and what you expect. Use them for what they are best at; turnaround situations, fast moving units in need of quick decisions. Recognize they’ll inject excitement in any situation. Help them learn to delegate more.

36 5/2/ Builder Establishes systems and structures for efficient production or service delivery. Strategic Planner. Systems are built with customer service in mind. Visionary Risk Taker

37 5/2/ You might be a Builder if: You enjoy constructing systems while the Risk Taker pushes outward. You enjoy the “real work” of the organization - making the product or delivering service. You are a convincing and enthusiastic communicator, collaborative and sharing. You enjoy measuring results of your work. You have high confidence in the future of your organization.

38 5/2/ If you work for a Builder You should have clear and written instructions. They hate surprises and believe you should have a blueprint. Recognize that they are not the world’s greatest communicator. Don’t expect them to give a lot of positive reinforcement. They are more interested in “how to” rather than “What to or why to.” They don’t like to hear about what can’t be done, might go wrong, or should have been done. They are sensitive to the level of enthusiasm.

39 5/2/ If a Builder works for you: They may not understand the need for involving people below them in decision making. Recognize that they want to be rewarded for improving processes rather than results. Don’t burden them with help, they like to do things on their own. They are likely to be overly optimistic about their performance so don’t shoot them down.

40 5/2/ Visionary Risk Taker Builder Administrator Order and systems will result in performance. Systems shifted to control rather than customer service. Spends more time on how things are done than why. They assume a defensive posture to hold their territory.

41 5/2/ You might be an Administrator if: You spend more time evaluating the past than looking toward the future. You consider yourself an expert in the processes and systems of management. Order, consistency, and smooth operation are high priorities for you. Numbers are your barometer for success, and “figures don’t lie.” All new ideas are seen as potential problems rather than opportunities.

42 5/2/ If you work for an Administrator: Recognize that they will reward you more for conformity than for creativity. Understand their need for administrative control and discipline. Recognize who you are and what your ambitions are. If you always work for an administrator, you will develop the same characteristics.

43 5/2/ If an Administrator works for you: …they are good at taking care of details but they need to refocus on customer service. Help them see the need for helping the member Explain trends and vision to these individuals.

44 5/2/ Visionary Risk Taker Builder Bureaucrat Administrator Spins a tight web of control. Focus is not on employees or customers, but on their symbols of authority. Reward conformity rather than creativity. Arrogant confidence of continued customer utilization.

45 5/2/ Unemployment Fiscal Policy Taxes Spending Monetary Policy Reserves (Cash) Interest Rate Inflation

46 5/2/ Official Bureaucratic Buzz Phrase Projector 1. Management 2. Organizational 3. Monitored 4. Digital 5. Logistical 6. Transitional 7. Incremental 8. Third-generation 9. Policy 0. Reciprocal 1. Integrated 2. Total 3. Systematized 4. Functional 5. Responsive 6. Optional 7. Synchronized 8. Compatible 9. Balanced 0. Parallel 1. Options 2. Flexibility 3. Capability 4. Programming 5. Concept 6. Creativity 7. Projection 8. Hardware 9. Contingency 0. Mobility Column #1Column #2Column #3

47 5/2/ You might be a Bureaucrat if: You can’t remember when you last participated in the development of a new product or service… and you don’t think that’s your job. You believe tighter controls will solve your organization’s problems. Your members/employees tend to talk about the good old days when things were fun and exciting. You feel that members/employees are indebted to you for their great jobs.

48 5/2/ If you work for a Bureaucrat: …they will tend to focus on performance that fits within the system. Ask them questions that will lead to the “why” questions and more creative responses. They need this order and conformity. Don’t get weird, it’s hell to work with a nervous boss and you’re the one making them nervous. Recognize your role as a buffer to your members/customers. Don’t make your problems the same for your members.

49 5/2/ If a Bureaucrat works for you: …recognize that they will constantly complain about others violating the sanctity of their systems. Learn to say “so what” to this individual. Use “cross functional teams” to control bureaucratic mindsets. Move this individual to a staff job rather than a line position if you can.

50 5/2/ Aristocrat Top management isolation. No-one but them sees the big picture. Slash and burn mentality. Looking for structural solutions to spiritual problems. Passion has been replaced by the myopic pursuit of the bottom line. Bureaucrat Administrator

51 5/2/ You Might be an Aristocrat if: You see your organization’s only expectation for growth through acquisitions or mergers. You feel that only you and a small circle of advisers are capable of understanding the strategy of the organization. You’re more interested in Wall Street than you are Main Street.

52 5/2/ If you work for an Aristocrat: If possible, quit! If your organization is led by this individual, you are living on borrowed time. These individuals will not survive so don’t get labeled with their defining characteristics. Devise your own objectives and direction independently that will improve your organization and move forward.

53 5/2/ If an Aristocrat works for you: Shame on you. Why are they there? Give them six months to change and if they don’t, get rid of them. These individuals will destroy your organization and bring shame to your administration.

54 5/2/ Visionary Risk Taker BuilderAdministrator Bureaucrat Aristocrat

55 Possibilities “Can Do” Achievements “Actually Do” Incremental Pendulum Paradigm Exception Change

56 Possibilities “Can Do” Achievements “Actually Do” Habits Beliefs Attitudes Expectations Barriers Habit – A settled tendency Beliefs– One of more convictions of truth Attitude – Knowledge and experience with emotional impact Expectations – Reflects what is encouraged, discouraged and punished. What do we expect to happen? What are our comfort zones?

57 Defensive Reactive Focus is on Blame Maintaining Status Quo Constructive Proactive Fosters Innovation Personal Responsibility Accountability Values Performance The sum total of the habits, beliefs, attitudes, and expectations…or more colloquially, "the way we do things around here." Culture


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