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Summa Leadership Institute 1 NEO-RLS Training Communicate So the Whole Staff Hears You Facilitator: Marti Peden.

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Presentation on theme: "Summa Leadership Institute 1 NEO-RLS Training Communicate So the Whole Staff Hears You Facilitator: Marti Peden."— Presentation transcript:

1 Summa Leadership Institute 1 NEO-RLS Training Communicate So the Whole Staff Hears You Facilitator: Marti Peden

2 Summa Leadership Institute 2 Change Style Indicator Preferences  In dealing with change  There is no right or wrong way  Will place you on a continuum Benefits  Manage your response to change  Understand sources of conflict  Select the most appropriate response Take Inventory

3 Summa Leadership Institute 3 Change Style Preference CONSERVERS Accept the structure Prefer change that is incremental

4 Summa Leadership Institute 4 Change Style Preference CONSERVERS Accept the structure Prefer change that is incremental ORIGINATORS Challenge the structure Prefer change that is expansive

5 Summa Leadership Institute 5 Change Style Preference PRAGMATISTS Explore the structure Prefer change that is functional Situational CONSERVERS Accept the structure Prefer change that is incremental Evolutionary ORIGINATORS Challenge the structure Prefer change that is expansive Revolutionary Make Prediction

6 CSI Prediction  Step 1: Transfer points (number) from the original column to the Conserver and Originator columns to the right.  Step 2: Total the Conserver and Originator columns.  Step 3: Find your overall score by calculating the absolute difference in the totals of the Conserver and Originator columns. CSI Scoring Instructions Example: Total Conserver 44 Total Originator 22 Absolute Difference 22 In this example, the score of 22 is placed to the left of center, on the Conserver side of the graph.

7 Summa Leadership Institute 7 Change Style Preferences MOST PEOPLE ARE BLENDS

8 CONSERVERS When Facing Change  Generally appear deliberate, disciplined, focused  Prefer clearly defined structure  Start with traditional ideas when problem solving  Don’t like surprises and uncertainty  May appear cautious and inflexible  Value tradition and best practices Conservers When Facing Change Convergent Thinkers

9 PRAGMATISTS When Facing Change  Generally appear practical, agreeable, flexible  Value change that produces readily visible benefits  More interested in functionality than tradition or novelty  Operate as mediators and catalyst for understanding  Are open to both sides of an argument  Take more of a middle-of-the-road approach Pragmatists When Facing Change Appear More Team Oriented

10 ORIGINATORS When Facing Change  May appear unorganized, undisciplined, unconventional  Challenge existing structure  Dismiss traditional ideas when problem solving  Enjoy risk and uncertainty  May appear impractical and miss important details  Appear systemic in their thinking  Dismiss established practices with little regard Originators When Facing Change Divergent Thinkers

11 Summa Leadership Institute 11 Divide into three groups based on your score. DISCUSSION  What messages do you need to hear?  What is the best way to win you over? Group Work

12 Summa Leadership Institute 12 Communicating About Change ConserversPragmatistsOriginators Know the detailsSpeak about outcomesTalk about the future Don’t start by presenting the big picture Talk about consequences of continuing same way Ask what they would like to see happen Pick one angle and build from there Ask for recommendations for practical first steps Ask for ideas Present a minimum of information, ask what else is needed Ask about problems and barriers to implementation Ask what is effective in the current system they would not want changed Ask about anticipated obstacles. Listen. Talk about timelinesTalk about the connection between change and future effectiveness

13 Summa Leadership Institute 13 Communicating About Change ConserversPragmatistsOriginators Know the detailsSpeak about outcomesTalk about the future Don’t start by presenting the big picture Talk about consequences of continuing same way Ask what they would like to see happen Pick one angle and build from there Ask for recommendations for practical first steps Ask for ideas Present a minimum of information, ask what else is needed Ask about problems and barriers to implementation Ask what is effective in the current system they would not want changed Ask about anticipated obstacles Talk about timelinesTalk about the connection between change and future effectiveness

14 Summa Leadership Institute 14 Communicating About Change ConserversPragmatistsOriginators Know the detailsSpeak about outcomesTalk about the future Don’t start by presenting the big picture Talk about consequences of continuing same way Ask what they would like to see happen Pick one angle and build from there Ask for recommendations for practical first steps Ask for ideas Present a minimum of information, ask what else is needed Ask about problems and barriers to implementation Ask what is effective in the current system they would not want changed Ask about anticipated obstacles Talk about timelinesTalk about the connection between change and future effectiveness

15 Summa Leadership Institute 15 Communicating About Change ConserversPragmatistsOriginators Know the detailsSpeak about outcomesTalk about the future Don’t start by presenting the big picture Talk about consequences of continuing same way Ask what they would like to see happen Pick one angle and build from there Ask for recommendations for practical first steps Ask for ideas Present a minimum of information, ask what else is needed Ask about problems and barriers to implementation Ask what is effective in the current system they would not want changed Ask about anticipated obstacles Talk about timelinesTalk about the connection between change and future effectiveness

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