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Common sense leaderships ACMA Executive Leadership Workshop.

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Presentation on theme: "Common sense leaderships ACMA Executive Leadership Workshop."— Presentation transcript:

1 Common sense leaderships ACMA Executive Leadership Workshop

2 Objectives Understand and be able to use the precision communication model Quickly and effectively create more buy-in and cooperation on work teams Seize and capitalize on management moments of truth

3 Agenda comfort, culture and growth the power of choice steps to synergy precision communication moments of truth climate and culture

4 comfort, Culture & Growth building a leadership foundation

5 “...there is a possibility underemphasized in leadership research - that the only thing of real importance that leaders do is create and manage culture..” Edgar H. Schein The Real Role of Leadership

6 Comfort Zone Real Unknown Unfounded Borrowed Comfort Zone Concern Anxiety Fear Growth

7 The power of choice creating buy-in and building culture

8 The Power of Choice C C C CCC COERCIONCONFLICTCO-EXISTENCECOOPERATIONCOLLABORATIONCYNERGY The Critical Shift Willingness Eagerness Us vs. Them Win / Lose Partnering Win / Win Hands HeadHeart

9 5 Key Behaviors S S P E T upport rust nvironment ractice tandards

10 Precision Communication Communication

11 3 forms of communication Precision Communication Fluff Super Fluff

12 clarity and meaning Take a sheet of paper and number from 1- 10 If each person in your group has the same word you get a point There are 10 points possible for each group

13 Too Much Too Many Too Expensive NounsVerbs Should Shouldn’t Must Can’t Universals Right Hand

14 Compared to What? Who Specifically? How Specifically? What would happen if? What Causes? What Prevents? All? Every? Never? Left Hand

15 A few quick thoughts... Pad and Points Closing the loop First name sheets

16 MMOT Management Moment of Truth

17 Seizing Opportunties Bruce Bodaken Robert Fritz

18 MMOT Managerial Moment of Truth A MMOT is an event in which the manager / leader has a choice: either ignore what has occurred or call attention to it Telling the truth to everyone in your organization allows you to correct mistakes, learn from past performances, and better understand the reality of your current situations

19 MMOT 2 Events The first event is your awareness that there is a difference between what you expected and what was delivered, The second event is the decision you make about what to do with that information. This is the defining moment, because the decision you make will determine your impact as a manager and establish norms for the organization.

20 What Could Be A MMOT? A missed due date An incomplete project Unacceptable work quality Subversive activity Violating team norms

21 What if you pass? If you let them (MMOT) pass unacknowledged you can send the message that it’s OK for people to fall short of expectations. If you address the issue, you can put people in a position to grow and improve.

22 4 Critical Question What Happened? How did it happen? What can we learn that we will use next time? How will we know that that’s working?

23 MMOT Process Step 1: Acknowledge the truth Step 2: Analyze how it came to be that way Step 3: Create an action plan for what needs to change Step 4: Establish a feedback system to track the improvement

24 Step 1: Acknowledge that truth The point of this step is to make sure that both of you are acknowledging the same reality. It is surprising how often people find it hard to acknowledge reality and agree with the obvious. They tend to focus on how they feel, rather than what is true. The natural tendency is to deflect or avoid the conflict.

25 Conflict Continuum ConstructiveDestructive Artificial Harmon y Mean Spirited Personal Attacks Ideal Conflict Point

26 Getting to the truth What exactly is the reality? What evidence do we have? Are we seeing all the essentials? Is the data valid? How do we know?

27 Step 1: Acknowledge the truth State the facts and make sure the person agrees (be careful to not use blaming words like, “you let me down” or “you’re incompetent”). Facts not assessments - If you make the other person feel defensive it will become more difficult to arrive at the shared view of reality

28 Step 1: Acknowledge reality The real benefit to “step 1” is that you will gradually begin to create a culture in which reality is a valuable commodity. Telling the truth then becomes a cultural norm. You will be able to deal in currency of truth.

29 Step 2: Analyze how? The spirit of this step is a real exploration of the decision made Were there assumptions? Did they turn out to be true? What was the actual planning process? What was the antecedent (happened right before)?

30 STep 2: Analyze how? In helping a person understand his or her performance, it is helpful to understand there are two elements to consider Design and execution Typically one element is missing

31 Step 2: Analyze how? Step by step walk through the process that led to the present moment. Was the design flow responsible for the missed date? Was it an issue of work habits? A failure to delegate or follow through, or some other issue of execution?

32 Step 2: Analyze how? Remember... the job of step 2 is to UNDERSTAND, not to assign blame!

33 Step 3: Action plan This is where many managers break down...they do not translate understanding into action. It can be simple or complex depending on the situation and the problem.

34 Step 3: Action Plan Think on paper - write down the action plan These agreements will determine the future and provide for other MMOT’s These will offer a chance to celebrate or adjust the process again.

35 Step 4: A feedback System This is simply a plan on how you are going to monitor the situation Again...think on paper Have a schedule Look for patterns

36 Have you seen this? At one time or another, most managers have tried to change the performance of their less - accomplished people. The usual pattern is this... A temporary improvement in performance, followed by a plateau, followed by a regression to the original unacceptable situation or behavior.

37 The conflict pattern Conflict Temporary change in behavior Less Conflict Regression to original behavior

38 More Oscillating Patterns Scare Tactics Creating an atmosphere of crisis Each new event requires greater escalation You need to move from oscillating reactions to learning and improvement

39 Be clear about your motives What is the outcome you want to achieve? When you move away from a problem-oriented frame, the goal becomes obvious. You want great performers turning in great performances. Problem solving creates short-term change- focusing on the desired outcome creates long- term change

40 Why outcome focus It is natural to avoid the discomfort that addressing a performance problem or seeking a higher goal may bring. This may lead you to ‘soften’ your approach to the problems rather then addressing them head-on.

41 Making it work Acknowledging reality - this is a two part process. (1) state the reality. (2) seek agreement from the person. Be careful to separate how things are from how they got there (that is step 2) Be disciplined and stay focused on the reality as it is.

42 Making it work.. Reality usually needs to be stated several times to sink in. Hold out for a definitive yes or no. The deadline for this report was last Tuesday, and its now Friday. Is that correct? The person may take this as a cue to launch into an explanation of why...return to a yes or no about the current reality.

43 Making it work Qualifiers - almost, not quite, soon - Late is late Difference of opinion / standards Saying yes to deflect - look for contradictions

44 Good analysis Once you have established an agreed upon can analyze. This requires a blow by blow analysis to track the logic the person was using and the decision points that were reached. (track the story) Ask questions when the flow becomes unclear.

45 why create action plans First, it demonstrates the degree of learning the person has had by the way he or she rethinks their approach. Second, it creates a concrete plan for achieving a successful outcome the next time. Third, it creates a standard by which the person can be measured. Fourth, it creates a context for further learning.

46 Action plans A great place to start is what the person would have changed had they known what they know now. Similar situations What-if scenarios Remember the focus is to turn insights into useful actions.

47 Feedback Systems Blueprints not finished products Test execution against intention Email can be a very effective tool (from the person to you) Short meeting to check on progress. (hallway, BTW, intervals)

48 Real judgement Good managers judge themselves by their results and their employees by their intentions. Poor managers judge themselves by their intentions and their people by their results.

49 The art of the question Information questions Clarification questions Implication questions Discrepancy questions

50 Information questions Are designed to expand the picture you are forming and add detail. This is the most common kind of question you will use. Last week the numbers were up. “What exactly were the numbers?”

51 Clarification questions Are used to define terms and be more precise (Fluff buster) We have good quality. “How do you define quality” Asking questions is OK, pretending to know why when you don’t is not OK.

52 Implication Questions Are used when people suggest something indirectly rather the straight out. John finally got it right. “If John finally got it right, does that mean getting it right is unusual for him? Make the sub-context into text. First, recognize what is being implied. Second, ask if it it’s true.

53 Discrepancy Questions Many times in ‘correcting’ situations people will contradict themselves. The company had a great year and sales are down. There are two possibilities: 1) The statements is untrue. 2) There is missing information that explains the discrepancy. How can the company have a great year and have sales be down?

54 Emotional Growth Scale Not Even Aware It Is Happening Looking Back Can See It Right After It Happens As It Is Happenin g Just Before It Happens

55 climate and culture getting results

56 What Should Leaders Do? Get Results!!!

57 Understanding Climate “Climate refers to six key factors that influence an organizations working environment. It is not just what we do, but how we do it, why we do it and what we are really like to new staff and outsiders.”

58 Flexibility Responsibility Standards Rewards Clarity Commitment

59 How Climate Feels It’s flexibility - this is how free employees feel to innovate unencumbered by read tape; It’s their sense of responsibility to the organization; It’s the level of standards that people set; It’s the sense of accuracy about performance feedback and the aptness of rewards; It’s the clarity people have about the mission, vision and values; Finally, it’s the level of commitment to a common or shared purpose.

60 Results Rule! 1. They tell themselves the truth and value candor and honesty 2. They pursue the best path over the easiest path in every situation 3. They leverage the power of partnership both internally and externally 4. They focus their energy to make “the main thing” the main thing 5. They show the courage of accountability 6. They learn, grow and improve everyday

61 I watched them tear a building down a gang of men in a busy town. With a mighty heave and a lusty yell they swung a boom and a side wall fell. I said to the foreman, “Are these men as skilled as the men you’d hire if you had to build?” He gave a laugh and said, “No, indeed, just a common laborer is all I need, and I can wreck in a day or two what it took the builder a year to do.” And I thought to myself as I went my way Just which of these roles have I tried to play? Am I a builder who works with care, measuring life by the rule and square? Or am I the wrecker as I walk the town, content with the labor of tearing down? I watched them tear a building down a gang of men in a busy town. With a mighty heave and a lusty yell they swung a boom and a side wall fell. I said to the foreman, “Are these men as skilled as the men you’d hire if you had to build?” He gave a laugh and said, “No, indeed, just a common laborer is all I need, and I can wreck in a day or two what it took the builder a year to do.” And I thought to myself as I went my way Just which of these roles have I tried to play? Am I a builder who works with care, measuring life by the rule and square? Or am I the wrecker as I walk the town, content with the labor of tearing down?


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