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Change Champions & Associates Presents: The 2011 BETTER BOSS Workshop Char Weeks.

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Presentation on theme: "Change Champions & Associates Presents: The 2011 BETTER BOSS Workshop Char Weeks."— Presentation transcript:

1 Change Champions & Associates Presents: The 2011 BETTER BOSS Workshop Char Weeks

2 Richard Branson on Motivation CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

3 HOW MANY OF YOU GREW UP WANTING TO BE A BOSS? WHY ARE YOU A BOSS? Part 1: Lets get to know each other……… CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

4 Transitions

5 Juggler, Leader, Manager? Recruitment and retentionMaintain positive work environment Keep staff enthused and engaged Manage different generations, expectations, personalities, work ethics Performance and behaviour management Manage accountability for poor performance with need to motivate Horizon, helicopter view and minutia Achieve KPI’s within financial constraints Manage technology, change and rate of change Keep up with new information Adequate communication Delegate without micromanaging Political Correctness Time management Flexible work place CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

6 LEADERSHIP, MANAGEMENT AND THE CIB Part 2: The Big Picture CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

7 LeadershipManagement Thinking Processes Focuses on peopleFocuses on things Looks outwardLooks inward Goal Setting Articulates a visionExecutes plans Creates the futureImproves the present Sees the forestSees the trees Employee Relations EmpowersControls ColleaguesDirect reports Trusts & developsDirects and coordinates Operation Does the right thingsDoes things right Creates changeManages change Serves direct reportsManages their boss Governance Uses influenceUse authority Uses conflictAvoids conflict Acts decisivelyActs responsibly Comparing Leadership and Management Lundenburg FC, Leadership versus Management: A Key Distinction – At Least in Theory, International Journal of Management, Business and Administration, Vol 14 (1), Leadership Vs. Management

8 Impact of leadership styles on driving climate Coercive Demands immediate compliance -.26 AuthoritativeMobilises towards a vision.54 AffiliativeCreates harmony.46 DemocraticConsensus thru’ participation.43 PacesettingHigh stds of performance-.25 CoachingDevelops people for future.42 Leadership that gets results, Daniel Goleman HBR March 2006 Thanks to Bernie Harrison, Clinical Excellence Commission, NSW Health

9 Resistance Styles

10 Wicked Problems and Leadership Failure Complexity of problems - Interconnectedness - Access and speed of information transfer -Social and organisational networks Few single cause problems ? No obvious solution due to complexity Iterative approach to problem solving -Incompatible with deadlines and tight agendae Accommodates ambiguity not certainty Facilitation skills Ted Cadsby, HBR Blog Network 6 June 2001 © 2011 Change Champions & Associates CHANGE CHAMPIONS & ASSOCIATES

11 Proud of My Boss….Not © 2011 Change Champions & Associates “when she was in a bad mood everyone knew about it and would walk on egg shells around her” “takes all the credit for the teams efforts (took my research and presented as own won an award and a promotion)” “hangs you out to dry in public” “yells, screams, raises their voice at you; to the point that you'd rather not come into work” “comes to work late and leaves early” “clock watches and tells you off for coming back late from lunch” “blame others for their own mistakes” “lies” “picks favourites, participates in 'cliques‘” “unapproachable, never available to us…but always had time to suck up to his boss” CHANGE CHAMPIONS & ASSOCIATES

12 Ripe for Development Boss Quotes… ( with love from their direct reports) “Get in here and explain yourself” “When are you going to get it into your thick head?” “You used to be so happy here. You are bringing every body down. You should look at your attitude.” “Keep your head down and stay quiet. You are not very well liked at the moment by anyone, including me” “You should have known..... the deadline, the expectation, the required outcome..... without me telling you” “I don't think you're used to being so closely managed - I need to know everything you're doing all the time” “I don't care what you all think, we are going to do this my way, I'm your boss” © 2011 Change Champions & Associates

13 Toxic Leaders – slow acting poison Unconcerned for welfare of team – Generates maximum anxiety over minimum significance – Rationalises behaviour as doing what is needed/easier to ease up.. Personality or interpersonal technique negatively affects organisational culture – Oblivious to breeding contempt and unrest – Leads by instilling fear, people too scared to complain Leader is motivated by self interest – “arise to their station in life over the carcasses of those who work for them” Don’t add value even if successful – Diminish confidence, cohesion and esprit de corps – Can inspire juniors to emulate Solutions – purge, climate assessments, 360s, expose behaviour and name it, coach juniors From Toxic Leadership, Col George E Reed US Army, Military Review July- August 2004: 67-71

14 7 Habits of Highly Ineffective Leaders by Geoffrey James 1.Be a know it all 2.Manage numbers not people 3.Embrace the status quo 4.Divide and conquer 5.Do it yourself 6.Expect mindreading 7.Sharpen the axe

15 Case Study – Todd Tort –Part 1 Todd Tort’s catch up monthly meeting with his boss, Felicity Flashpoint had been cancelled 3 times. Felicity was apparently too busy on an assignment to have time for individual catch ups. Todd had ed Felicity to argue the urgency for a meeting. He needed her decision to proceed or not with the preparation of tender submission. When the meeting finally took place, Felicity welcomed Todd into her office with a very friendly “Come on in, handsome.” Soon her mood turned when she discovered that there was now only two days to submit the tender. “Why didn’t you tell me about this,” she snarled, voice raised. “It’s too late to do anything now, you nit wit.” © 2011 Change Champions & Associates CHANGE CHAMPIONS & ASSOCIATES

16 Todd Tort had just been scolded by his boss, Felicity Flashpoint, for something that wasn’t completely his fault. In a tense meeting, he reminded her that Adam Antzan was ultimately responsible for writing tender submissions and his own role was to just facilitate the sign offs to proceed before the writing began. Felicity called a meeting with Adam and Todd to discuss what had gone wrong with the approval to start the tender preparation. Adam and Todd explained that they were hamstrung pending Felicity’s decision to proceed. Felicity was adamant that they should have been more organised and more persistent about achieving her imprimatur. The lack of progress was their fault not hers. She gave Adam a verbal warning that his performance vis a vis the tender was unsatisfactory and from now on he was to advise her weekly in writing about the decision points and details of progress towards due dates for submissions. To Todd she winked, “And you…you are a naughty boy…don’t do this again!” She demanded that Adam and Todd worked together to prepare the tender and submit it without peer review by the deadline. Both employees begrudgingly stayed back until on two consecutive nights to finish the work. When the tender was finally dropped by Todd in to the post box, he phoned Felicity and left a message to report the work had been completed. CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates Case Study – Todd Tort –Part 2

17 Felicity Flashpoint was excited that her company had been awarded a $4m tender. She contacted her boss immediately to share the good news. “Brilliant work, Felicity”, he said. “Thanks for going the extra mile to make this happen. I appreciate your dedication. And we will remember this at bonus time.” “It was my pleasure,” she replied. “As you know I am very results driven. I am always happy to stay late and do whatever it takes…” Case Study – Felicity Flashpoint CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

18 Recognising the Better Boss High staff retention rates Low absenteeism Team – Happy, friendly, motivated, respectful, confident – Initiative, creative, productive, efficient, flexible – Innovative – Embraces diverse/conflicting views – Learning, changing, adapting, high performing – Goes the extra mile, problem solves – Efficient Great vibe, wins celebrated Healthy, cool CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

19 DEVELOPING, MAINTAINING AND SUSTAINING THE BETTER BOSS Part 3: From Day 1 or Tomorrow, Put Your Best Foot Forward CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

20 Daniel Goleman, “What Makes A Leader” Harvard Business Review, November-December 1998 Emotional Intelligence at Work

21 Organisational culture – How do your values align – Managing managers – Staff management – Support, guidance Governance – Policy, procedures, code of conduct, bullying harassment, OH&S, equal opportunity – Decision making authority = responsibility CHANGE CHAMPIONS & ASSOCIATES Orientation Beyond the Tea Room © 2011 Change Champions & Associates

22 Who is in your team – What do they really do Job descriptions v actual job – Look at reporting relationships Clear Well aligned – What makes them tick Motivation, aspirations ? Restructure jobs or parts there of to play to strengths How do they like to be managed – What are their expectations about you Promotion – Where do your best work buddies fit now? CHANGE CHAMPIONS & ASSOCIATES Orientation Beyond the Tea Room © 2011 Change Champions & Associates

23 The Better Boss ….. Lets people get on with the job Challenges but knows when to back off Treats employees like adults Is fair Honest – no sugar Make exceptions Rewards good work Builds the team Skips the office politics Leads Teaches Learns Listens Values people Sets SMART goals Compliments Constructive feedback Good manners Inspires From Riches Management May 2011 CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

24 If only I had first known… Journey not a destination Trust and verify Listen Know yourself…and how you are perceived – Humble – Resilient – Confident – Measured – Patient – Respectful and loyal – Emotional intelligence Leaders follow and need followers Put the team first Complimentary talents build strength Allow people to be who they are Avoid people pleasing/trying to be liked Know when you need help and ask for it – Nervous around you Build coalitions with peers – Mountain air – Trust carefully Focus on problems not people Learn to balance – Heart and head – Home and work – Line between boss and friend Only certainty is uncertainty CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

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26 Morning Tea Video CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

27 THE GOOD, THE BAD, THE DOWNRIGHT UGLY…AND THE CONSEQUENCES Part 4: Boss Behaviour CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

28 Bully Boss Video CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

29 Case Study – Patricia Slap Pat Slap, a nurse unit manager, was holding a team project meeting, when nurse Ella confessed that she had been too busy looking after patients and didn’t finish her part of the project. Since Ms Slap had changed her mind many times about the actual task, Ella was confused about what she was supposed to do. Ms Slap thanked her for her efforts. “Yes, we all busy”, she acknowledged before taking Ella’s report. As she handed Ella’s report to Hetty Hambro, Pat Slap remarked, “Here, let’s give this to someone who we can trust to get the job done properly.” CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

30 Micromanager Video CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

31 Case Study – Tamara’s Test Tamara, a corporate lawyer, was enthusiastic, dedicated and loved her job. Her boss was a task master with a “my way or the highway” attitude. Tamara did her best to meet her boss’s high standards. But, unbeknown to Tamara, her boss didn’t agree with the way she was dealing with her clients. Recently the boss had commenced contacting Tamara’s clients directly to suggest changes to the way cases were researched and built. Tamara had no idea her boss was intervening until she phoned one of her clients who announced, “Your boss has just phoned to say that you are off the case!” CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

32 Cathay Pacific CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

33 CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates Perception

34 How are you perceived? Gordon Goofoff considered Yosefa Horrosplot the ideal employee. On demand, she made his coffee, collected his drycleaning and stayed late to type his urgent letters. She even made excuses to his boss when he was MIA (again) or came back late after a boozy lunch. One day he asked to her to stay back even though she had wanted to leave on time for an important engagement. Again, she reluctantly put her personal life on hold for him. The next morning, when he called her to make his coffee…she did..and, much to the amusement of her colleagues, spat in it before delivering it to him. CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

35 CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates Degrees of Friendliness

36 Case Study – Too Friendly? Jilly Jango confided in her executive assistant, Sam Spam, about almost everything. Sometimes they hit the town in the evenings together. The morning after a big night out Sam didn’t quite make it to work on time. He didn’t phone in to say that he would be late because Jilly already knew why. When Jilly appeared huffy about his 10.30am arrival, he was baffled. After all, he had been amused the day she had phoned to say she was ill when he knew differently…. Upset that his pay had been docked for the 90 mins he was late, Sam approached Jilly, who coldly snarled, “What do you think this is, Sam? A sheltered workshop?” CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

37 Better Bosses…..Believe Experience & qualifications ≠ brilliant manager Professional conduct – Friendly…but – Polite, attentive – Accept and take responsibility – Make the hard decisions – Deal with problems swiftly – Delegate responsibly & with authority – Give clear instructions – Set reasonable deadlines – Boundaries for acceptable behaviour – NO leadership laceration Healthy staff, healthy boss = healthy organisation = successful, profitable 2011 McKinsey & Co Emotional balance – Fairness, equality – Consistent – Know what they don’t know – Don’t need big chair – Use power for good not evil – Share the glory – Read the play – Understand dynamics – Self monitoring, evaluating Role model Lead by example Insightful - What got you to here is great, but will it take you to the next step? CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

38 Better Bosses…..Believe Servant Leader – Staff = customer – Committed to service excellence Professional Fair and just Quality review & feedback Persevere – Share information – Open to scrutiny – Justifies decision making – Wrong (?more) often than right – Good at apologising Manage Workloads – Constant dialogue – Constant evaluation – Appropriate adjustment Accessible (Within Reason) – Time to manage Pre-reading/ preparation/ seek expert advice/second opinion considered responses clarifies understanding clear direction – ? Open door CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

39 Builds the Team – Share the credit and mistakes – Investments > withdrawals Shares knowledge/experience Nutrition → endurance/sustainability Teach people to fish – Sum of parts is a greater whole – Answers often lie within – Not every great leader has the title Foster self evaluation, discovery Find the lessons in errors and learn Supervision – Higher positions = greater freedom – Lower level positions = closer supervision – Empowers – Freedom to experiment, create – Diversity of views adds to experience – Tailor for individual needs, working styles Performance Management – Clear, measurable deliverables – Deliverables that match KPIs – Negotiate reasonable deadlines – Assist to excel – Dignified approach to constructive feedback CHANGE CHAMPIONS & ASSOCIATES Better Bosses…..Believe © 2011 Change Champions & Associates

40 According to Staff, Better Bosses …. Say “hello” and know your name Say “thank you” Listen AND hear Show compassion, empathy Value contribution, opinion and effort over success Give credit appropriately Focus on outcome not clock See positives Solve rather than blame Make it easy for people to admit to errors Focus on development, improvement, motivation Give feedback all the time… Make negative feedback a positive learning experience Create challenges for high calibre employees Guide, support and chip in to help Know their team is effective without them Don’t take themselves too seriously Realise that their stress belongs to them Are decisive..eventually See from all sides Suspend judgment while discovering facts Reward achievement – Early mark, buys cakes – Give and take on hours, start/finish Deliver on promises CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

41 Ending the Blame Game Identify consequences for business -Lost opportunities, extra costs, bad karma etc Deal with real, contentious issues -Whatever happened to Chloe? Challenge the plonker statements -“It was Finance’s fault!” -Joint workshops, job rotation to build trust Connect objectives with people -Engage and motivate staff Open effective communication -One team Connect Boardroom/Executive and front line -High visibility executives Build trust -Perceived as doing what’s right -Tell the whole story -Be empathic -Follow through consistently -In the same boat = consistently tell same story Reward right behaviour Build a formal feedback system Richard Bloomfield, People Management, 24 June 2003 CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

42 Absenteeism Genuinely sick v genuinely not sick No interrogation, intimidation or accusation Gentle points of enquiry approach Skull on the shelf metaphor Create inconvenience -Actually speak with intending absentee Catch up meeting straight away -? Potential guilt, awkwardness Publicly air impacts of unexplained absenteeism Team brainstorm- workloads, service standards, customer satisfaction, stress James Adonis, Team Leaders 19 July 2011 CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

43 Building Confidence Confidence = security = +ve emotion =  performance Piano practice, Malcolm Gladwell’s 10,000 hrs –  quality improvement, expertise, innovation Don’t hesitate…and ask for help What can offer/how you add value – Not what you think other people will think Seek honest feedback Embrace new opportunities – Can do – What is the limit of your capability CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

44 Delegating vs Buck passing To delegate = to assign or to appoint to trust someone To buck pass = to shift responsibility/to blame To go-fer = to run errands Robot = replicates human function and movement as programmed Under v over Weak v strong Effective Delegation Objective – Timing Who, what, why, when Standard Expect outcome/result Freedom, innovation Credit Thank Responsibility to manage & support CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

45 Improving Productivity by Sleeping Improves focus and memory Clear head space – write down to-do list Set yourself a strict bed time Spend at least 45 mins winding down before bed time HBR Blog 5 July 2011 CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

46 Think Different CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

47 How will you change your leadership/management style after this workshop ? CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

48 Steve Jobs “Here's to the crazy ones, the misfits, the rebels, the troublemakers, the round pegs in the square holes... the ones who see things differently -- they're not fond of rules... You can quote them, disagree with them, glorify or vilify them, but the only thing you can't do is ignore them because they change things... they push the human race forward, and while some may see them as the crazy ones, we see genius, because the ones who are crazy enough to think that they can change the world, are the ones who do.” CHANGE CHAMPIONS & ASSOCIATES © 2011 Change Champions & Associates

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