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Joint Convention 2009Presented by: John Swanson, TIE
Spilling the Beans
secrets which are hard to grasp in their deep meaning and
difficult to act on in combination
the secret to a long life
the secret to a long and loving marriage
What the best leaders do to help their organizations survive and
thrive.
1. Love Your Employees2. Connect Peers with
Purpose3. Capacity Building
Prevails4. Learning is the Work5. Transparency Rules6. Systems Learn
The Six Secrets of Change
George McGregor (1960)
The average human being has an inherent dislike of work and will avoid it if he or she can.
Because of their dislike for work, most people must be controlled and threatened before they will work hard enough.
The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires security above everything else.
If a job is satisfying, then the result will be commitment to the organization.
The average person learns under proper conditions not only to accept but to seek responsibility.
Imagination, creativity, and ingenuity can be used to solve work problems by a large number of employees.
Theory X Assumptions Theory Y Assumptions
The world has become too complex
for any theory to have certainty.
Secret # 1 Love Your Employees
Love unselfish, loyal, and benevolent
concern for the good of another
Love Your Employees
1. Create conditions for them to succeed.
2. Find ways for them to simultaneously fulfill their own goals and the goals of the organization.
3. Help them to feel proud of the organization, to find their work exciting, to feel that they are treated with dignity, and to believe they are part of a valuable and creative effort larger than themselves.
No stakeholder is more important thanany other.
Create emotional value, experiential value, social value, and financial value.
Firms of Endearment?
Fair Treatment
Enabling Achievement
Camaraderie
Only 14% of organizations had an “enthusiastic workforce”.
(3/4 of employees rating the company high on all three dimensions)
Trust
Secret # 2 Connect Peers with Purpose
Too Tight-Too Loose Dilemmas
Social and Intellectual Glue
Lateral Capacity Building
Beware of Groupthink
Groupthink
A type of thought exhibited by group members who try to minimize conflict and reach consensus without critically testing, analyzing, and evaluating ideas.
Mastering Conflict
Artificial Harmony Mean-Spirited
Personal Attacks
Constructive Destructive
Ideal Conflict Point
Secret # 3 Capacity Building Prevails
Capacity building trumps judgmentalism.
Why would great people want to work here?
Hire potential and cultivate talent.
Successful organizations diligently and consistency apply what they
know, while seeking equally how to get better at what they do.
Successful organizations mobilize themselves
to be “all over” the practices that are known to make a
difference.
Secret # 4 Learning is the Work
Successful organizations achieve consistency and innovation
through deep learning in context.
In other words, learning on the job,
day after day, is the work.
Secret # 5 Transparency Rules
Openness About Results
Transparency Rules
1. It rules whether we like it or not.2. It is a good thing, on balance.3. It is an effective tool for improvement.4. It offers credibility.
Secret # 6 Systems Learn
Leadership
Focus on developing many leaders working in concert, instead of relying on key individuals.
Enact the first five secrets. Be humble because, no
matter what you do, you cannot guarantee a successful future.
Wisdom: The ability to act with knowledge, while doubting what
you know.
Guidelines for Action
1. Act and talk as if you were in control and project confidence.
2. Take some credit and some blame.3. Talk about the future.4. Be specific about the few things
that matter and keep repeating them.
1. Love Your Employees2. Connect Peers with
Purpose3. Capacity Building
Prevails4. Learning is the Work5. Transparency Rules6. Systems Learn
The Six Secrets of Change
Breaking Ranks II: Strategies for Leading High School Reform
41
Vision
Skills+
Incentive+
Resources
+
Action Plan+
CHANGE
Managing Complex Change
Breaking Ranks II: Strategies for Leading High School Reform
42
Vision
Skills+
Incentive+
Resources
+
Action Plan+
Confusion
Managing Complex Change
Breaking Ranks II: Strategies for Leading High School Reform
43
Vision
Skills+
Incentive+
Resources
+
Action Plan+
Anxiety
Managing Complex Change
Breaking Ranks II: Strategies for Leading High School Reform
44
Vision
Skills+
Incentive+
Resources
+
Action Plan+
RESISTANCE
Managing Complex Change
Breaking Ranks II: Strategies for Leading High School Reform
45
Vision
Skills+
Incentive+
Resources
+
Action Plan+
FRUSTRATION
Managing Complex Change
Breaking Ranks II: Strategies for Leading High School Reform
46
Vision
Skills+
Incentive+
Resources
+
Action Plan+
TREADMILL
Managing Complex Change
Breaking Ranks II: Strategies for Leading High School Reform
47
Vision
Skills+
Incentive+
Resources
+
Action Plan+
CHANGE
Managing Complex Change
The Philosophical
Happiness does not arise from the achievement of a given purpose, but from
the sense of purpose itself.
Jonathon HaidtThe Happiness Hypothesis
The Practical
Happiness is dancing a polka.
Joint Convention 2009Presented by: John Swanson, TIE
Spilling the Beans
What’s your secret?
Probably the two greatest failures of leaders are indecisiveness in times of urgent need for action
and dead certainty that they are right in times of complexity.
People refer to gurus because they don’t know how to spell charlatan.
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