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Honest upward communication cannot be treated as an option. It needs to be a requirement. While many managers have years of education and experience in training for their positions, they often have little training in how to effectively influence upper management.
Citation preview
The Challenges We Face
WHATcauses nations and
organisations to
FAIL?
Mario Denton (MBA, MeCon, PhD)
Warning: The following presentation
contains material appropriate for passionate
leaders who are serious about implementing change starting with
themselves
Mario’s research interest1. Managerial cataracts and MAD Disorders1. Managerial cataracts and MAD Disorders2. Executive blind spots/Managerial infertility2. Executive blind spots/Managerial infertility3. Professional workplace bullying3. Professional workplace bullying
4. Toxic and dark side of leadership4. Toxic and dark side of leadership
5. Signs of ethical collapse and low morale5. Signs of ethical collapse and low morale6. Managerial derailment and Spiritual Leprosy6. Managerial derailment and Spiritual Leprosy7. Detoxifying the workplace- Swine viruses7. Detoxifying the workplace- Swine viruses8. Dysfunctions of a team 8. Dysfunctions of a team
Thoughts on change The first step to effective change is to
create dissatisfaction with the status quo. Change efforts fail when people aren’t ready for them. So make haste slowly. Sell the need for change with everything you’ve got.
We’re all prisoners of our past. To help people change, help them see why yesterday’s ways are inappropriate, and how something new might make life easier. Encourage them to use their own and ideas information - that’s the stuff they believe in - to facilitate the change process.
Thoughts on change (Continued)
Change takes time, but quick-fixes are essential to make it happen
In a turbulent, fast changing, uncertain environment, you can’t expect to get every-thing right. So expect mistakes; don’t be paralysed at the possibility of making them
If you wait until all the facts are in, they’ll be useless
The biggest risk is to avoid all risk
Thoughts on change (Continued)
Doing nothing causes stagnation. What achievement can you point to today?
Organisations are change-averse. It takes deliberate, systematic and sustained efforts to move them in new directions. The task is always harder than you think and it always takes longer.
Change now!!!
Management simulation
Send all your people on a character simulation annually. Why must Boeing 747 pilots do a simulation test before they can renew their licences every year?
The change-resistant organisation
Environm
enta
l Forc
es
(Ext
ernal f
actors
requiri
ng change)
Increasingamount of
energy required to deny need for
change
Organisation inertia
New organisational
Inertia
Radical change& upheavel
Catastrophicevent
Organisationdies
The change-sensitive organisationEnvironmental forces(External factors requiring change)
Warning signalsindicating the need
to change
Organisational tacking(Incremental changes in response to
the environment)
Warm & Fuzzy
Sure DeathAuthority-driven
Delivery
People
Performance
Hi
Lo
Lo Hi
People-drivenWorld ClassPerformance
People
Performance
Hi
Lo
Lo Hi
Sure Death
· Either-or mindsets· Flat batteries· Procedural bureaucracy· Silos and interdepartmental
conflict· Adversarial relationships· Rigid rank & hierarchy· Cold and frightening· Leadership vacuum at all
levels· Autocracy of uncertainty
Sure Death
People
Performance
Hi
Lo
Lo Hi
Warm & Fuzzy· Consultation Psychosis· Process Paralysis· Slowly-Slowly· Abdication of accountability· Entitlement· Unfounded trust · Warm and fuzzy
Warm & Fuzzy
Sure Death
People
Performance
Hi
Lo
Lo Hi
Authority-drivenDelivery
· Under-value the human factor· People are factors of
production· Rationalistic & authoritarian · Quickly–Slowly: Rush
implementation, fight fires· Passivity of innovation· Erratic performance without
driven supervision· Abdicate people issues to HR· Autocracy from the top
Warm & Fuzzy
Sure DeathAuthority-driven
Delivery
People
Performance
Hi
Lo
Lo Hi
People-drivenWorld ClassPerformance
•All the pieces fit - aligned culture•Purposeful leadership with heart•Comprehension of the competitive realities and challenges•Passion for performance at every level •Responsiveness to the targets “set by” the competitors and customers•Democracy and freedom with rules•Uncompromising delivery•Consequences of non-compliance
Agenda: Seven Courageous Conversations
1. Your Design and Living according to His Design
2. Character and Competence = Consistency Governance Conversation
3. GPS and Vision Alignment 4. Real Time Fine Tuning 5. EQ Heartbeat Conversation 6. Married and Parent for Life Conversation 7. Finish Well Conversation
The 18 inch Journey to the Heart of Real Transformation –
Re-engineering Your Businessfor the Future
Mario Denton (MBA, MeCon, PhD)Ritz-Carlton Marina Del Rey
LABOUR RELATIONS: From FULLY ENGAGED, DISAPPOINTMENT, DISCOURAGEMENT, DISTANCE,
DISCONNECT, DISCORD and FULLY DISENGAGED- What can organizations do to turn it around?
Reasons why entrepreneurs fail
“I got tired of focusing on disease – I was more intent on focusing on health.” – Dr Garth Japhet
It is far easier to cure someone with leprosy than it is to cure a social outcast.
“You can't patch a wounded soul with a Band-Aid
HEALING OF THE SOUL
Inner wound
Healing of the body
Healing of the nation
Healing of the
soul
We are a nation at war against ourselves. Abuse, xenophobia, murder, corruption …
Our deeper hopes is to promote the unseen healing so desperately needed in our nation. The healing of relationships, the healing of flawed identities, of character issues that can transform communities.
It is time to have the uncomfortable conversations, to open the wounds so that true healing can take place.
HEALING OF THE NATION
Societal wound
Healing of the body
Healing of the nation
Healing of the
soul
Coaching Conversations - Types
Sharpening or
improving a competence
Building a new competence over several sessions
Longer conversation for
fundamental change
Type 2Depth
OfIssue
Time
Type 1
Type 3
Courageous Authentic discussion One: Your Design
Career Direct ®
Educational Occupational
and
THE CAREER DIRECT ASSESSMENT +
ACTION PLAN = PROCESS
TM
Character= C1
Competence= C2
Consistency = C3
The C3TM Concept: Conversation two
30
Why Character?
“I’m convinced that 90% of failures in life are character failures, not ability failures.”
—Stephen Covey, The Eighth Habit
The C3TM Concept: Conversation Two
High Character
Low Skills
High Character
High Skills
Low Character
Low Skills
Low Character
High Skills
Commit to Sustain Character First
{
Reflective Question:What have
you heard so far?
Harmony
Conversation 3: GPS and Vision Alignment
What is the vision for the future? What is the strategy? How will the strategic
vision be accomplished? What are the organization's objectives? What
needs to be done to keep moving in the strategic direction?
What are the Critical Success Factors? Where should the focus be to achieve the vision?
The Five Practices ®
Model the Way Inspire A Shared Vision
Enable Others to Act
Challenge the Process Encourage the Heart
Defining KPIs
Which metrics will indicate that you are successfully pursuing your vision and strategy?
How many metrics should you have? (Enough, but not too many!)
How often should you measure?
Who is accountable for the metric?
How do you ensure the metrics reflect strategic drivers for organizational success?
Financial Perspective
Knowledge and Learning Perspective
Internal Perspective
Customer Perspective
The Elements of the Personal and Organisational Balanced Scorecards PERSONAL BALANCED
SCORECARDPersonal Mission, Vision and Key Roles
Personal Critical Success Factors
Personal Objectives
Personal Performance Measures and Targets
Personal Improvement Actions
Organisational Improvement Actions
Organisational Performance Measures and Targets
Organisational Objectives
Organisational Critical Success Factors
Organisational Mission, Vision and Core Values
ORGANISATIONAL BALANCED SCORECARD
Crossroad #1Managing self to managing others
Crossroad #2Managing others to
managing managers
Crossroad #3 Managing managers toFunctional Manager
Crossroad #4Functional Manager
to Business Manager
Crossroad #5Business Manager to Group Manager
Crossroad #6Group Manager to
Institutional Leader
Critical Career Crossroads
The Psychological Contract: How to manage Upwards
What do you expect from me as your manager/supervisor/leader?
What role do you see for yourself relative to the rest of your team?
How does our organization's culture fit with your values?
What makes you want to 'give your all,' and work really hard for your team and your organization?
Which aspects of work give you the most satisfaction?
Conversation Four: Real Time Fine tuning
Performance, Frustration, Conflict and Anger Eye Ball
360 performance review
Power of eye ball sessions
Energy Wasters, Energy takers and Energy Givers
Top line Enablers- Have to have
Bottom line Disablers
Engagement
Conversation Four: Real Time Fine tuning
Performance, Frustration, Conflict and Anger log
360 performance review
Power of eye ball sessions
Energy Wasters, Energy takers and Energy Givers
Top line Enablers- Have to have
Bottom line Disablers
Engagement
Golden, Red Alerts, Rusty, Blue skies
EQ Heartbeat Conversation 5
P6EQ Content Subscales
59
74
0
82
66
100
0
99
60
0
65
104
93
0
68
76
76
62
87
0
50 70 90 110 130 150
Happiness
Optimism
General Mood EQ
Problem Solving
Flexibility
Reality Testing
Adaptability EQ
Impulse Control
Stress Tolerance
Stress Management EQ
Interpersonal Relationship
Social Responsibly
Empathy
IntERpersonal EQ
Self-Actualization
Independence
Assertiveness
Emotional Self-Awareness
Self-Regard
IntRApersonal EQ
Areas of Enrichment Effective Functioning Enhanced Skills
{
Double-click to insert company
name
Double-click to insert date
{
{
Authentic Conversations
{
Reflective Question:What have
you heard so far?
Conversation Six: Married and Parent For Life Can you merge Career Success and Family
Excellence?
A NEW SOCIAL PHENOMENONHALFTIME
“People now have two lives
LIFE 1 and LIFE 2
and they are over prepared for LIFE 1
and underprepared for LIVE 2,
and there is no university for the second
half of life”
PETER DRUCKER
Conversation 7: Half Time and Finish well
Stage One: Foundation of Success
Is there more to life than my current situation?
What do I consider eternally significant?
What on earth would give my life meaning?
How much (stuff, money, advancement) is enough?
In what way was my first half experience a foundation for something more significant in my second half?
Stage Two: Inward
What are my greatest strengths and core values?
What am I really passionate about? What makes me come alive? What is my calling in life? What is my personal mission statement? Who can help me make sense out of this time
of life?
Stage Three: Awakening Challenge
How do I prepare my family and myself for this transition?
How will I leave a legacy through my children and grandchildren
In what arena should I serve: my church, my community, or in some very needy area of the world?
Stage Four: Reaching Potential
Does this work environment give me energy? Do I need a different office arrangement, different support structure, more or less variety, etc?
Based on the work I have done so far in my second half, what is my highest and best contribution?
Am I growing closer to God and to those I love as I pursue a second half of eternal significance?
Authentic Optimal Wellbeing- Finish WellSource: Dr Bruce Wilkinson
1 Physically Exhausted/Tired Energetic/Strong
2 Emotionally Discouraged/Down Encouraged/Up
3 Mentally Bored/Discontent Challenged/Content
4 Spiritually Depleted/Empty Growing/Full
5 Geographically Distant/Alone Near/Together
6 Relationally Alienated/Cold Close/Warm
7 Internally Hopeless/Sad Hopeful/Happy
8 Personally Insecure/Unsure Secure/Confident
9 Secretly Bitter/Angry Forgiving/Accepting
10 Deeply Wounded/Hurt Appreciated/Love
Man’s Economy God’s Economy: Servant Leadership
1 Our company His company
2 Performance first Servant’s Heart
3. How much can I make How much can I give?
4 Personal success Helping others achieve
5 Pleasing man Pleasing God
6 Living in daily fear Living with hope
7 Short-term gain Lasting legacy
8. Uncertainty Trusting God
9 Profit over principle Principle over Profit
10 Whatever it takes Right purpose
11 Stress- crisis Contentment
12 Anxiety Patience
•Source: Jim Dismore
Requirements for change in excuses
+ +Clear
vision
Actionable
goals
Pressurefor
change
=
CHANGE
Requirements for change in excuses (Continued)
+ +Actionable
goals
Pressurefor
change
=
PLODDING
Requirements for change
(Continued)
+ +Clear
vision
Pressurefor
change
=
MARKING TIME
Requirements for change
(Continued)
+ +Clear
vision
Actionable
goals
=
DUST GATHERING
Man’s Economy Money Philosophies God’s Economy
1 Money Who is the master? God2 Money What is object of affection? God3. All we have is
earned/deservedWhy do we have income? All we have is given to us
4 Live independently Reason for wealth? Given to help others
5 Insulate from problems
Purpose of money Accelerate fulfillment of God’s purposes
6 Personal fulfillment/happiness
Purpose Trustworthy steward
7 Benefit self Goals Follow God’s will8. Achievement Definition of Success Faithfulness9 Temporal rewards Return on Life energy Eternal rewards
10 Work/Riches/Power. Source of Significance Child of God
11 Significance/security/trust
What drives /impresses God’s glory/Fame
12 Dependent on circumstance
Emotional state Contentment
•Source: Chuck Bentley
Chicken Lifestyle
{
Reflective Question:What are
you going to stop, start, initiate and maintain?
MENTORING THE NEW GENERATION-THE DESTINY WAY