73
The Challenges We Face WHAT causes nations and organisations to FAIL?

Authentic Courageous Conversations

Embed Size (px)

DESCRIPTION

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

Page 1: Authentic Courageous Conversations

The Challenges We Face

WHATcauses nations and

organisations to

FAIL?

Page 2: Authentic Courageous Conversations

Mario Denton (MBA, MeCon, PhD)

Page 3: Authentic Courageous Conversations

Warning: The following presentation

contains material appropriate for passionate

leaders who are serious about implementing change starting with

themselves

Page 4: Authentic Courageous Conversations

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

Page 5: Authentic Courageous Conversations

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.

Page 6: Authentic Courageous Conversations

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

Page 7: Authentic Courageous Conversations

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!!!

Page 8: Authentic Courageous Conversations

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?

Page 9: Authentic Courageous Conversations

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

Page 10: Authentic Courageous Conversations

The change-sensitive organisationEnvironmental forces(External factors requiring change)

Warning signalsindicating the need

to change

Organisational tacking(Incremental changes in response to

the environment)

Page 11: Authentic Courageous Conversations

Warm & Fuzzy

Sure DeathAuthority-driven

Delivery

People

Performance

Hi

Lo

Lo Hi

People-drivenWorld ClassPerformance

Page 12: Authentic Courageous Conversations

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

Page 13: Authentic Courageous Conversations

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

Page 14: Authentic Courageous Conversations

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

Page 15: Authentic Courageous Conversations

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

Page 16: Authentic Courageous Conversations

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

Page 17: Authentic Courageous Conversations

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

Page 18: Authentic Courageous Conversations

LABOUR RELATIONS: From FULLY  ENGAGED, DISAPPOINTMENT, DISCOURAGEMENT, DISTANCE,

DISCONNECT, DISCORD and FULLY DISENGAGED- What can organizations do to turn it around?

Page 19: Authentic Courageous Conversations

Reasons why entrepreneurs fail

Page 20: Authentic Courageous Conversations

“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

Page 21: Authentic Courageous Conversations

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

Page 22: Authentic Courageous Conversations
Page 23: Authentic Courageous Conversations
Page 24: Authentic Courageous Conversations
Page 25: Authentic Courageous Conversations
Page 26: Authentic Courageous Conversations

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

Page 27: Authentic Courageous Conversations

Courageous Authentic discussion One: Your Design

Page 28: Authentic Courageous Conversations

Career Direct ®

Educational Occupational

and

Page 29: Authentic Courageous Conversations

THE CAREER DIRECT ASSESSMENT +

ACTION PLAN = PROCESS

Page 30: Authentic Courageous Conversations

TM

Character= C1

Competence= C2

Consistency = C3

The C3TM Concept: Conversation two

30

Page 31: Authentic Courageous Conversations

Why Character?

“I’m convinced that 90% of failures in life are character failures, not ability failures.”

—Stephen Covey, The Eighth Habit

Page 32: Authentic Courageous Conversations

The C3TM Concept: Conversation Two

Page 33: Authentic Courageous Conversations
Page 34: Authentic Courageous Conversations
Page 35: Authentic Courageous Conversations
Page 36: Authentic Courageous Conversations
Page 37: Authentic Courageous Conversations

High Character

Low Skills

High Character

High Skills

Low Character

Low Skills

Low Character

High Skills

Page 38: Authentic Courageous Conversations

Commit to Sustain Character First

Page 39: Authentic Courageous Conversations

{

Reflective Question:What have

you heard so far?

Page 40: Authentic Courageous Conversations

Harmony

Page 41: Authentic Courageous Conversations

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?

Page 42: Authentic Courageous Conversations

The Five Practices ®

Model the Way Inspire A Shared Vision

Enable Others to Act

Challenge the Process Encourage the Heart

Page 43: Authentic Courageous Conversations

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?

Page 44: Authentic Courageous Conversations

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

Page 45: Authentic Courageous Conversations

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

Page 46: Authentic Courageous Conversations

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?

Page 47: Authentic Courageous Conversations

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

Page 48: Authentic Courageous Conversations

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

Page 49: Authentic Courageous Conversations

EQ Heartbeat Conversation 5

Page 50: Authentic Courageous Conversations

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

Page 51: Authentic Courageous Conversations

{

Double-click to insert company

name

Double-click to insert date

Page 52: Authentic Courageous Conversations

{

Page 53: Authentic Courageous Conversations

{

Page 54: Authentic Courageous Conversations

Authentic Conversations

Page 55: Authentic Courageous Conversations

{

Reflective Question:What have

you heard so far?

Page 56: Authentic Courageous Conversations

Conversation Six: Married and Parent For Life Can you merge Career Success and Family

Excellence?

Page 57: Authentic Courageous Conversations

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

Page 58: Authentic Courageous Conversations

Conversation 7: Half Time and Finish well

Page 59: Authentic Courageous Conversations

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?

Page 60: Authentic Courageous Conversations

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?

Page 61: Authentic Courageous Conversations

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?

Page 62: Authentic Courageous Conversations

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?

Page 63: Authentic Courageous Conversations

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

Page 64: Authentic Courageous Conversations

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

Page 65: Authentic Courageous Conversations

Requirements for change in excuses

+ +Clear

vision

Actionable

goals

Pressurefor

change

=

CHANGE

Page 66: Authentic Courageous Conversations

Requirements for change in excuses (Continued)

+ +Actionable

goals

Pressurefor

change

=

PLODDING

Page 67: Authentic Courageous Conversations

Requirements for change

(Continued)

+ +Clear

vision

Pressurefor

change

=

MARKING TIME

Page 68: Authentic Courageous Conversations

Requirements for change

(Continued)

+ +Clear

vision

Actionable

goals

=

DUST GATHERING

Page 69: Authentic Courageous Conversations

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

Page 70: Authentic Courageous Conversations

Chicken Lifestyle

Page 71: Authentic Courageous Conversations

{

Reflective Question:What are

you going to stop, start, initiate and maintain?

Page 72: Authentic Courageous Conversations

MENTORING THE NEW GENERATION-THE DESTINY WAY

Page 73: Authentic Courageous Conversations