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Leveraging the Power of People & Purpose
LINDA DUNKEL,
CHAIRMAN EMERITUS
session agenda:
Practical Leadership Tools for Conscious Leaders 2
▸ ▸
Purpose
Values
Facilitative
Leadership®
(IISC)
Belfast
(IISC)
Employee
Owned Majority
Women
Owned
ESOP
100
Facilitative
Leaders in
Israel
“Best Boss”
In America
Developing
Young
Leaders at the
Bali Institute
Total Access™
Stakeholder
Toolkit
Culture
Research
TRUST
Awards for
Excellence
Interaction Associates:
A consciously capitalist company since 1969.
3
19
69
19
85
19
90
19
93
19
95
20
01
20
02
20
05
20
06
20
09
20
11
-
20
12
Practical Leadership Tools for Conscious Leaders
Israel
Practical Leadership Tools for Conscious Leaders 4
clients:
FOUR PILLARS OF
Conscious
Business
5 Practical Leadership Tools for Conscious Leaders
tools and
methods to
support each
CC pillar Practical Leadership Tools for Conscious Leaders 6 4/17/2013
Higher
Purpose
7 Practical Leadership Tools for Conscious Leaders
Practical Leadership Tools for Conscious Leaders 8 4/17/2013
Phase
Training
Legend
CPS Vision/Goal Collaborative Process
FAB 52Meetings
Current State
• Loyal &
dedicated work
force
• Supportive
owner & board
• Big change
transition
underway
• Desire to build
commitment
to change
faster…
• CPS vision &
plan in place
but not for 15+
years out and
not developed
by entire
company
Activities
Agreements
Communication
Deliverables
Board
Future State
• Completed
vision &
big goal for
CPS 2020
• Ownership of
vision,
big goal &
strategy by
CPS
employees
• Informed &
Motivated work
force
• Stronger
employee trust
& confidence
FAB 539
J TJ Team Ambassadors
A
Employees Board of Trustees
Interaction Associates
N
S
W E
Milton LeeBig Goal/Vision
Sponsorship Phase
(May–June 2003)
• Board/Management
“Forward” to launch the
initiative
• Role of CPS Board in entire
process
• Scope of deliverables
• Key parameters
• List of Roles &
Responsibilities
• Draft Charter
Process Design Phase
(June–September 2003)
• Purpose, Scope &
Deliverables
• Team members (Jupiter
Team)
• Key stakeholders
• Decision-Making
• Involvement strategy
• Team Charter
• Process map for entire
project
FLE
Early Input & Prep Phase
(September–November 2003)
• Jupiter Team meeting to prepare for FAB 52 (10/8)
• Market oriented training for Jupiter Team (10/8)
• FAB 52 meeting (10/9)
• Post FAB 52 meeting (10/10)
• FAB 539 meetings (10/15-16)
• Post FAB 539 meeting (10/22)
• Jupiter Team & Ambassador Prep and Training
(10/28-29)
• Market oriented training with SME's
• Training for Ambassadors on Purpose, Process, etc.
• Agreement on Content for FAB 52 & FAB 539
meetings
• FAB 52 support of the process
• FAB 539 support of the process & assist in
scheduling meetings
• Select Ambassadors
• General e-mail & Employee update about Jupiter
Team initiative
• “Minute with Milton” messages periodically
All Co. Input & Discussion Phase I
(November 2003–February 2004)
• Multiple mass meetings (11/10 - 1/27)
• Jupiter Team synthesis meeting (2/4-5)
• Meeting with FAB 52 (2/10)
• Jupiter Team Phase I close-out meeting
(2/17)
• Agreement on a draft of Core
Values & Purpose
• Agreement on Final Deliverables for
Phase I
• E-mail & Employee update on Advance
Story Phase I
• E-mail & Employee update on Board
Approval of Phase I
• Board Update
• Board Recommendation
• Board Approval Phase I
All Co. Input Phase II
(March–May 2004)
• Jupiter Team/
Ambassador
preparation for
Phase II (3/9)
• Multiple mass
meetings
• Jupiter Team report
out meetings
• Marketing training
• Agreement on
Agenda’s for mass
meetings & content
• E-mail & Employee
update on
Advance Story
Phase II
Final Agreements, Phase I & II
(May–June 2004)
• Jupiter Team Synthesis (5/11-12)
• FAB 52 Feedback (5/13)
• Jupiter Team close meeting (5/19)
• Board approval
• Milton’s spring tour (6/2-17)
• Agreement on draft of Vision & Big
Goal
• E-mail & Employee update on
announcement of Phase II completion
Agreements
• Jupiter Team meeting to
launch/charter/train
(8/20-21)
• Jupiter Team meeting to
design entire process
(9/3-4)
• “Minute with Milton”
• General e-mail update re:
launch of Jupiter Team
• E-mail & employee update
• Board Recommendation
• Board Approval Phase II
Values & Purpose Spring Tour
N
S
W EJ
T
Draft Charter
Process Map
J T
N
S
W E
J T
Market Training
J T
N
S
W E
FL
FL
FL
FL
E
N
S
W E
J T
A
J T
J T J
TN
S
W E
N
S
W E
E J T
N
S
W E
E
J T
A
A
Multiple Meetings
J T
Multiple Meetings
A
J T
A
Spring Tour
N
S
W E
Stakeholder
Orientation
9 Practical Leadership Tools for Conscious Leaders
10 Practical Leadership Tools for Conscious Leaders
SITUATION
Transform several IT groups to use a
single technology platform, break down
sub-brand silos, and develop adaptive
leaders to deal with complex, systemic,
disruptive and ongoing change.
ACTION
Provided Change Management consulting
services and delivered
development to accomplish
restructuring within a 4-month time
period. Facilitated “Town Hall” employee
meetings to quicken the pace of
acceptance of change. Developed top
150 leaders to be effective change agents
and collaborative leaders.
Practical Leadership Tools for Conscious Leaders
RETURN ON INVOLVEMENT
• Moved team morale from
“anger” to “acceptance &
enthusiasm”
• Met desired cost savings
• Restructured IT
organization
• Prepared leaders for
ongoing change
• Received service award
for stakeholder inclusion
Conscious
Leadership
12 Practical Leadership Tools for Conscious Leaders
13
“We selected IA as a partner because
their content and delivery style is
consistent with the cultural values we
are trying to instill in our leadership.”
“Our leadership development
program was intended to be more
than a program to train our leaders
— but a strategic initiative to
change the culture.”
Donna Tanenbaum,
VP, Human Resources
Practical Leadership Tools for Conscious Leaders
Create leaders at all levels who
reflect a common way of . . .
………………………
………………..…
…………
………………………
Practical Leadership Tools for Conscious Leaders 14
products &
services
for leaders
at all levels.
Common Foundation
Frameworks, language, and mindsets that enable
organizational performance through shared strategic
thinking, accelerated decision making and execution, team
effectiveness, and heightened employee engagement.
Practical Leadership Tools for Conscious Leaders 15
Managing with Impact
Teams in Action
Team Meetings
First
Facilitative Leadership
Teams in Action
Facilitating Change
The Coaching EDGE
Essential Facilitation
Collaborate to Innovate
Applied Learning
Coaching
Strategic Thinking
Mid
Strategic Leadership
Skills
Team Sponsorship
High Potential
Leadership Coaching
Change Leadership
Strategic/High Stakes
Consultation and
Facilitation
Action Learning
Coaching & Problem-
Solving
Senior
Accelerator Series
Team Sponsorship
Executive Coaching
Change Leadership
Strategic/High Stakes
Consultation and Facilitation
Executive
Conscious
Culture
16 Practical Leadership Tools for Conscious Leaders
Leadership
Collaboration
Trust
Practical Leadership Tools for Conscious Leaders 17 4/17/2013
LEADERSHIP & WINNING CULTURES
Research
2009-2013
18
SHARE
RESPONSIBILITY
FOR SUCCESS
Leaders in High
Performing
Organizations help
employees “share
responsibility” for
business outcomes,
and shifted their
focus from creating
an organization of
“me” to an
organization of “we”.
Practical Leadership Tools for Conscious Leaders
Twice as likely to report that
they consciously involve
employees in decisions.
Twice as likely to involve ---
and therefore be confident
in their ability to retain key
employees.
Practical Leadership Tools for Conscious Leaders 19
high trust companies generate
superior performance Practical Leadership Tools for Conscious Leaders 20
Disengaged Involved
Q11.
Which of the following
statements best
describes your
organization?
Our employees view
their jobs as a means to
a paycheck; if another
opportunity came along,
they would take it.
Our employees are
satisfied with the
company; they see it as a
good place to work. Few
would be motivated to
seek another job.
Our employees are
highly engaged and are
committed to their
profession and jobs;
employees willingly
expend discretionary
effort to achieve results.
In addition to being highly
engaged, our employees are
actively involved and share
responsibility for the
organization’s success;
managers provide meaningful
opportunities for employees to
give input and/or participate in
decisions that affect them.
organizational & business impact of trust Practical Leadership Tools for Conscious Leaders 21
involvement drives
key employee retention Practical Leadership Tools for Conscious Leaders 22
the collaborative
leader builds trust Practical Leadership Tools for Conscious Leaders 23
Receptive
& Flexible Strategic
Collaborative
• Creates opportunities
for people to work
together
• Shares the power of
decision making
• Promotes the value of
win-win solutions
• Actively encourages
others to contribute
• Accepts others’ ideas,
perceptions, and
feedback in a non-
defensive way
• Adjusts plans to meet
changing needs
• Reminds others of the
“big picture” and the
overarching goal
• Keeps attention focused
on high leverage issues
and activities
• Provides perspective at
critical moments
“Everybody sees right
through your damned
transparency.”
24 Practical Leadership Tools for Conscious Leaders
Tool
Collaborative
Decision-Making
Practical Leadership Tools for Conscious Leaders 25
"WHAT AM I AFRAID OF LOSING CONTROL OVER?"
– The nature and quality of the result?
– The process for getting there?
– How people behave?
– My own feelings?
26 4/17/2013 Practical Leadership Tools for Conscious Leaders
TIME
AVAILABLE
How much time can be spent
on making the decision?
IMPORTANCE
OF DECISION
How important (versus how
trivial) is the issue to group
members and to the
organization?
INFORMATION
NEEDED
How much information and
expertise do the group
members have regarding this
issue?
NEED FOR
BUY-IN
How much participation is
necessary to ensure
implementation?
CAPABILITY How much ability and
experience does the group
have operating as a decision-
making team?
BUILDING
TEAMWORK
What is the potential value of
using this opportunity to
create a stronger team?
Factors to
Consider
Practical Leadership Tools for Conscious Leaders 27
Decide and Announce
POSSIBLE DISADVANTAGES
• May not be the most well-
informed decision
• Those assigned to carry
out the decision may balk
at implementation.
• Those affected by the
decision may harbor
resentment about not
having been asked their
opinion.
Practical Leadership Tools for Conscious Leaders 28
POSSIBLE ADVANTAGES
• Decision can be made
quickly
• Leader is in immediate
control of the decision
• Implementation can begin
immediately
Gather Input from Individuals
and Decide
POSSIBLE ADVANTAGES
• More information with
which to make a decision
• Increased likelihood that
decision will be carried
out
• Doesn't require a meeting
of all the players
POSSIBLE DISADVANTAGES
• Some players may feel
arbitrarily excluded.
• If the decision is in
conflict with input,
players may undermine
decision or be less likely
to provide input the next
time.
Practical Leadership Tools for Conscious Leaders 29
Gather Input from Team
and Decide
POSSIBLE DISADVANTAGES
• Takes more time
• May surface issues or
conflicts inappropriate for
that meeting
• If resulting decision is in
conflict with input, people
may sabotage
implementation.
Practical Leadership Tools for Conscious Leaders 30
POSSIBLE ADVANTAGES
• More creative thinking
because of group synergy
• Increased likelihood of
well-informed decision
• People feel included and
may be more
committed to
implementation
Consensus
POSSIBLE DISADVANTAGES
• May take more time.
• Team members may not
have the collaborative
skills needed to reach
agreement.
• People may interpret
leader's choice of
consensus approach as
weakness.
Practical Leadership Tools for Conscious Leaders 31
POSSIBLE ADVANTAGES
• Educates the team
through active
participation
• High level of support for
decision
• Quicker implementation
because more people are
already up and running
on the issues at hand
Delegate Decision
with constraints
POSSIBLE DISADVANTAGES
• Team may not have the
skill, experience, or
perspective to make an
informed decision.
• May take more time
• Team may take on issues
outside the bounds of the
task.
Practical Leadership Tools for Conscious Leaders 32
POSSIBLE ADVANTAGES
• Frees leader up to deal
with other issues
• Minimizes undermining of
the decision
• Develops leadership
capability of others
Exercise
A decision I have to make and my own 'involvement strategy’
…
Practical Leadership Tools for Conscious Leaders 33
Tool
Collaborative
Decision-Making
Practical Leadership Tools for Conscious Leaders 34
Questions?
35 Practical Leadership Tools for Conscious Leaders
Practical Leadership Tools for Conscious Leaders 36 4/17/2013
Thank You!