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1 © 2015 Continuity Consulting
CREATING A POCKET OF GREATNESS
Keith ALDRICH Chris BALTZLEY
CREATING A POCKET OF GREATNESS
“How does a well-intentioned, hard-working
leader build and sustain healthy culture and
high-performance within their particular
sphere of influence?”
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3 © 2015 Continuity Consulting
What do we mean by
POCKET OF GREATNESS?
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HUMAN FLOURISHING
BU
SIN
ESS
RES
ULT
S
2
1 3
4
BOTH/AND is both
SUSTAINABLE and
STRATEGIC
© 2015 Continuity Consulting
Expect that your constraints can
be overcome and outsmarted.
© 2015 Continuity Consulting
• The LEADERSHIP PARADIGM necessary to create a
pocket of greatness
• The PRACTICES that will help you build a healthy,
high-performing team within a larger organization
• The PANEL OF GREATNESS
• The RISKS AND REWARDS of embarking on such a
challenge
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CREATING A POCKET OF GREATNESS
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Imagine
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LEADERSHIP
PARADIGM
LEADERSHIP PARADIGM necessary to create a pocket of greatness
Paradigm, “A set of assumptions,
concepts, values, and behavior
that constitutes a way of
viewing reality.”
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Be intentional. No assumptions.
LEADERSHIP
PARADIGM
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Clarify your Leadership Point of View.
LEADERSHIP
PARADIGM
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Adopt a destination orientation.
LEADERSHIP
PARADIGM
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Model your preferred future.
WALK THE TALK.
LEADERSHIP
PARADIGM
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LEADERSHIP
PARADIGM
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LEADERSHIP PARADIGM
necessary to create a pocket of greatness
1. Be intentional. Make no assumptions.
2. Clarify your Leadership Point of View.
3. Adopt a destination orientation.
4. Model your preferred future.
5. Protect the pocket.
16 © 2015 Continuity Consulting
THE PRACTICES that will help you build a healthy, high-performing
team within a larger organization
THE
PRACTICES
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THE
PRACTICES
Communicate your Leadership Point of View.
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1
Define your pocket.
THE
PRACTICES
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THE
PRACTICES
Establish staff-digestible strategic clarity.
Our Strategy for 2015 Mission Statement: Why We Exist
Core Values: How We Behave
Business Definition: What We Do
Strategy: How We Will Succeed
Goals: What is Most Important
Roles: Who Must Do What
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THE
PRACTICES
When change is needed,
address root causes.
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RESULTS
ACCOUNTABILITY
COMMITMENT
CONFLICT
TRUST
Inattention to
Avoidance of
Lack of
Fear of
Absence of
Where leaders
feel the pain. ROOT
CAUSES
ROOT
CAUSES
How do we get to the root causes?
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ROOT
CAUSES How do we get to the root causes?
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ROOT
CAUSES
ASSESS. Use data to identify THE WAY THINGS ARE, to
reinforce THE WAY THEY COULD BE, and to show
everyone WHY THINGS NEED TO CHANGE.
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ROOT
CAUSES
LISTEN. Ask GOOD QUESTIONS.
Listen well.
FOLLOW UP.
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ROOT
CAUSES
LEARN. Learn to distinguish Technical Problems
from Adaptive Challenges
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ROOT
CAUSES
Distinguishing between Technical
Problems and Adaptive Challenges
•
•
•
•
•
•
•
•
•
•
•
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THE PRACTICES that will help you build a healthy, high-performing team
1. Communicate your Leadership Point of View.
2. Define your pocket.
3. Establish staff-digestible strategic clarity.
4. When change is needed, address root causes.
• To unearth root causes:
• Assess
• Listen
• Learn to distinguish between Technical Problems
and Adaptive Challenges
29 © 2015 Continuity Consulting
THE PANEL OF GREATNESS
30 © 2015 Continuity Consulting
Randy DEEMS Chief Deputy Director,
Department of Housing and Community
Development
Amber BARNETT Chief,
Community Reentry Services,
California Department of Corrections and Rehabilitation
Kristine RODRIGUES Assistant Deputy
Director,
Labor and Human Resource Management,
CAL FIRE
Establish staff-digestible strategic clarity. 31 © 2015 Continuity Consulting
Get close to the situation.
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Get close to the situation.
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THE RISKS AND REWARDS
REWARDS
AND RISKS
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REWARDS
AND RISKS
© 2015 Continuity Consulting
THE RISKS ARE REAL
BUT SO ARE THE REWARDS
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IDEALISM. GRIT. © 2015 Continuity Consulting
40
REWARDS
AND RISKS
© 2015 Continuity Consulting
THE IMPACT
41 © 2015 Continuity Consulting
Keith ALDRICH Chris BALTZLEY
What legacy will you leave?