High Performance - AIA Minnesota · High Performance: The Art of Staying Relevant Nick Ruehl, AIA 2016 AIA Minnesota Convention Objectives • Inspired to Stay Relevant & Perform

High Performance:

The Art of Staying RelevantNick Ruehl, AIA

[email protected]

Event #61 Handouts

2016 AIA Minnesota State Convention

2016 AIA Minnesota Convention

High Performance:

The Art of Staying RelevantNick Ruehl, AIA


Objectives• Inspired to Stay Relevant & Perform Your Best

• Understand Cultural Trends (Jeffries)

• Learn 8 Steps Staying Relevant

• Lead a Conversation About Cultural Trends


Today’s Agenda• Discuss Relevancy & HP, Leadership, & Culture

• Review the 14 Cultural Trends (Jeffries)

• Small Group Breakout - 14 Cultural Trends

• Share 8 Inspirations to Stay Relevant


RelevantCurrently Meaningful

or Purposeful


ContinuousLearning


ProjectsDesign, Codes, Metrics, Systems

ProcessesCM, D/B, IPD, ID

Technology CAD, CRM, PM, 3DP, VR


People & Culture


PeopleHuman Interaction

Communication / Teaming / Diversity

Rapidity of ChangeLearn / Unlearn / Learn

Forces of StressWork / Family / Financial

Leadership DevelopmentSelf Awareness & Emotional Intelligence


Organizational CultureHuman Interaction

Virtual, Communication, Community

Rapidity of ChangeFads v Trends

Forces of StressSchedules / Processes / Financial

Organizational LeadershipCrafting the Vision & Living the Values


Alvin Toffler, FuturistFuture Shock, Third Wave, Powershift

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn. ”

Alvin Toffler


Leaders are Responsible for

&Stewards of the Culture


The Five Practices of Exemplary Leadership:

What Leaders “Do”:

• Personify the Shared Values

• Teach Others To Model the Values


2 Truths of 10

#2: Credibility is Foundation

•Honest, Forward-Looking, Inspiring, Competent

#8: Either Lead by Example or You Don’t Lead at All


“Leaders must take a role in developing, expressing, and defending civility and values.”

Max De PreeFormer CEO, Herman Miller

• Integrity• Building & Nurturing Relationships• Community Building


StewardshipThe Careful and Responsible Management

of Something Entrusted to One's Care.


Design Professionals

HealthSafety

Welfare


Leaders

Power to Lift Up& the

Power to Let Down!


You cannot sustain High Performance

without your

people and your firm being Relevant


8 Inspirationsfor Leaders to Stay Relevant


Scan The Horizon


Evaluate Fad v Trend


Will

William “Bill” Jeffries

2016 AIA Minnesota Convention 2016 AIA Minnesota Convention

Your Attitudes&

Your Experiences


Old Culture

Discussion • Top Down

• One Way

New Culture

Dialogue:• Bottom Up, 2 Way

• Multiple Inputs

• Honest Feedback


Old Culture

Avoid Risk • Status Quo

New Culture

Reward Risk:• Try / Embrace

New Approaches


Old Culture

Not Failing• Leadership Focus

• Picture of Failure

New Culture

Succeeding• Leadership Vision

• Picture of Success


Old Culture

Hesitancy• Tell Half Truth To

Avoid Conflict

New Culture

Openness / Trust• Honest

Disagreement

• Creative Tension


Old Culture

Information

Orientation • Updating

• Sharing

New Culture

Process

Orientation• Challenge / ????

• Solve / Innovate


I hope it’s during a staff meeting because the transition to death would be so subtle.

If I Die:


Old Culture

Filing

Information• Stratification

• Protection

New Culture

Sharing

Information• Up & Down Org.

• Ins & Outs of Bus.


Old Culture

Individual Agenda • Personal

• Department

• Location

New Culture

Team Agenda• Incentives

• Rewards

• Recognition


Old Culture

Obtrusive

Hierarchy Focus:• Strata, Bureaucracy

• Game of Favorites

New Culture

Transparent

Hierarchy Focus:• Remove Obstacles

• Work / People


Old Culture

Control• Directive

• One Way ‐ Down

New Culture

Involvement• Do It Together

• Empowerment


Old Culture

Internal

Competition Focus: • Status / Resources

• Depts. / Teams

New Culture

External

Competition Focus:• Prospects / Market

• Industry Knowledge


Old Culture

Use Knowledge• Conceal Lessons

• Silos

New Culture

Apply Learnings• Transfer Lessons

• Across Company


Old Culture

Directed• Prescribed

• Systematic

• Regimented

New Culture

Empowered• Enabled

• Lead to Achieve HP

• Ground‐Up Success


Old Culture

Individual Values• Personal Values

• Many Differences

• Rights to Values

New Culture

Shared Values• Company Values

• What Matters

• Rewarded Or Not

MyValues

MyValues

MyValues

Our Values


Old Culture

Accept

Differences• Begrudging / Legal

• Quotas / Parity

New Culture

Value

Diversity• Humane, Practical

Pragmatic

WAS²M³TJ


Small Group Exercise

ChallengeSolutionAction


3 People / Group1 Principal / Group

30 Minutes


Challenge / 5 Min

Brainstorm / 4 Min

Action / 1 Min

X3 (10 Min / Person)

Key Take-Aways (Ahas)


Scan The Horizon


Evaluate Fad v Trend


Stretch For Alternatives


Courageously Decide


Plan the Change


Stay the Course


Seek & Understand Feedback


Adjust the Sails


LeaderLeader

Leader

Who’s Job Is It?


“With One Minor Exception, the Entire World is Made Up of Others.”

John Maxwell


Stay Relevant!

Make a Difference!

Old Culture New Culture Discussion

Avoid Risk

Focus = Not Failing

Hesitancy (Checking)

Information Orientation

File Information

Individual Agenda

OBTRUSIVE Hierarchy

Control

Internal Competition

Use Knowledge

Directed

Individual Values

Accept Differences

Dialogue

Reward Risk

Focus = Succeeding

Openness & Trust

Process Orientation

Share Information

TEAM Agenda

TRANSPARENT Hierarchy

Involvement

External Competition

Apply Learnings

Empowered

Shared Values

Value DiVersIty

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Definitions 1. Discussion vs. Dialogue: Top Down, One Way vs. Encouraged Bottom Up, Two Way, Multiple Inputs, Honest Feedback

2. Risk Avoidance vs. Risk Rewarding: Status Quo vs. Willingness to Try/Embrace New Approaches

3. Not Failing vs. Succeeding: Focus/Vision of the Leadership Message

4. Hesitancy vs. Openness and Trust: Hesitant to Tell Whole Truth to Avoid Conflict vs. Honest Disagreement

5. Information vs. Process Orientation: Focus of Meetings – Updating/Sharing/Information vs. Challenge/Solve/Fix

6. File Information vs. Share Information: Stratification/Protection of Information vs. Sharing Up and Down Organization

7. Individual Agenda vs. Team Agenda: Reward Individual vs. Team / Department vs. Team / Location vs. Team

8. Obtrusive vs. Transparency Hierarchy: Obsessive Attention to Hierarchy (Suck Up) vs. All Focused on Work & Customer

9. Control vs. Involvement: Directive, One Way ‐ Down vs. Learning / Doing It Together / Empowerment

10. Competition Within vs. Without: Focused on Competition for Internal Resources/Status vs. Competing Externally

11. Use Knowledge vs. Apply Learnings: Protection of Lessons Learned (Silos) vs. Wide Sharing of Lessons Learned/Change

12. Directed vs. Empowered: People are Directed vs. People Enabled to be Empowered

13. Individual vs. Shared Values: Organizational Values Clear, Understood Internally and Externally, Behaviors Aligned

14. Accept Differences vs. Value Diversity: Race/Gender/Personality ‐ Grudging Acceptance vs. Avid Valuing

“Growing A High Performance Culture”

Cultural Self-Assessment Where Am I? Where Are We?

Ruehl + Nick Ruehl, AIA Ruehl + Associates 612‐889‐2851 [email protected]

Assessment used with permission from William C. Jefferies, Author

InvolveInspireInvest

Innovate

8 Steps To Staying Relevant

High Performance: The Art of Staying Relevant!

Leaders areResponsible for

&

Stewards of the Culture

Nick Ruehl, AIA Ruehl + Associates 612‐889‐2851 [email protected] +

2016 State Convention

Documents

High Performance - AIA Minnesota · High Performance: The Art of Staying Relevant Nick Ruehl, AIA 2016 AIA Minnesota Convention Objectives • Inspired to Stay Relevant & Perform