LGRC CONFERENCEWorking Collaboratively for Greater Performance

and Productivity

Slide #1

CREATE YOUR HAT!

• Criteria:

• Something you can wear on your head.

• Made use of most if not all of the materials provided

• Represents a side of yourself that takes you out of your

comfort zone!

• Maximum time allotment: 30 minutes

Slide #2

OBJECTIVES

• At the end of the session, participants will be able to:

• Develop a greater awareness on the importance of

camaraderie at work and its impact in harmonising

systems, processes and results

• Identify best practices model to plan for a greater, more

productive, organic collaboration.

Slide #3

VUCA WORLD• Volatility — nature, speed,

volume, magnitude, and

dynamics of change

• Uncertainty— lack of

predictability of issues and

events

• Complexity—confounding of

issues and the chaos that

surrounds any organization

• Ambiguity— haziness of

reality and the mixed

meanings of conditions!

Slide #4

Source: Leadership and Accountability in Public Service by A. Gregorio-Medel

Slide #5

Source: Leadership and Accountability in Public Service by A. Gregorio-Medel

CONTEXT• What used to work before no longer works well

today.

• Outcomes of Choices are unpredictable

• Learning through experimentation

• Manage the context not the rule book

• Cultivate diversity of views to generate a

multiplicity of options

• Lead with empathy, reward accomplishment with

autonomy, and seek winning solutions for

stakeholders

Slide #6

Source: Leadership and Accountability in Public Service by A. Gregorio-Medel

NEW MINDSETS

• Focus is development, personal growth where

feedback is valued

• High Task/High Relationship, with passionate

engagement

• Collaborative environment where resources

are shared; partnering across functions in

service to the organization’s goals

• Culture is open, transparent and respectful

Slide #7

Adapted from: Fierce Leadership by Susan Scott

NEW MINDSETS• Views are shared openly and diverse even opposing

views are accepted.

• A willingness to name and address the issues at the

heart of a topic, truthfully and courageously

• Decisions are guided by shared values and ethics

• Issues are resolved with a sense of urgency ; original

thinking is encouraged. This becomes the new normal

for the individual and the organization

• Happiness and a deep pleasure in the work

Slide #8

Adapted from: Fierce Leadership by Susan Scott

A FIERCE ADAPTIVE LEADER• Commits to a way of life, not a business strategy

• A way of life that over time becomes about WE, not me.

About one another.

• The practice of mobilizing people to tackle tough challenges

and thrive.

• About what’s best for the greater good.

• About knocking the down the walls that separate us.

• Not knowing the answers, but FINDING the answers.

• Not having a work conversation, but a human conversation.

• Being creative and compassionate.

Slide #9

Source: Fierce Leadership by Susan Scott; Leadership and Accountability in Public Service by A. Gregorio-Medel

Slide #11

WORKSHOP

• Is this possible in DILG? Would it work?

• What do you think are the Possibilities if you could

make it work?

• What will it take from you to make this happen?

• Are you willing to take that risk?

Slide #12

ACCOUNTABILITYSlide #14

WHAT DO WE NORMALLY

ASSOCIATE

ACCOUNTABILITY WITH?Slide #15

Source: Fierce Leadership, Susan Scott

BLAME, CULPABILITY, BEING

RESPONSIBLE, BEING WRONG,

MAYBE EVEN BEING FIRED.Slide #16

Source: Fierce Leadership, Susan Scott

Slide #

BLAMEBlame ≠ Taking Responsibility, No Accountability

17

BENEFITS OF BLAME

• Being right

• Domination (I’m better than you)

• Justification or Excuses

• Avoiding responsibility

Slide #18

COSTS OF BLAME

• Relationships

• Productivity

• Health or Well-being

• Peace of Mind

• Creativity

Slide #19

WHERE DOES

ACCOUNTABILITY START?Slide #20

FIERCE ACCOUNTABILITY

• A desire to take responsibility for results; a

bias toward solution, action.

• An attitude; a personal, private,

nonnegotiable choice about how to live one’s

life.

Slide #21

Source: Fierce Leadership, Susan Scott

• What if, instead of holding others

accountable, we held ourselves accountable

and others able -- able to take charge, take

action and effect change?

• What if, instead of pointing fingers and laying

blame, we modeled accountability and

inspired others to do the same?

Slide #22

Source: Fierce Leadership, Susan Scott

WHAT DOES BEING ACCOUNTABLE LOOK LIKE?

• Being accountable starts with you. This includes being accountable

in front of everybody else.

• Doing what you said you’d do.

• Taking responsibility for disappointing results

• Focusing on taking action

• Asking, “given this result, what will I do about it?”

• And if things go wrong with others asking the same question. “Given

this result, what are you going to do?”

Slide #23

Source: Fierce Leadership, Susan Scott

ACCO• Assess your situation. Get present to what’s really going on

around you (your thoughts, feelings, interpretations and the

facts, observable behavior). Put a name to your context.

• Consider the impact of staying in your current context.

• Choose only because you chose it.

• Own your choice. Take responsibility and claim back your

power to create.

• Create a new view that replaces the view you set aside and

that gives you power to deal with the situation. Plan out your

next steps from there.

Slide #24

CONNECTEDNESS VS. THE ILLUSION OF SEPARATION

Slide #25

WORLD