SRG - A System of Leadership Discipline - …michiganlean.org/resources/Pictures/SRG - A System of Leadership...Dennis Sergent 517-285-5500 [email protected] 07/09/2017 - Page

LearningProgram

ASystemofLeadershipDiscipline

Facilitated by Dennis Sergent Assisted by Rob Pease

517-285-5500

Abstract

•  Leadersmustuseperson-centeredoversighttoensurethatthesystemfunc7onsbotheffec7velyandconsistentlyover7me.

•  Leadershipestablishesthestrategyanddirec7onforvalueproduc7onandisul7matelyresponsibleforthequalityoftheprocessesandtheiroutcomestoensuretheorganiza7onappliesitsvaluesconsistentlyinopera7on.

•  Improvementini7a7vestypicallyfocusonfrontlineprocesses,yettooo@enfailtodevelopandintegratestandardworkforsupervisors,managersandexecu7ves.

•  Everypersonintheorganiza7onhasanecessaryroletofulfillandneedscoachingtoimproveintheirrole.

•  Thisstandardworkisessen7altotransformingtheorganiza7on’sculturebecauseimprovementismadeintheboardroomandexecu7vesuitesaswellasontheshopfloorandthebackoffice.

[email protected]/09/2017-Page2

LearnerObjec<ves

1.  Understandthe5cri7calareasofmanagementandleadershipfocus

2.  Prac7ceusingthe“ExtraordinaryLeadership”model3.  GiveandgetfeedbackintheDIRECTmodelofcoaching4.  DocumentaPersonalAc7onPlantofurtherdevelopthe

professionalcapabilityofLeadershipDiscipline5.  Understandtheresponsibilityofleadershipforboththe

processandtheoutcomes,aswellastheculture.


LearningAgenda

•  20Minutes–  ExtraordinaryLeadershipModelDiscussion

•  100Minutes–  ExercisesinDIRECTModel

•  15Minutes–  Break

•  30Minutes–  SharedFeedbackatTables

•  30Minutes–  SharedFeedbackAcrosstheRoom

•  45Minutes–  BenefitsofDIRECTModel–  WrapUp


ProgramObjec<ves

Uponcomple7onofthisprogramyouwillbeableto:•  UnderstandtheExtraordinaryLeadershipmodel•  Understandthescien7ficperspec7vesinthecri7calroleof

communica7onsandfeedbacktoyourleadership•  DemonstrateDIRECTCoachingskillsandassociatedleadership

behaviorswithyourteam,yourpeersandyourmanagement.•  Demonstratedifferentapproachestobothmanageandleadteams.•  Beginyourtransforma7onwithanumberofprintedandonline

references


Today’sLearning•  OurThesis-ManagementandLeadershipisRequired

–  ItisNOTan“EitheroneORtheother”proposi7on–  Weneedbothfororganiza7onstoperform–  Theybothshouldhavesimilaraims–  Buttheyaredifferent

•  WelookathowExtraordinaryLeadersact–  Andexploreyourimpactsonpeople,theteam,systemandworkplace–  Throughprac7ceoftheDIRECTModelofcoaching–  ReviewModels,Research&Wri7ngsofGreatThinkers

•  Zenger,Folkman,Ackoff,Bennis,Deming,Joiner,Raelin,Scholtes

–  ShareYourDialogue&Thinking


AnIntroduc<onthisLearningProgram

•  Learning,nottraining–  Thisisaboutyou,notthefacilitator

•  Dialogue,notalecture–  Wewillfacilitatethedialogueaboutthesubject

•  Wewillnotreadtheslidestoyou–  Wewillusethehandoutsasapointofreferencetodayandinthefuture

•  Youdonotneedtoreadalltheslides–  Butitmighthelpyoulearnmoreifthesubjectmalerstoyou

•  PartofanEmergingTransforma<onofQuality–  Management&LeadershipDevelopmentProgram–  GoodManagementPrac7ces–  Professional,QualityManagementFundamentals–  Effec7veOpera7ons–  QualityByDesign–  Lean,RapidImprovement,ProcessRedesign(NOTReengineering)


Toyota’sOpera<ngSystemFounda<on

Values•  Con7nualImprovementandRespectforPeople

Principles•  Philosophy

–  Makestrategicdecisionsbasedonlongtermphilosophy

•  PeopleandPartners–  Growleaderswholivethephilosophy–  Respect,developandchallengeyourpeople–  Respect,challengeandhelpyoursuppliers

•  ProblemSolving–  Learncon7nuallythroughsmall,rapidcyclesofimprovement–  Goseeforyourselftothoroughlyunderstandissues–  Makedecisionsaboutadjustmentscarefullywithfacts;implementrapidly

•  Process–  Moreonnextpage


Toyota’sOpera<ngSystem-Process

Process•  Createprocessflowtosurfaceproblems•  Usepullsystemstoavoidoverproduc7on•  Levelouttheworkload•  Stopwhenthereisaqualityproblem•  Standardizetasksforcon7nualimprovement•  Usevisualcontrolssonoproblemsarehidden•  Usereliabletechnology

ProcessIsImportantforLeadershipToo!•  Leadershipprocessesleadtodisciplineinmanagementand

opera7ons


Control or Autonomy (Commitment) The work of David Langford, Chris Argyris, Daniel Pink and Atul Gawande informs this “Teacher/Learner Quality” process.

TeacherControl

LearnerCommitment

LearnerWithoutControl

TeacherCommitment

LEVEL

OF

CONTROL

DO TO DO FOR DO WITH IMPROVE LEARNING

PROCESS OVER TIME

LEVEL

OF

TRUST

Learnertakesonresponsibilityfortheirownlearningprogressandbecomesac<velyengagedthroughtrustand

intrinsicmo<va<on.

Teacher and leader focusesonaim,improvingthelearningprocessandengagementincommunica<ons.


BasicPrinciples

•  Consensusmeans“Icanlivewithit”•  FocusOntheSitua7on,IssueorBehavior,Notonthe

Personali7es.•  MaintainConstruc7veCommunica7onsandRela7onships.•  TakeIni7a7vetoActandMakeBelerResults.•  LeadbyPersonalExample.•  KeepFocusOnthePurpose•  GiveEveryIssueTime,InTimeandOnTime.•  Whatissharedinourlearning–confiden7alinforma7on

aboutourpersonsandorganiza7onsstaysconfiden7al

and

•  Wemakethegroundrules


LessonOne:AnOverviewoftheExtraordinaryLeadership&DIRECTModels

20 Minutes


ExtraordinaryLeadership

•  Zenger&Folkmanwrote“TheExtraordinaryLeader”a@erextensiveresearchonhowgoodmanagerscouldbecomegreatleaders.


Research Based Method & Book JohnZenger&JosephFolkmanusedover25leadershipinstrumentstoguideanalysisanddatacollec7on

–  2000Uniqueassessmentitems

–  Over200,000ques7onnairesabout20,000leaders–  Diverseindustriesandgeographies

•  Iden7fiedtop10%ofperformersandbolom10%thenaskedtheseques7ons:–  Whatseparatedthesetwogroups?–  Whatareleadershipcompetencies?


From Complexity Came Simplicity •  Whatseparatedthesetwogroups?

–  Theleadershipcompetencies

•  Whataretheleadershipcompetencies?–  Character–  PersonalCapability–  InterpersonalSkills–  LeadingChange–  FocusonResults


FiveAreasofFocus

•  Character•  PersonalCapability•  InterpersonalSkills•  LeadingChange•  FocusonResults

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccessof

theCompanyandEmployees

FOCUSONRESULTS:1.   LeadsforResults2.   EstablishesStretchGoals3.   TakesIni<a<ve

LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamtoThe

OutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyandProlifically2.   BuildsRela<onships3.   DemonstratesCollabora<onandTeamwork4.   DevelopsOther5.   InspiresandMo<vatesOtherstoHigh

Performance

PERSONALCAPABILITY:1.   Technical,ProfessionalExper<se2.   AnalyzesIssues&SolvesProblems3.   Innovates4.   Prac<cesSelf-Development


ExtraordinaryLeadershipModel

•  “TheExtraordinaryLeader”documentedextensiveresearchfocusedonfiveareasofcompetency

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccess

oftheCompanyandEmployees



OutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyandProlifically2.   BuildsRela<onships3.   DemonstratesCollabora<onand

Teamwork4.   DevelopsOther5.   InspiresandMo<vatesOtherstoHigh

Performance



OurLeadershipShows

Leadershipshowsthrough:

•  Conversa7ons•  Theseareyourinterpersonalskills

•  Ac7ons•  Theseareyourpersonalcapabili3es


Scholtes’-ThePeopleSideofManagementUnderstandingPeople•  Inpar7cularhowpeoplelearn,develop,interactandcommunicate.•  Thisconnec7onandvaluedrela7onshipwithpeopleisrequiredofmanagers.•  Also-leadersneedtounderstandhowpoorleadershipcandemo7vate.•  ForPeterScholtesviewonmanagement–andleadership

–  “Withoutpersonalfacetofacerela3onships,thereisnoleadership.”

GivingMeaning,Direc<on,FocusandVisionBecomesLeadership•  Leadersmustbetotallyclearofthepurposeoftheirorganiza7onandwhatits

customersrequire.•  Theorganiza7on,throughgoodleadership,mustfocusitsefforts.•  Vision,Mission,Valuesetal,mustcomefromtheheart-notbemeaningless

sloganeeringandwordplay.•  Peopleneedtoknowwhattomeasureandhowtomeasureit


LessonTwo:AnOverviewofExtraordinaryLeadershipAreasofFocus

40Minutes


LessonTwoExercise:AreasofFocus

•  40MinutesTotal–  PairUpWithAPartner,DecideWhoIs“A”and“B”–  10Minutes-MakeNotesInEachAreaThatYouThinkisAStrength

–  10Minutes-MakeNotesinEachAreaThatYouThinkNeedsDevelopment

–  10Minutes-“A”-DiscussYourNotesWithYour“B”Partner

–  10Minutes–“B”-DiscussYourNotesWithYour“A”Partner


2A-AreaofFocus–Character


CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringfor

SuccessoftheCompanyandEmployees


LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamto

TheOutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyand

Prolifically2.   BuildsRela<onships3.   DemonstratesCollabora<onand

Teamwork4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHigh

Performance


CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccessof

theCompanyandEmployees


TeamLeaders:InfluenceandTrust

•  Youhaveatremendousamountofinfluenceonyourteam.

•  Yourteamisyourprimarycircleofinfluence.

•  Yourcircleofinfluenceexpandswhenyoudosomethingposi7veaboutwhatyoucancontrol.

•  Youcontrolyourownac7ons.

•  Youinfluencetheac7onsofyourteam.


TeamLeaders:InfluenceandTrust(con<nued)

•  Yourcircleexpandsthemoreyourteamtrustsyou.

•  Trustcomesfromfollowingthrough.

•  Displayingintegrityandhonestycomesfromastrongcharacter.

•  Managersshouldfocusoncoachingwithheartandpureintent.

•  Youarenotaneffec7vemanagerorleaderifyouhavetothreatenyourpeopletogetthemtodowhatyouwantthemtodo.


2B-AreaofFocus–PersonalCapability






TheOutsideWorld




Performance




WhereDoWeStartasLeaders?•  Start with a theory •  Use PDSA – Plan - Do - Study - Act •  Abandon “Flavor of the Month” •  Learn about:

–  Constancy of purpose –  Adopt the new philosophy –  Improve constantly and forever –  Institute learning and self-improvement for all –  Leadership by training people – through example –  Break down barriers –  Drive out fear (build trust)

•  This enables your transformation •  Which enables the organizational transformation!


Transforma<onofSelfFirst,ThenCulture


P-D-S-AorPlan-Do-Study-Act•  WePLANwhatwewanttoaccomplishoveraperiodof<meandwhatwewilldotogetthere.•  WeDOsomethingthatfurthersthestrategiesandgoalsdevelopedinourplan.

Ac<on Plan

DoStudy

WeCHECK(Study)theresultsofourac<onstomakesureweachievewhatweplan.WeACTbydevelopingprocedurestoensureourplanscon<nuetobesuccessfulandbychangingwhatisneededtoachievetheini<algoals.

>Plantheobjec<ve.>Askques<ons,makepredic<ons>Planwhat,where,whenandwhotoimplementthecycle

RonMoen’sar<clewithCliffNormanontheDemingCyclehasexpandedourviewsofthePDSAlearningandimprovementcycle.

>Carryouttheplan.>Documentproblemsandunexpectedobserva<ons>Begindataanalysis

>Analyzethedatacompletely.

>Comparedatato

predic<ons

>Summarizelearning

>Adoptthechange.

>Adaptthechange

>Beginthenextcycle


WhatisYourAim?

UseyourPDSACycleandAsk:

•  Whatarewetryingtoaccomplish?

•  Howwillweknowthatachangeisanimprovement?•  Whatchangescanwemakethatwillresultinan

improvement?Act Plan

Do Study


HowtoTakeAc<on?

TheFour-StepM.E.E.T.ModelM—Make<metodiscussMakethe7metodiscussthesitua7on

E—ExploreDifferencesMakesurethateveryonehasanopportunitytobeheard

E—EncourageRespectEnsurethepeoplearecommunica7nginawaythatencouragesrespect

T—TakeResponsibilityTakepersonalresponsibilityformakingsurethingsarehandledrightaway


TKI–ThomasKilmannConflictModel

•  Notwoindividualshavethesameexpecta7onsanddesires.Understandingthatconflictisanaturalpartofourinterac7onswithothershelpsusresolveconflictswithdifferentstylesthatareproduc7veindifferentsitua7ons.

ASSERTIVENESSFocusonmyneeds,

desiredoutcomesandagenda

COOPERATIVENESSFocusonother’sneeds,andmutualrela<onships

HIGH

HIGHLO

Compe3ng• Win-LosePowerStruggles• ZeroSumOrienta<on

Avoiding• MaintainNeutrality• WithdrawFromSitua<on

Collabora3on• ExpandRangeofPossibility• AchieveWin/WinOutcomes

Accomoda3ng• AccedetotheOtherParty• MaintainHarmony

Compromising• MinimallyAcceptabletoAll• Rela<onshipsUndamaged


2C-AreaofFocus–InterpersonalSkills






TheOutsideWorld




Performance


INTERPERSONALSKILLS:1.   CommunicatesPowerfullyandProlifically2.   BuildsRela<onships3.   DemonstratesCollabora<onandTeamwork4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHigh

Performance


LeadershipthroughEffec<veCommunica<on

Effec2vecommunica2onintheworkplacecanhelptheteam:

•  Receiveandshareinforma7onbeler

•  Defineandunderstandgoals

•  Avoidconflictandconfusion

•  Buildrapport

•  Enhancerela7onships

•  Promoteself-confidence

•  Haveaposi7veoveralleffectontheworkingenvironment


ProfessionalismandNon-verbalCommunica<on

•  Checkyourbodylanguage

•  Focusonthetoneofyourvoice

•  Avoidfidge7ngwhenyouspeak

•  Showinterest

•  Ac7velylisten

•  Mirrorthebodylanguageofothers

•  Respectthespaceofothers


ElementsofCommunica<on

•  Whatdoyouthinkarethemostimportantelementsofcommunica7onofthesethreeelements?

•  Words?•  Toneofvoice?•  BodyLanguage?•  Non-verbalelementsareveryimportanttocommunicatefeelingsand

aBtudes.•  Ifwordsdisagreewithtoneofvoiceandnon-verbals,peopletendto

believethetoneandnon-verbals,notthewords.

•  Thereisa7%-38%-55%rule–theMehrabianrule,namedforDr.AlbertMehrabianofUCLA.


Effec<veCommunica<on

•  BeanAc7veListener

•  FocusontheMessage

•  PayAlen7ontoNon-VerbalMessages

•  BePosi7ve

•  Languageandconversa3onhaveagreaterimpactthanwethink,especiallyourtone,bodylanguage,andthewordswechoose.


SevenWaystoEnhanceCommunica<on

•  Smile

•  RecognizeandUseTheirName

•  EyeContact

•  OpenPosture

•  MaintainProperSpace

•  Nod

•  Appearance


TechniquesforBeperCommunica<on

•  Feedbackonbehavior,notpersonality.•  Behavioriswhatyouseeandhear

•  Praiseaccomplishments,notpersonality.

•  Don’tmakethreats–presentconsequences.

•  Cri7queac7ons,neverfeelings.

•  Callpeoplebythenametheywanttobecalledby.

•  Don’tusesarcasm.

•  Listensocarefullywhenanotheristalkingtoyouthatyoucouldrepeattothatperson’ssa7sfac7on,whathe/shehassaid(reflec7velistening).


MoreonCommunica<onTechniques

•  Helpothersgettotheirposi7vefeelingsbyallowingthemtoexpresstheirnega7vefeelings.

•  Expressyourownthoughtsandfeelingswithoutalackingtheotherperson.

•  Use“I”messages.

•  Establisheyecontactwhenyoutalktoothers.

•  Usewordsofunderstanding,notwordsofadvice.


Non-VerbalMessages

•  Useopenbodylanguage.

•  Presentastraight,relaxed,confidentposture.

•  Maintaingoodeyecontactsothatyoulookpleasantandengaged.

•  Offerafirmhandshake.

•  Showsincerityinvoicetone.

•  Speakatasuitablepace.

•  Listenalen7velyandnodoccasionally.


TopTenRulesforEffec<veListening

•  Stoptalking.

•  Putthetalkeratease.

•  Showthetalkerthatyouwanttolisten.

•  Removedistrac7ons.

•  Empathize.

•  Bepa7ent.


TopTenRulesforEffec<veListening

•  Holdyourtemperincheck.

•  Goeasyonargumentandcri7cism–itisn’taboutwinning.

•  Seekclarifica7on.

•  Stoptalking!


Effec<veCommunica<onSkills

•  Ac7velistening

•  Speakclearly

•  Toneofvoice

•  Effec7vevocabulary

•  Tempoandvolumeofspeech


Posi<veLanguage

•  Thinkbeforeanswering.

•  Providecorrectinforma7on.

•  Don’tpromisewhatyoucan’tdeliver.

•  Managersshouldfocusoncoachingwithposi7vepurpose.

•  ToHelptheTeamMember•  Youarenotaneffec7vemanagerorleaderifyouhaveto

threatenyourpeopletogetthemtodowhatyouwantthemtodo.

WordSelec<on

•  Neverusewordsorphrasesthataredisrespecvul,sendanintolerantmessage,ormayprovokeaperson.

•  Alwaystreatyourteammemberswithcourtesyandrespect,justlikeyouwouldtreatacustomerorshareowner.


Posi<veToneandPerspec<ve

•  Takeownership.

•  Expressregret.

•  Thinkbeforeanswering.

•  Providecorrectinforma7on.

•  Don’tpromisewhatyoucan’tdeliver.

•  Useposi7velanguage.

•  Empathizewiththeteammemberorcustomer.

•  Recognizetheimpactofprofessionaltreatmentonyourteammembersandcustomers.


Asser<veCommunica<on

Whatisit?

•  Expressingyourneeds,wants,feelings,andopinionstoothersinadirectandhonestmanner

•  Sewngboundariesandcommunica7ngtheseboundariestoothers

WhatisitNOT?

•  Itisnotaggressivecommunica7on

•  Itisnotinten7onallyhurvul


Con<nualCoachingProcess

•  Itshouldneverend

•  Coachingupworksthesamewaytoo

1.CheckTrainingIn

Skill

2.PrepareforCoaching

3.CoachonBehaviors

4.TrackResults&Improvement

5.PlanforOngoingDevelopment

6.Adapt&Repeat


Feedback&ManagingPerformance

Gettothebehaviorsthatarebeneaththenumberstoiden7fyandfocusonthebehaviors–whatyouseeandhear!

• Managethebehaviorsthatalributetothemetric.

• Increase7mespentcoachingandguiding.

• Promoteaposi7veatmosphere—“Icanhelpyouwiththat!”


Feedback&PerformanceManagement

•  Seethesimilari7estotheCoachingModel

MyTeamPerformance

Plan

PlanandSetGoals

Coachand

DevelopOthers

Reviewand

AssessTeam

RecognizeandCoach

Adapt&Repeat


Mo<va<onBasics

Defini<onofMo<va<on:Thewilltoact

Goal:Aligntheemployee’s“willtoact”withorganiza7on’sgoals

•  Mo7va7ngyouremployeesisanongoingprocess

•  Mo7va7onisNOTasubs7tuteforcoaching!

•  Theyarealreadyselfmo7vated


Leadership&Mo<va<on

“Managementcontrolspeoplebypushingthemintherightdirec7on;leadershipmo7vatesthembysa7sfyingbasic

humanneeds.”

JohnKoKer,HarvardBusinessSchool,inWhatLeadersReallyDo

Thesecrettomo7va7ngyourteam;stopdemo7va7ngthem.

–  WhatMo7vatesUs–ByRSAandDanielPink•  hlp://m.youtube.com/watch?

v=u6XAPnuFjJc&desktop_uri=%2Fwatch%3Fv%3Du6XAPnuFjJc


Iden<fyingKeyMo<vators

Youasaleader,caniden7fykeymo7vators:

•  Engageinconversa7onwithyouremployees.

•  Observeinterac7ons:•  Whendotheyseemfocusedandengaged?•  Triggersthatmakethemhappyorexcited.•  Personalitycharacteris7cs.

•  Determinetheirpar7cipa7onlevelinteaminterac7ons.


PsychologyofPeopleinSystemsLeadersmustunderstandpeopleandtheirinterac7ons•  Everypersonisdifferentthaneveryotherperson•  Peoplearebornwithanaturalinclina7ontolearn•  Peoplelearnindifferentwaysandatdifferentspeeds•  Peoplearebornwithaneedtobeinrela7onshipswithothers,needrespect

andesteembyothers•  Allpeoplearemo7vatedtoadifferentdegreebyextrinsicandintrinsic

factors•  Intrinsicandextrinsicsourcesmo7vateinmuchdifferentways•  Totalsubmissiontoextrinsicmo7va7on

–  Leadstodestruc7onoftheindividual–  Whichleadstodestruc7onofthesystemstheybelongto


2D-AreaofFocus–LeadingChange






TheOutsideWorld




Performance



OutsideWorld


WhatisaManager’sJob?

•  Threemajoraims:–  Learnwhoisoutsidethesystemandneedsspecialhelp–  Improveconsistencyofperformanceofthepeopleinthesystem–  Improvethesystemcon7nually,soeveryonecandoabelerjobwithgreater

sa7sfac7on

•  Also–  Digtogettheknowledgeinthedataandfactsfromtheteam–  Understandthetheory&learnwhatisgoingoninthesystem–  Knowwhensta7s7calstabilityhasbeenreachedtomakereliablepredic7ons–  Knowthedifferencebetweenrandomorcommoncauseandspecialcauseof

varia7on–  Understandinspec7on,measurementsystemsandopera7onaldefini7ons–  Buildtrust,socontrolsystems&processeswork


WhatisaLeader’sJob?ACatalystAPhilosopherALeaderofChange•  Understandshowtheworkoftheteamfitswiththeaimsoftheorganiza7on•  Workswithsuppliersandcustomersintheprocess•  Enablespeopletodotheirjob•  Triestocreatejoyintheworkforthewholeteam•  Isacoachandcounsel,notajudge•  Usesfigurestohelpunderstandtheteamasindividuals•  Workstoimprovethesystemtheteamworksin•  Createstrust•  Doesnotexpectperfec7on•  Listensandlearns•  Teachesotherswhattheirtheoryis


2E-AreaofFocus–FocusonResults






TheOutsideWorld




Performance




GoalsWithMethods

•  “Agoalwithoutamethodisnonsense.”–  W.EdwardsDeming,TheNewEconomics(1)p.122

•  “Leadershipisnotmerelytofindandrecordfailuresofmen,buttoremovethecausesoffailure:tohelppeopletodoabelerjob.–  WED

•  “Goalsmaycausesystema7cproblemsinorganiza7onsduetonarrowedfocus,unethicalbehavior,increasedrisktaking,decreasedcoopera7on,anddecreasedintrinsicmo7va7on.Usecarewhenapplyinggoalsinyourorganiza7on.”–  Ordonez,Schweitzer,GalinskyandBazerman,GoalsGoneWild:

TheSystema2cSideEffectsofOver-PrescribingGoalSeBng


WhatAreLeadershipGoals?

•  Supports“HOW”BusinessGoalsareachieved.

•  Focusesondevelopingpeople,improvingoveralleffec7venessoftheteaminterac7ons,anddevelopingindividualskills.

•  Asks,“WhatcanIdothisyearthatwillhelpsupportmeinachievingmyBusinessGoalsorleveragemyskills?”

•  AlignedtotheExtraordinaryLeadercompetencies.


ThreeChecksForAlignmentofGoals

ü  CheckOne:•  WhenIdiscussmygoals,doIwalkawaywithaclearunderstandingofexpecta7ons?(Specific)

ü  CheckTwo:•  CanIclearlyar7culatehowmygoalscontributetotheorganiza7on’ssuccessandsupportourorganiza7onalpriori7es?(Important)

ü  CheckThree:•  DoIknowwhatsuccesslookslikeinachievingmygoals?(Measurable)


SMARTGoalsSpecific

•  Aspecificgoalanswerstheques7ons-what,where,when,who,which,why.

Measurable•  Howthegoalwillbemeasuredwithconcretecriteria?

Aligned•  Goalsandexpecta7onsarelinkedtotargets.

Realis<c•  Whatdoestheemployeeneedtoachieveit?

Time-bound•  Establishspecific7melinetoinsureasenseofurgency.


TwoTypesofGoals

•  BusinessGoals•  WHAT

•  LeadershipGoals•  HOW


BusinessGoals

•  Quality.

•  Produc7vity.

•  Revenue.

•  CustomerService.

•  ProjectManagement.

•  ClientSupport.


LeadershipGoals

LeadershipGoalsfocuson:

•  Developingpeople.

•  Leadinglearninganddevelopment.

•  Improvingoveralleffec7venessoftheworkgroup.

•  Individualskilldevelopment.


AnalyzingResultsMetrics

UnderstandinghowtocollectandanalyzeKeyMeasurement/ServiceIndicator(KMIorKSI)resultswillimproveyourabilityto:

•  Accuratelyiden7fyKMIperformanceissues.

•  Spotunsa7sfactoryKMItrends.

•  Iden7fytheunderlyingreason,orrootcauses,forservice,quality,processeffec7veness,andperformanceproblems.

•  Developeffec7vecorrec7veac7onplanstoimproveperformance.


UsingKMIDatatoUnderstandTeamBehavior

Effec7veKMIdataandresultsanalysisprocesswill:

•  Encouragedailyengagementandinvolvementintheprocessbyallemployees.

•  Leademployeebehaviorappropriatetomee7ngobjec7ve(s).

•  Establishresponsibilityatthelowestorganiza7onallevel.

•  Relatetoeachemployee’sworkac7vi7esinawaythatismeaningfulandunderstandable.


Effec<veLinkageofKMIDatatoBehavior

•  A KMI is successfully linked to the process and the employee only when;

1.  it encourages effective engagement from all employees, 2.  leads appropriate behavior, 3.  establishes accountability & responsibility, 4.  is understandable to everyone involved in the process or work

activity being measured


ReliabilityandSporngTrendsinKMIData

•  KMIsAreObtainedfromVariousSystems

•  CollectKMIData

•  EnsuringDataReliability

•  Scorecards

•  RankingPerformersNeedsDependsontheCategoryandtheIndividual

•  GraphicalAnalysisofKMIData

•  EstablishingTrendsinDailyData

•  ExtendingWeeklyDataintoMonthlyTrend


LessonThree:AnOverviewoftheDIRECTModel

40Minutes


LessonThreeExercise:DIRECTModel

•  40MinutesTotal–  PairUpWithAPartner,DecideWhoIs“A”and“B”–  10Minutes-MakeNotesInEachStepThatYouThinkYouWillBeComfortableWith

–  10Minutes-MakeNotesinEachAreaThatYouThinkYouWillBeUncomfortableWith

–  10Minutes-“A”–UsetheDIRECTMODELandYourNotestoFeedbackYourComforts/DiscomfortswithYour“B”Partner

–  10Minutes–“B”-UsetheDIRECTMODELandYourNotestoFeedbackYourComforts/DiscomfortswithYour“A”Partner


DIRECTFeedback&CoachingModel

D DevelopDeepRela<onship,Rapport&Discussions

I IndicateFocus

R Recognize&ReinforcePosi<ves

E EngageEmployeeinSelfDiscovery

C ConsiderCausesforGaps&CreateaPlan

T Talk,TestandTweaktheTimeline


DIRECTFeedback&CoachingModel

DevelopDeep

Rela<onship

IndicateFocusofFeedback

Recognize&ReinforcePosi<ves

ConsiderCauses

Talk,TestandTweakTimeline


BenefitsofDIRECTFeedback

•  Itissimpleandeasytouse.

•  Itcanbeusedforanytypeoffeedbacksessions•  Fiveminutefeedbackonajustobservedbehavior•  Formalappraisaltoa10-minutediscussionaboutacustomerservice

contactorbehaviorthatwasobservedorheard.

•  Itencouragespar7cipa7on•  Askingopen-endedques7onsandprobingforself-discoveryincreases

employeeengagementinmanagingtheirownperformance.


CoachingtoBehaviors

Gettothebehaviorsthatarebeneaththenumbertoiden7fyandfocusonthebehaviors–whatyouseeandhear!

• Managethebehaviorsthatalributetothemetric.

• Increase7mespentcoachingandguiding.

• Promoteaposi7veatmosphere—“Icanhelpyouwiththat!”


BREAK:15Minutes

Wewillbeginagainpromptlyattheappointed2me


LessonFour:TableFeedbackonExtraordinaryLeadershipandtheDIRECTModel

30Minutes


LessonFourExercise:TableFeedback

•  30Minutes–  10Minutes-“A”–ShareyourfeedbackontheExtraordinaryLeadershipandDIRECTModelsfromYourNotesaboutComforts/Discomfortswitheitherorbothmodels

–  10Minutes–“B”-ShareyourfeedbackontheExtraordinaryLeadershipandDIRECTModelsfromYourNotesaboutComforts/Discomfortswitheitherorbothmodels

–  10Minutes–DocumentYourTable’sComforts/Discomfortswitheitherorbothmodels


LessonFive:RoomFeedbackonExtraordinaryLeadershipandDIRECTModel

30Minutes


LessonFiveExercise:RoomFeedback

•  30Minutes–  20Minutes–EachTableSharesYourNotesaboutComforts/Discomfortswitheitherorbothmodels

–  10Minutes–EachTableSharesYourThinkingandQues7onsAboutBenefitsofKnowingtheModelsofExtraordinaryLeadershipandDIRECTCoaching


LessonSix:BenefitsoftheExtraordinaryLeadershipandDIRECTModel

45Minutes


LessonSixExercise:ModelBenefits

•  45Minutes–  10Minutes–EachPairofPartnersSharesYourThinkingAboutBenefitsofKnowingtheModelsofExtraordinaryLeadershipandDIRECTCoaching

–  10Minutes–EachTableDocumentYourTable’sBenefitswithboththeExtraordinaryLeadershipandtheDIRECTModel

–  20Minutes-EachTableSharesYourThinkingAbouttheBenefitsofKnowingtheModelsofExtraordinaryLeadershipandDIRECTCoaching

–  5Minutes–FacilitatorWrapUpandRequestsPlus-DeltaFeedback


ExtraResourcesForYou:ExtraordinaryLeadershipandManagementReferences


ReasonsEmployeesLeave

Six Reasons Your Best Employees Quit You, Forbes 2013

1.  No Vision 2.  No Connection to Big Picture 3.  No Empathy 4.  No (Effective) Motivation 5.  No Future 6.  No Fun

66%ofalllostcustomerscanbetracedbacktoadisengaged/demo7vatedemployee!


Engagedvs.DisengagedEmployees

Source:TheGallupOrganiza7on,2011

DisengagedemployeescosttheU.S.economybetween$254billionand$363billionannually.


TheResultsofHighEmployeeEngagement

Businesseswithemployeeengagementscoresinthetophalfcomparedtothoseinthebolomhalf,have:

•  86%highercustomerra<ngs

•  70%beperreten<onrates

•  70%higherproduc<vity

•  78%bepersafetyrecords

88%ofemployeesleaveforreasonsotherthanmoney.

12%ofemployeesleaveformoremoney


TheJoinerTriangle

FocusingComponentsofQuality•  Quality

–  DefinedbytheCustomer–  Obsessedwithdeligh7ngthem–  Sharedanddevelopedbyeveryemployee

•  Scien<ficApproach–  Managingtheorganiza7onasasystem–  Developingprocessthinking–  BasingDecisionsonData–  UnderstandingVaria7on

•  AllOneTeam–  Trustasafounda7on–  BelievinginPeople–  Trea7ngeveryonewithdignity–  Win-Win-WinforCustomers,Employees,

Suppliers,Shareowners

CreatedbyBrianandLaurieJoiner

Quality

Scien<ficApproach

AllOneTeam

Leadership


WarrenBennisonLeaders

•  KnowYourSelf–  Knowwhatworksandwhatdoesn’t–  Thisallowsyoutobuildonstrengthsanddealwithweaknesses

•  KnowYourWorld–  Becuriousandseektofillthegapsinknowledge–  Wedon'tknowwhatwedon'tknow

•  DeployYourself–  Engagestrategicallywithtenacity–  Leadersmustleadwherethepeopleare–  Leadersmustbeatthe7meandplacetoinfluencetheteam

•  GetPeopleonYourSide–  Wecannotgetbyonourown–  Bringthespiritandcrea7vityoftheteamtothesitua7on–  Engagepeople,encouragethemtoownthefinaloutcomeweseek


Deming’sViewsonLeadership

•  Leadershiprequiresanaimandconstantpurpose•  Ourbesteffortswithoutguidanceleadtofailure•  Onlytopmanagementcanassurequality•  Themethodofleadershipbringsimprovement•  14pointsrequiredformanagementareaguide•  Thereisnosubs7tuteforknowledgeandunderstanding•  Sta7s7calvaria7onmustbeunderstoodtopredictafuture

direc7on


Deming’sFourteenPointsKeytounderstandingthe14Pointsisvaria3on.Morespecialcausevaria<onequalsmorewaste.

Deming’s14pointsareparaphrasedhere:

1.   Createconstancyofpurposetowardsimprovement.•  Replaceshort-termreac<onwithlong-termplanning.

2.   Adoptthenewphilosophy.•  Managementshouldwalkthetalk.

3.   Ceasedependenceoninspec<on.•  Managedvaria<oneliminatesneedtoinspectfordefects.

4.   Movetowardsasinglesupplierforanyoneitem.•  Mul<plesuppliersmeanvaria<onbetweenfeedstocks.

5.   Improveconstantlyandforever.•  Constantlystrivetounderstandandmanagevaria<on.

6.   Ins<tutetrainingonthejob.•  Adequatelytrainedstaffwillallworkthesameway,andreducevaria<on.

7.   Ins<tuteleadership.•  Meresupervisionisquota-andtarget-based

8.   Driveoutfear.•  Longterm,itpreventsworkersfromac<ngintheorganiza<on'sbestinterests.

9.   Breakdownbarriersbetweendepartments.•  Usethe'internalcustomer',thateachdepartmentservesotherdepartmentsthatuseitsoutput.

10.   Eliminateslogans.•  It'snotpeoplewhomakemostmistakes-it'stheprocesstheyareworkingwithin.

11.   Eliminate“managementbyobjec<ves".•  Demingsawproduc<ontargetsasencouragingthedeliveryofpoor-qualitygoods.

12.   Removebarrierstoprideofworkmanship.•  Manyoftheotherproblemsoutlinedreduceworkersa<sfac<on.

13.   Ins<tuteeduca<onandself-improvement.•  Harassingtheworkforcewithoutimprovingtheprocessestheyuseiscounter-produc<ve.

14.   Thetransforma<oniseveryone'sjob.•  “Youdonothavetodothis.Survivalisnotcompulsory.”


Leadership’sJob

•  Sponsorandenergizethedetermina7onoftheaim

•  Clarifytheaimforeveryoneintheorganiza7on•  Directtheeffortsofallcomponentstowardthe

aimofthesystem

•  Focusonasystemofquality•  Managethesystem•  Achievethebestresultsforeverybody—

everybodywin

•  Managechangesbroughtby7me•  Predict,asfaraspossible,changesthat7mewill

bring

•  Bereadytochangetheboundaryofthesystemtobelerservetheaim

•  Bereadytoredefinethecomponentsofthesystem

•  Imagina7on•  Governtheirownfutureandnotbevic7msof

circumstance•  Changethecourseofthecompanyandthe

industrybyan7cipa7onofneedsofcustomers

•  Learnthatinordertocompete,theteammustlearntocooperate

•  Beguidedbytheory,notfigures•  Recognizeandmanagetheinterdependence

betweencomponents•  Resolveconflictsandremovebarriersto

coopera7on•  Improvequalitywithoutrunningequipmentand

employeestoexhaus7on

W.EdwardsDeming


MasaakiImaionManagement&Leadership•  Makeleanthecompanystrategy.•  Bethehandsonleaderandlean“zealot”.•  Makeclearthatallemployeesmustadopttheimprovementculture.•  Actquicklyanddecisivelytogetimprovementini7a7vesunderway

immediately.•  Personallygotothegembaandshowemployeesatalllevelswhathasto

bedone.•  Bereadytochangeeverythingacompanyhasdoneinthepast,evenif

thereisconsiderableresistanceandmanyreasonswhythiscan’twork“inourbusiness”.

•  Avoidmeasurementsystemsthatoveranalyzethepast,andinstead,focusonsimple,objec7vecriteriathatdefineapathtowardbelerperformance.

•  Engagethebestleanexper7seavailable,andcon7nuallylearnfromothers.


Scholtes’ViewsonManagement&Leadership

•  PeterScholteswrotetwoexcep7onalbooksonleadingteams–andtheywereawardwinningbookstoo.–  TheTeamHandbookandTheLeader’sHandbookhavebeenhuge

sellersandwerecommendthemtoanyoneseriousaboutlearninghowtobealeaderorteammember!

•  Asapointofentrytoday,let’stakeadeeperlookathowPeterdefinedleadershipawayfromaposi3onalstyleof“commandandcontrol”intoanewfunc3onalstyleofinspiringleadership.


Scholtes’ViewsonManagement&Leadership•  Thefollowingcomesfromthewebsitewww.Winston-Churchill-Leadership.com:

•  Scholtesdefinedleadershipcompetenciesas:1.   ThinkingInTermsofSystemsandLeadingSystems.

2.   UnderstandingVaria<oninWorkandProblemSolving

3.   UnderstandingPeopleandWhyTheyBehaveAsTheyDo

4.   UnderstandingHowToLeadLearning,Development&improvement

5.   GivingMeaning,Direc<on,FocusandVisiontotheOrganiza<on

6.   NOTFallingFororBelievinginManagementFads


Scholtes’ViewsonSystems

SystemsThinking•  Leadersneedtounderstandtheirorganiza7onasasystem:All

interac7onsandprocessesresultintheachievementorfailureoftheorganiza7on’spurpose.

•  Thesystemiseverythingandeverythingispartofasystem.•  AccordingtoScholtes,morethan95%ofourorganiza7onsproblems

derivefromoursystems.•  Leadersmustunderstandthatchangingthesystemwillchangewhat

peopledo…notviceversa.•  Leadershipisaboutbreakingdownbarriersandfosteringcollabora7on

andcoopera7on.•  Leadershipisaprocess.


Scholtes’ViewsonVaria<on

UnderstandingVaria<onandtheVariabilityofWorkInPlanningandProblemSolving•  Managersmustunderstandhowtopredictfutureperformanceand

resultsbasedonpastperformance.•  Inpar7cularthedifferencesbetweencommoncausevaria7onandspecial

causevaria7on.•  Failureofmanagerstodothismeanstrendsareseenthataren’ttrends

(andvice-versa)–  Italsomeanspeoplearepunishedorrewardedbychance,performance

cannotbeanalyzed,planscannotbemadeandsystemscannotbeimprovedandchangeswillnotnecessarilybeimprovements

•  Scholtesassertsthat95%oforganiza7onalchangedoesnotleadtoimprovement.


Scholtes’onTheFlavorofTheMonthLeadersDoNotFallForManagementFads•  Aclearaimandconstantpurposewillpreventmanagersfrombeingdistractedby

thelatest“fads”sellingnewideasandbooks,tapes,etcetera.•  Phrasessuchasthesearetobeavoidedbymanagersandleadersalike:

–  “Wemustempowerourpeople”,–  “Theyneednewbenchmarks”,–  “Wemustmo7vatethem”,–  “Theyneedtoworksmarter,notharder”–  “Weneedtopayforperformance”,–  “Putthemintoself-directed-teams”,–  “Weneedtooffereffec7veincen7veschemes”,–  “Theyneednewbestprac7ces”,–  “Weneedtoclearoutthedeadwood”,–  “Wemustholdthemaccountable”–  etc.,


Par<ngThoughts

•  W.EdwardsDeming–  Bycominghere,youhavetakenonasolemnresponsibility-and

youcan’twriggleoutofit.–  We’vegotsomebigchangestomake,andyou’regoingtohaveto

makethem.Whoelsewilldoit?

•  Mar<nLutherKing,Jr.–  Wearewitnessingthebirthofanewageandwemustfacethe

responsibili7esthatcomealongwithit.–  Shallwesaytheoddsaretoogreat?Shallwetellthemthe

struggleistoohard?Orwilltherebeanothermessage,oflonging,ofhope,ofcommitment?Thechoiceisours.


References&Resources•  TheExtraordinaryLeader–TurningGoodManagersintoGreatLeadersJohnH.ZengerandJosephFolkman•  FourthGenera3onManagement-BrianJoiner•  GoodtoGreat–JimCollins•  GembaKaizen–ACommonSenseApproachtoaCon3nuousImprovementStrategy&Kaizen:TheKeytoJapan’s

Compe33veSuccess-byMasaakiImai

•  TheJapaneseWay-byKaoruIshikawa•  TheLeader’sHandbook–PeterR.Scholtes•  TheNewEconomics,2ndEdi3on,OutoftheCrisis-byW.EdwardsDeming

•  OnPurposefulSystems–RussellAckoff•  OntheProfessionofManagement–byPeterDrucker•  OvercomingOrganiza3onalDefenses-byChrisArgyris•  TheSeven(7)HabitsofHighlyEffec3vePeople–StephenR.Covey•  TheTeamHandbook–PeterR.Scholtes,BrianJoiner,BarbaraStreibel•  CirclingBack–ClearingupmythsabouttheDemingCycleandseeinghowitkeepsevolving-byRonaldD.Moenand

CliffordL.Norman

•  Design&ControlofQuality-byIanBradbury(PDF)•  HowToDeliveronAGreatPlan-Neilson,Mar7n,Powers

•  SecretstoSuccessfulStrategyExecu3on-HarvardBusinessReview•  WeNeedtoM.E.E.T.,ManagingforRespectintheWorkplace-Sollah Interactive, LLC.


ACTIONWHENWELEAVETODAY

DISCUSSANDDOCUMENT:•  WHATAREOURNEXTACTIONSTEPS?

–  WhatdidIlearnhere?

–  Whatdoweneedtodiscussnext?

–  Whatwillwedowiththislearning?

–  Whatinthematerialswillweuse?

•  TakethestudyguideasaRESOURCE


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