Creative Budget Responses to the Fiscal

StressLeadership Academy

Aug 27, 2015

frank@frankbenest.comeileenbeaudry@gmail.com

Outline for Team Presentation

Principles Start with end in mind What does audience want to know? Less is more

Outline Challenge & assignment Summary of recommendations Methodology Conclusions Recommendations Call to Action

Team Project Run Through

Presentation (15-20 minutes)

Content Questions (10 minutes) Emerging Leaders Executive Sponsors

Presentation Suggestions (10 minutes) Emerging Leaders Executive Sponsor

Overview1. Team project run-thru #12. Myers-Briggs leadership

assessment3. Guest speaker--“Finance for Non-

Finance People”4. Team project run-thru #25. Themes from budget messages

Overview (con’t)

6. Themes from budget messages7. Traditional cutback measures &

impacts8. Exercise—redesigning services9. Resources, reactions & homework10.Team meetings

First Goal for Today Recognize and Appreciate

Your Natural Preferences &Those Different from Yours

What is a Preference…?

It’s about How We See Differences

NaturalBeneficialNecessaryCrucial

Difference / Diversity

Genetics Biodiversity Agriculture Finances Global Business Teams Your Team

Only ONE Lens to Self-Awareness

YES Innate

Preferences

Core Motivations

Internal Compass

NO Not boxes for us all

All those of one type are the same

Skills/Aptitude

Katherine Briggs & Isabel Myers

Carl Jung - Swiss Psychiatrist1875 –1961

4 Preferences - Each on a Spectrum

IntroversionSensing

ThinkingJudging

ExtroversionIntuitingFeelingPerceiving

Clear Moderate Slight Slight Moderate Clear

BackgroundBackground

Pairs of Preferences

Carl Jung 1875-1961

Theory / ModelTheory / Model

E or IE or IS or NS or NT or FT or FJ or PJ or P

Myers-Briggs

1940s

A or B?

MBTI

Survey Survey

InstrumentInstrument

16 Myers-16 Myers-Briggs TypesBriggs Types

Keirsey/Bates 4 Temperaments4 Temperaments

1984

16 Portraits16 Portraits

INTROVERT or EXTRAVERT

Where do we get our energy?

Extravert

Introvert

Where do we get our energy?

Introversion

Reflection Inward Privacy Concentration Few Quiet Think-Do-Think

Extraversion Action Outward People Interaction Many Expressive Do-Think-Do

What is your self estimate?

Humorous dialogue

SENSING or INTUITIVE

How do we take in Information?

How do we take in information?

Sensing

Facts Realistic Specific Present Keep Practical What is

Intuiting Ideas Imaginative General Future Change Theoretical What could be

What is your self estimate?

Humorous dialogue

THINKING or FEELING

How do we evaluate information and make decisions?

How we make decisions

Thinking

Head Detached Things Objective Critique Analyze Firm but fair

Feeling

Heart Personal People Subjective Appreciate Understand Merciful

What is your self estimate?

Humorous dialogue

JUDGING or PERCEIVING

How do we deal with the external world,

deadlines and closure?

How we deal with external world deadlines, closure

Judging

Organized Decision Control Now Closure Deliberate Plan

Perceiving

Flexible Information Experience Later Options Spontaneous Wait

What is your self estimate?

Humorous dialogue

Here is Your Reported Type

BackgroundBackground

Pairs of Preferences

Carl Jung 1875-1961

Theory / ModelTheory / Model

E or IE or IS or NS or NT or FT or FJ or PJ or P

Myers-Briggs

1940s

A or B?

MBTI

Survey Survey

InstrumentInstrument

16 Myers-16 Myers-Briggs TypesBriggs Types

Keirsey/Bates 4 Temperaments4 Temperaments

1984

16 Portraits16 Portraits

The Four Temperaments

Guardians - SJ

Duty SeekersRationals - NT

Knowledge Seekers

Idealists - NF

Ideal SeekersArtisans - SP

Action Seekers

Motivated by a need to be useful and of service

Value the traditions, customs and laws of society

Guardians (SJ)

Duty Seekers

Knowledge Seekers

Motivated by a need for knowledge and competency

Value the theoretical and the powers of the mind

Rationals (NT)

Ideal Seekers

Motivated by a need to understand themselves and others

Value authenticity and integrity; strive for an ideal world

Idealists (NF)

Action Seekers

Motivated by a need for freedom and need to act

Value living in the moment, the here and now

Artisans (SP)

Your Leadership Style via Lens of Myers Briggs

Three Leadership Activities Setting DirectionInspiring OthersMobilizing the accomplishment of goals

Your preferences bring assets and challenges to your

Leadership Style

Homework for Today

Read your Communication Style Report, esp. last page “Communication Tips,” & your Leadership Profile

Select one item to focus on Reply to email from Eileen with your Tip by

next Monday Practice between now and next session Report out next session

Carol Atwood Career Journey Presentation: “Finance for Non-

Finance Staff” What make finance people tick? What are financial “red flags”? How can you increase your financial IQ?

Q & A

Team Project Run Through

Presentation (15-20 minutes)

Content Questions (10 minutes) Emerging Leaders Executive Sponsors

Presentation Suggestions (10 minutes) Emerging Leaders Executive Sponsor

Themes from Articles “Managing Through Meltdown” “Creating a New Future for a

Downsizing Organization”

Budget Messages What are drivers of deficits? What are strategies proposed? What is journey going forward?

Nature of Structural Deficits Business-related deficits

Structural deficits

Two Problems

1. Costs increasing faster than revenues over time

2. Out-of-whack tax system

Responding to Economic Meltdown

Premises An organization needs to get out in front

of severe cutbacks and take action NOW Typical cutback measures have negative and sometimes unanticipated consequences Cutbacks at margins will not solve fiscal challenge

Responding to Economic Meltdown

Premises (con’t) Redesigning service delivery requires

engaging employees, other departments, and outside partners

Leaders typically need to cross boundaries to redesign services As it reduces resources, an organization needs to target investments Service redesign is a journey

Typical Cutback Measures

Across the board percentage cuts Reductions in travel, training and equipment Deferred maintenance and capital projects Hiring freeze Layoffs Increased fees Reductions in contract services Borrowing from reserves Cutbacks in support staff Protection of “sacred cows”

Organizational Impacts

In terms of organizational climate and employee attitudes, what are some impacts on the organization?

The Productivity Paradox

Redesigning County Probation DeptAssumption: Probation Dept of future

does not use probation officers who supervise individual offenders

Redesigning County Probation Dept

Instructions: Go to worksheet Individually respond to questions Discuss in small groups Identify top ideas, including one “wacky” idea

Guidelines for Service Redesign

Focus on mission Identify your customer Manage service demand Identify your core business & shed or off-load non-core responsibilities Re-think service delivery and options Seek strategic partners; provide

resources and other incentives Incorporate several approaches for

addressing budget challenge

Resources Career Compass column

“Developing Finance IQ” “Managing Meltdown” “Creating a New Future for a

Downsizing Organization”

Debrief Development Conversation

What did you like best about development conversation with your coach?

What did you uncover or find surprising as result of the conversation?

What was uncomfortable? What do you want to bring up during your next development conversation?

Reaction Panel What resonated with me? What did not resonate with me? What do I have to add?

Assignments Select one item from your own

assessment, email Eileen, & practice before next session

Conduct third coaching session before Sept 24

Do readings Prepare for Team Project Dry-Runs

Team Projects Questions from teams? Assistance needed? Team meetings

Thank you!www.frankbenest.com