keeping people engaged and motivated in an environment of … · why people find change difficult...

Institute for Management Studies • 201 W Liberty St • Ste 100 • Reno NV 89501 • (775) 322-8222 • www.ims-online.com

The Institute for Management Studies 37 Years of Executive Education Excellence

Presents

Keeping People Engaged and

Motivated in an Environment of Instability

Dr. Robert Bies

McDonough School of Business Georgetown University

(202) 687-5406 [email protected]

1

Keeping People Engaged and MotivatedKeeping People Engaged and Motivatedin an Environment of Instabilityin an Environment of Instability

Robert J. Bies, Ph.D.Robert J. Bies, Ph.D.Georgetown UniversityGeorgetown [email protected]@georgetown.edu

2

For You (and Your Organization) to For You (and Your Organization) to Thrive, not Just Survive, in the 21Thrive, not Just Survive, in the 21stst

CenturyCentury……

You Must Become Even More Like Indiana Jones

Think quickly, strategically, and creativelyWhy?

The shrinking “ETBS” and the demands of “more, better, faster”Dealing with constant, even chaotic, change

You Must Become Even Better at ANTICIPATION and ADAPTATION

1

3

Anticipation and Adaptation:Anticipation and Adaptation:Bringing Every Mind Into the GameBringing Every Mind Into the Game

…a culture that breeds an endless search for ideas that stand or fall on their merits, rather than the rank of their originator, a culture that brings every mind into the game.

(Jack Welch)

4

Bringing Every Mind Into the Game:Bringing Every Mind Into the Game:An Illustrative ExerciseAn Illustrative Exercise

“Young Chickens in Space” ProjectTime Limit: 20 minutes

2

5

Engagement and Motivation:Engagement and Motivation:Managing Five Key Strategic VariablesManaging Five Key Strategic Variables

Priority-SettingBudgets, Calendars, Metrics, Questions, Modeling

CommunicationOvercommunication and Listening

ResourcesIncentives, Recognition, and Encouragement

CollaborationInformation-Sharing and Teamwork

FreedomAutonomy and “No Penalty” Zone

6

Leadership in the Age of Instability:Leadership in the Age of Instability:Sage WisdomSage Wisdom

When the rate of external changeexceeds the rate of internal change,the end of your business is in sight.

(Jack Welch)

3

7

Keeping People Engaged and Keeping People Engaged and Motivated in the Age of InstabilityMotivated in the Age of Instability

Communicating More Effectively in the Age of Instability

The Delivery of Bad NewsThe Importance of Storytelling

Navigating Through Constant Change While Keeping the Team Strong and Together Succeeding in the Age of Instability

8

COMMUNICATINGCOMMUNICATINGMORE EFFECTIVELYMORE EFFECTIVELY

IN THE AGE OF INSTABILITYIN THE AGE OF INSTABILITY

4

9

Living in the Age of Instability:Living in the Age of Instability:Why People Find Change DifficultWhy People Find Change Difficult

Loss of ControlFear of the UnknownPerceive a Threat to Self-Interest Feel “Excluded” from the ProcessDon’t See the Need for ChangeIt is Too Much Change, Too QuicklyThe Change may be an “Unwise”Course of Action

10

Leading Change:Leading Change:Sage WisdomSage Wisdom

Change means movement.Movement means friction.

(Saul Alinsky)

5

11

What Leaders Often Forget:What Leaders Often Forget:Organizations DonOrganizations Don’’t Change,t Change,People Do!People Do!

The TECHNICAL and POLITICAL Aspects of Change

What “It” Is versus How “It” Is PerceivedDecision Quality is Critical, But So is Decision AcceptanceChange May Ultimately Result in “Good News”, but Change is Initially Construed as “Bad News”

12

Delivering Bad News:Delivering Bad News:Our AnxietyOur Anxiety

Though it be honest,it is never goodto bring bad news.

(William Shakespeare)

Nobody likes the manwho brings bad news.

(Sophocles)

6

13

Delivering Bad News:Delivering Bad News:Done Poorly and Done WellDone Poorly and Done Well

Two Different SituationsThink of a time when bad news was delivered either by you or someone else, and you felt that, everything considered, the job was done quite ineffectively. Share this story with those in your group. Now think of another time when bad news was delivered either by you or someone else, and you felt that, everything considered, the job was done quite effectively. Share this story with those in your group.

14

Change as Change as ““Bad NewsBad News””::How to Manage ItHow to Manage It

A Three-Phase ModelPreparation: Laying the GroundworkDelivery: The Actual CommunicationTransition: Follow-Up and Follow Through

7

15

Managing Bad News:Managing Bad News:The Preparation PhaseThe Preparation Phase

Share Information on a Regular BasisCalibrate ExpectationsSend Advance WarningCreate a “Paper Trail”Open Up the Lines of Communication

“Stay Close to the People”Hold Meetings to Listen to Concerns and QuestionsBecome a “Sounding Board” for Venting and “Angst”

16

The Preparation Phase:The Preparation Phase:SelfSelf--Management TipsManagement Tips

Anticipate Reactions of Those Hearing the NewsPrepare Responses to Possible ReactionsBe Honest, Don’t Hide the FactsListening is More Important than Talking“Rehearse, Rehearse, Rehearse”

8

17

The Preparation Phase:The Preparation Phase:Sage WisdomSage Wisdom

By failing to prepare,you are preparing to fail.

(Benjamin Franklin)

18

Managing Bad News:Managing Bad News:The Delivery PhaseThe Delivery PhaseShare the News as Soon as PossibleAnswer Three Critical Questions

Why?How Does It Affect Me?Will There Be a Happy Ending?

Tell the Truth and Be RealisticBring “Solutions”

9

19

The Delivery Phase:The Delivery Phase:SelfSelf--Management TipsManagement Tips

Be the First and Primary Source of the NewsDon’t Get EmotionalConvey ConfidenceListen and “Take the Heat”

20

The Delivery Phase:The Delivery Phase:Sage WisdomSage Wisdom

Bad news isn’t wine.It doesn’t improve with age.

(Colin Powell)

10

21

Managing Bad News:Managing Bad News:The Transition PhaseThe Transition PhaseGet People Involved to Brainstorm Better SolutionsImplement Solutions—Some QuicklyTrack the Effects of the “Solutions”Engage in “Public Relations”

Keep Key Audiences Informed—Be Relevant to Their Concerns—and Highlight SuccessesUse Multiple Channels of CommunicationOvercommunicate by a Factor of 10

22

The Transition Phase:The Transition Phase:SelfSelf--Management TipsManagement Tips

Be Positive and UpbeatConvey Confidence About the Direction—and in the People’s Ability to Navigate the Waters of Turbulent Change“Stay on Message”

11

23

The Transition Phase:The Transition Phase:Sage WisdomSage Wisdom

Although the world is full of suffering,it is also full of the overcoming of it.

(Helen Keller)

24

When the Going Gets Tough:When the Going Gets Tough:Effective Leaders Speak in StoriesEffective Leaders Speak in Stories

In Difficult Times, People are not Motivated to Act by Reason AlonePeople are Motivated to Act When You Arouse Their Emotions and Energy“If You Touch People’s Hearts, Their Minds Will Follow”The Best Way to Arouse Emotions is by Telling a Compelling Story

12

25

Storytelling that Moves People:Storytelling that Moves People:The IntroductionThe Introduction

A Good Storyteller Deals Honestly with the Negative Event that Has Thrown Life Out of Balance—The Truth Cannot Be IgnoredBut, While the Negative Event is in the Foreground, It is Reframed as a “Challenge”—Us vs. the Opposing Forces (e.g., Competition, Economy)—Which Can Only be Met with People Digging Deeper and Working Together

26

Storytelling that Moves People:Storytelling that Moves People:Arousing Emotions and EnergyArousing Emotions and Energy

A Good Storyteller Does the FollowingCreates a Sense of UrgencyCharts a Path to Success, While Acknowledging the PerilWhile Acknowledging the Present, Emphasizes the FutureFocuses People’s Attention on a Shared Goal—or A Shared Challenge—or Both

13

27


A Good Storyteller Does the FollowingLinks Each Person to a Critical Role in Mission AccomplishmentDefines the Mission in terms of a GRAND PURPOSEAligns the Strategy/Plan with the Core ValuesUses Examples that People Can Relate To, Particularly Those Involving Success in Overcoming Setbacks and Adversity While Dealing with Change

28


A Good Storyteller Does the FollowingIs Positive and OptimisticSpeaks With Passion and EnthusiasmUses the “Active” VoiceChanges the PaceRepeats Key Phrases

14

29

Storytelling That Moves People:Storytelling That Moves People:The 1The 1--Minute Inspirational SpeechMinute Inspirational Speech

Drawing on all the elements of the “language of leadership,” write a 1-minute inspirational speech to engage and motivate people to embrace change and successfully deal with the challenges of the competitive marketplace/political-government arena/community in 2011—and beyond.

Time Limit: 20 minutes

30

Storytelling That Moves People:Storytelling That Moves People:Sage WisdomSage Wisdom

When you reach for the stars,you may not quite get one,but you won’t come up with ahandful of mud either.

(Leo Burnett)

15

31

NAVIGATING THROUGHNAVIGATING THROUGHCONSTANT CHANGECONSTANT CHANGE

WHILE KEEPING THE TEAMWHILE KEEPING THE TEAMSTRONG AND TOGETHERSTRONG AND TOGETHER

32

Navigating Through Constant Change:Navigating Through Constant Change:Sage WisdomSage Wisdom

Do not look where you fell,but where you slipped.

(African Proverb)

16

33

Navigating Through Constant Change:Navigating Through Constant Change:Warning Signs for LeadersWarning Signs for Leaders

Secrecy and DenialBlame and ScornAvoidance and Turf ProtectionCynicism and DistrustPassivity and Helplessness

34

Warning Signs for Leaders:Warning Signs for Leaders:Things to Look ForThings to Look For

Secrecy and DenialLimited Communication and Information Sharing“Hiding Problems”

Blame and Scorn“Finger Pointing” at Other Department or Divisions“Bad-Mouthing” Decisions to Outsiders

17

35


Avoidance and Turf Protection“Silo” MentalityElimination of Cross-Functional or Cross-Division Projects

Cynicism and Distrust“Rumors in a Vacuum”Everyday “Paranoia” Sets InBelief that Management Doesn’t CareFailure to Trust Others

36


Passivity and HelplessnessPeople Feel Under Attack, Externally and InternallyA Culture of FearParalysis in the Face of Difficulty

18

37

Navigating Though Constant Change:Navigating Though Constant Change:Secrecy and Denial Secrecy and Denial Promoting DialoguePromoting Dialogue

Open Channels of Communication, Starting at the TopMultiple Communication Channels

Weekly Staff Meetings for People to Speak Their Piece and Get Answers from ManagementWeekly Business OverviewsOff-Site MeetingsA Page on the Company Intranet to Post Questions and Receive Answers

Calendar Management—Make Time Available for People

38

Navigating Though Constant Change:Navigating Though Constant Change:Blame and Blame and ScornScorn EngenderingEngendering RespectRespect

The Leader Sets the Tone—No More Finger Pointing—Intervene to Direct Active Problem Solving“Conversation Management”—When Ideas are Getting Trampled, It’s Time for the Bell and the “Yellow Card”…and “Yes, but Yes and”Look Inside for Best Practices—What’s Working WellTeam Building Events: Food and Fun

19

39

Navigating Though Constant Change:Navigating Though Constant Change:Avoidance and Turf Avoidance and Turf ProtectionProtection SparkingSparkingCollaborationCollaboration

Create Cross-Functional, Cross-Unit Committee MeetingsCreate Flexible Temporary Groups to Create “New Conversations”Look for Those Who are “Thirsty for Change” Across Levels—Not Just the Management Team But Also Those Below Management—Creating Another Group For Collaboration

40

Navigating Though Constant Change:Navigating Though Constant Change:Cynicism and Cynicism and DistrustDistrust RekindlingRekindling TrustTrust

Strategic TrustTrust that the Organization is Doing the Right Things in Terms of Goals and Strategies

Organizational TrustTrust in the Way Things are Being Done in Terms of Processes and Decision Making

Personal TrustTrust in the People Leading the Organization—Trust in You, Trust in Them

20

41


Rebuilding Strategic TrustBe Realistic When Setting ExpectationsCommunicate as Much as Possible to All Employees Why You are Setting the Goals and How They Can Be MetGet an “Early Victory”

42


Rebuilding Organizational TrustMake Sure Your Managerial Team Communicates a Consistent MessageBroaden the Circle of Employee Involvement and Input to Strategy Formulation and Decision Making“Voice” and “Transparency” as Key DriversUnderstanding the Process and the Fairness of Process are Absolutely Critical

21

43


Rebuilding Personal TrustBe Up Front as Possible—Even If It Means You Can’t Say For Certain What’s Going to HappenPut Yourself in the Listener’s Shoes—They Need Calm, Visible LeadershipDon’t Withdraw—Let It Be Known that You Will Keep Everyone Informed as Events Unfold and Decisions are Made—The Less You Say, The More Likely You Will Be MisinterpretedOver Deliver, Over Time

44

Navigating Though Constant Change:Navigating Though Constant Change:Passivity and Passivity and HelplessnessHelplessness InspiringInspiringInitiativeInitiative

Send the Signal that Initiative is Expected!Open the “Idea Floodgates”

“Stay Close to the Customer”Practice “Creative Swiping”Do Brainstorming (30 minutes a week)

Defer judgment--No “killer phrases.”Quantity breeds quality.The “wilder” the better!Hitchhike on other people’s ideas.

22

45

Navigating Though Constant Change:Navigating Though Constant Change:Passivity and Passivity and HelplessnessHelplessness InspiringInspiringInitiativeInitiative

Bring Enthusiasm and EncouragementBe generous, embrace “50% right” ideasDon’t make “NO” your default response

Have people “work the problem” to meet the 3 “key”requirements

Be the “Failure-Tolerant” LeaderFailures: “Careful mistakes” v. “careless efforts”Reward honest communication about “failure”

Engage in “Pride Building”Stories and other forms of public recognition

46

Navigating Through Constant Change:Navigating Through Constant Change:Identifying Identifying ““Best PracticesBest Practices””

None of us is as smart as all of us.(Japanese Proverb)

23

47

Navigating Though Constant Change:Navigating Though Constant Change:Sage WisdomSage Wisdom

The best way to manage changeis to create it.

(Peter Drucker)

48

SUCCEEDING INSUCCEEDING INTHE AGE OF INSTABILITY:THE AGE OF INSTABILITY:CHARACTER AND HABITSCHARACTER AND HABITS

24

49

Succeeding in the Age of Instability:Succeeding in the Age of Instability:Sage WisdomSage Wisdom

We are what we repeatedly do.Excellence, then, is not an act,but a habit.

(Aristotle)

50

Succeeding in the Age of Instability:Succeeding in the Age of Instability:Developing the Right HabitsDeveloping the Right Habits

You are What You Do DailyYou First Form Your Habits; Then Your Habits Form YouIt’s Just as Easy to Form Habits of Success as It is to Form Habits of Failure

25

51

Succeeding in the Age of Instability:Succeeding in the Age of Instability:The Importance of CharacterThe Importance of Character

The Lombardi Philosophy: Your Character is Shaped by Your Everyday Choices

Watch your beliefs; they become thoughts.Watch your thoughts; they become words.Watch your words; they become actions.Watch your actions; they become habits.Watch your habits; they become character.Your character is your legacy.

52

Succeeding in the Age of Instability:Succeeding in the Age of Instability:Sage WisdomSage Wisdom

The quality of a person's lifeis in direct proportionto their commitment to excellence,regardless of their chosen field of endeavor.

(Vince Lombardi)

26

53

LEADERSHIPLEADERSHIPIN THE AGE OF INSTABILITY:IN THE AGE OF INSTABILITY:

FINAL SAGE WISDOMFINAL SAGE WISDOM

54


We can't become what we need to beby remaining what we are.

(Oprah Winfrey)

27

55


There are no shortcutsto any place worth going.

(Beverly Sills)

56


There is very little difference in people. But that little differencemakes a big difference.The little difference is attitude.The big difference is whetherit is positive or negative.

(W. Clement Stone)

28

57


When you have exhausted all possibilities,remember this…you haven’t.

(Dan Jansen)

58


If you want to go fast, go alone.If you want to go far, go together.

(African Proverb)

29

59


There are two kinds of success:initial and ultimate.

(Winston Churchill)

60

The Final Sage Wisdom for this Age The Final Sage Wisdom for this Age of Instability: An African Parableof Instability: An African Parable

Every morning in Africa, a gazelle wakes up.It knows that it must run faster than the fastestlion, or it will be killed. Every morning a lionwakes up, it knows that it must outrun theslowest gazelle, or it will starve to death.It doesn’t matter whether you are a lion or agazelle; when the sun comes up, you hadbetter be running.

30

keeping people engaged and motivated in an environment of … · why people find change difficult...

Documents