presented by: james e. short february 23, 2012 mount vernon chapter of asmc professional development...
TRANSCRIPT
Presented by: James E. Short
February 23, 2012
Mount Vernon Chapter of ASMC
Professional Development Day ~2012~
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PDD 2012
What I Am Going to Talk About
SILOS
TEAMWORK
EGOS
ACCOUNTABILITY
COLLABORATION
RELATIONSHIPSCOMMUNICATION
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SilosPDD 2012
Silos are barriers that exist between departments in an organization. Often take the form of departmental politics, division rivalry, or turf
wars. Cause people who are supposed to be
on the same team to work against one another.
One of the most frustrating aspects of work life in any sizable organization.
Cause uprisings because leaders fail toprovide a compelling context foremployees to work together.
Silos
Leaders often mistake the silo mentality as immaturity and insecurity in employees who refuse to get along.
In fact, most employees have a genuine interest in working across divisions; they daily feel the pain of politics as they are left to fight bloody, unwinnable battles with their colleagues.
Without a sense of shared purpose, even the most well-meaning, intelligent people get distracted and confused by the endless tasks that daily come their way.
Over time, their confusion turns intodisappointment, resentment, and hostility.
Blame for silos belong at the top of an organization.
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PDD 2012
Egos
I, self Healthy Ego → Positive Friction Unhealthy Ego → Negative Friction
Bosses feel compelled to try to run everything themselves.
Bosses refuse to empower others out of fear that someone else will look good.
Leadership brings with it a host of temptations, opportunities, and adulations, which can become a toxic brew.
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PDD 2012
The Little Book on Big EgoThe Little Book on Big Ego, Joel Epstein, Joel EpsteinThe Little Book on Big EgoThe Little Book on Big Ego, Joel Epstein, Joel Epstein
“An ego is a wonderful thing. A healthy ego results in productive self-confidence. With self-confidence, different opinions can be considered and correct decisions made. Success is realized, goals are met.”
Egos
“I detest arrogance. When I find it…I speak out against it…. Arrogance is the beginning of the end in remaining agile.”“Arrogant companies, and leaders, fail to see or react to threats. They also miss opportunities to partner with others, because they want to do it all themselves.” –William Steere
“A prideful person will have a tendency to look down on other people, feeling a sense of superiority. People will not follow or identify with a snobbish personality who is conscious of status and position.” –John Maxwell
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PDD 2012
Communication
What is your communication intelligence (CQ), or demonstrated ability to… Correctly interpret incoming information and exercise the self-control to listen? Confirm that you understood what the other person meant? Accurately convey meaningful thoughts, ideas, and messages? Confirm that what you meant was understood the way you intended?
Exercising CQ means that you: Speak clearly Listen closely Rephrase with an open mind Take responsibility up front for being understood
Don’t assume anything just because you think you were clear.
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PDD 2012
“Nine-tenths of life’s serious controversies come from misunderstanding.” –Louis Brandeis
Communication
Is what you said what I heard and what I heard what you meant, and did you understand what I meant to say?
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PDD 2012
Filters Affect What We Think We See, Hear, and Sense
Assuming I know what you’re going to say Mind checks out
Having expectations That’s not what I expected you to say Mind reacts
Solving I wish you’d finish; I have the answer Mind impatient
Taking things personally I don’t like/respect you Mind invalidates
Questioning I don’t understand what you’re saying Mind uncomfortable
Disagreeing I don’t agree with what you’re saying Mind wants to argue
Agreeing I agree; that’s what I think Mind says, “Got it, move on”
Planning I’ve got another appointment Mind preparing for what’s next
Processing prior events I can’t focus on this right now Mind not engaged
Juggling What can I do about my illness? Mind stressed
Collaboration
“We must remember that one determined person can make a
significant difference, and that a small group of determined people can change
the course of history.”
– Sonia Johnson
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PDD 2012
(1) (2) (3) (4) (5) (6)
(7) (8) (9) (10) (11) (12)
(13) (14)
(25)
(16) (17) (18) (19)
(20) (21) (22) (23) (24)
(15)
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1. Elvis Costello2. Scott Joplin3. Roy Orbison4. Norah Jones5. Leonard Bernstein6. Tina Turner7. Laila Ali8. Ichiro Suzuki9. Angela Merkel10. Dana Perino11. Corazon Aquino 12. Ben Carson13. Tom Clancy
14. Tony Parker15. Chi Chi Rodriguez16. Michelle Wie17. Archie Griffin18. Andrew Card19. Dmitry Medvedev20. Jodi Foster21. Boom Boom Mancini22. Adlai Stevenson23. Shirley Chisholm24. Stephen Harper25. Yao Ming
Answers PDD 2012
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Teamwork
The true measure of a team is that it accomplishes the results that itsets out to achieve. Building an effective, cohesive team is extremely hard, but simple. Teamwork doesn’t require great insights or masterful tactics. Teamwork can’t be bought and can’t
be attained by hiring an intellectualgiant from the world’s best school.
It requires levels of courage,discipline, and emotional energy thateven the most driven executivesdon’t always possess.
Teamwork remains the one sustainable competitive advantage that has been largely untapped.
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PDD 2012
Teamwork
To succeed on a consistent basis, a team must overcome: Absence of Trust – members of great teams trust one another. Fear of Conflict – teams that trust one another are not afraid to engage in
passionate dialogue on issues that are key to success. Lack of Commitment – they ensure that
all opinions and ideas are put on thetable and considered, assuringthat no stone has been left unturned.
Avoidance of Accountability – they holdone another accountable.
Inattention to Results – they do not givein to the temptation to place their department, career aspirations, or ego ahead of defined team success.
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PDD 2012
Accountability is a positive term describing:
An obligation or willingness to accept responsibility for one’s actions. Clear commitments that, in the eyes of others, have been kept. High performance without fear or stress. Being willing to hold yourself to a standard that improves organizational
performance. Having a willingness to be held accountable by others.
A culture of accountability makes a good organization great and a great organization unstoppable.
People deal with us based on what they think about us, not what we think they should think about us.14
AccountabilityPDD 2012
What does holding someone accountable “sound” like? I know you are working on ‘X.’ How is it going? You asked me to check in on your progress on project ‘X.’ What do I have
permission to do if you resist the follow up? What are the results so far around project ‘X’?
High-Accountability Language – specificity, specificity, specificity:
What date and time should I follow up with you to make sure the loop is closed?
Who owns it? I own it! I will, rather than try, should, or might. Here is what it will look like when it is complete….
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AccountabilityPDD 2012
Without clear expectations, people are being paid to guess.
Accountability
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PDD 2012
The Glossary of Failure – language used to forecast relationship or project failure:
Soon ASAP Right away I’ll get right on it The end of the day, week, month, year Later Try Should Best Might By the “next time” we meet We
Accountability The Accountability Model
Clear expectations – create a visual representation that all parties can see. Specificity – realistic date and time. Ownership – one task, one owner; competency first, bandwidth (time) second. Share – invite a friend, co-worker, or wingman (accountability partner) to hold
you accountable for your commitments.
Minimally acceptable behavior
Doing what you said you will do, as you said you would do it. Everyone holds each other accountable for their commitments in a positive and
productive manner. It is the leader’s job to reverse the momentum of negative interactions, and
anyone can take the lead in reversing the momentum of negative interaction.
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PDD 2012
Hypocrisy exists in the space between language and action.
Relationships
Build them
Nourish them
Cherish them
They will serve you for life
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PDD 2012
“When you’re screwing up and nobody says anything to you anymore, that means they’ve given up on you.” –Randy Pausch, The Last Lecture
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PDD 2012
“Inner motivation is far more effective than
external rewards.” - Petra Thorietz
Closing Thoughts
Contact Information
James E. [email protected]
(703) 739-1091 (Office)
(703) 980-7311 (Cell)
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PDD 2012
Visit our website at: www.acuityconsultinginc.com