conscious capitalism interaction_associates

Leveraging the Power of People & Purpose

LINDA DUNKEL,

CHAIRMAN EMERITUS

session agenda:

Practical Leadership Tools for Conscious Leaders 2

▸ ▸

Purpose

Values

Facilitative

Leadership®

(IISC)

Belfast

(IISC)

Employee

Owned Majority

Women

Owned

ESOP

100

Facilitative

Leaders in

Israel

“Best Boss”

In America

Developing

Young

Leaders at the

Bali Institute

Total Access™

Stakeholder

Toolkit

Culture

Research

TRUST

Awards for

Excellence

Interaction Associates:

A consciously capitalist company since 1969.

3

19

69

19

85

19

90

19

93

19

95

20

01

20

02

20

05

20

06

20

09

20

11

-

20

12

Practical Leadership Tools for Conscious Leaders

Israel


clients:

FOUR PILLARS OF

Conscious

Business

5 Practical Leadership Tools for Conscious Leaders

tools and

methods to

support each

CC pillar Practical Leadership Tools for Conscious Leaders 6 4/17/2013

Higher

Purpose


Practical Leadership Tools for Conscious Leaders 8 4/17/2013

Phase

Training

Legend

CPS Vision/Goal Collaborative Process

FAB 52Meetings

Current State

• Loyal &

dedicated work

force

• Supportive

owner & board

• Big change

transition

underway

• Desire to build

commitment

to change

faster…

• CPS vision &

plan in place

but not for 15+

years out and

not developed

by entire

company

Activities

Agreements

Communication

Deliverables

Board

Future State

• Completed

vision &

big goal for

CPS 2020

• Ownership of

vision,

big goal &

strategy by

CPS

employees

• Informed &

Motivated work

force

• Stronger

employee trust

& confidence

FAB 539

J TJ Team Ambassadors

A

Employees Board of Trustees

Interaction Associates

N

S

W E

Milton LeeBig Goal/Vision

Sponsorship Phase

(May–June 2003)

• Board/Management

“Forward” to launch the

initiative

• Role of CPS Board in entire

process

• Scope of deliverables

• Key parameters

• List of Roles &

Responsibilities

• Draft Charter

Process Design Phase

(June–September 2003)

• Purpose, Scope &

Deliverables

• Team members (Jupiter

Team)

• Key stakeholders

• Decision-Making

• Involvement strategy

• Team Charter

• Process map for entire

project

FLE

Early Input & Prep Phase

(September–November 2003)

• Jupiter Team meeting to prepare for FAB 52 (10/8)

• Market oriented training for Jupiter Team (10/8)

• FAB 52 meeting (10/9)

• Post FAB 52 meeting (10/10)

• FAB 539 meetings (10/15-16)

• Post FAB 539 meeting (10/22)

• Jupiter Team & Ambassador Prep and Training

(10/28-29)

• Market oriented training with SME's

• Training for Ambassadors on Purpose, Process, etc.

• Agreement on Content for FAB 52 & FAB 539

meetings

• FAB 52 support of the process

• FAB 539 support of the process & assist in

scheduling meetings

• Select Ambassadors

• General e-mail & Employee update about Jupiter

Team initiative

• “Minute with Milton” messages periodically

All Co. Input & Discussion Phase I

(November 2003–February 2004)

• Multiple mass meetings (11/10 - 1/27)

• Jupiter Team synthesis meeting (2/4-5)

• Meeting with FAB 52 (2/10)

• Jupiter Team Phase I close-out meeting

(2/17)

• Agreement on a draft of Core

Values & Purpose

• Agreement on Final Deliverables for

Phase I

• E-mail & Employee update on Advance

Story Phase I

• E-mail & Employee update on Board

Approval of Phase I

• Board Update

• Board Recommendation

• Board Approval Phase I

All Co. Input Phase II

(March–May 2004)

• Jupiter Team/

Ambassador

preparation for

Phase II (3/9)

• Multiple mass

meetings

• Jupiter Team report

out meetings

• Marketing training

• Agreement on

Agenda’s for mass

meetings & content

• E-mail & Employee

update on

Advance Story

Phase II

Final Agreements, Phase I & II

(May–June 2004)

• Jupiter Team Synthesis (5/11-12)

• FAB 52 Feedback (5/13)

• Jupiter Team close meeting (5/19)

• Board approval

• Milton’s spring tour (6/2-17)

• Agreement on draft of Vision & Big

Goal

• E-mail & Employee update on

announcement of Phase II completion

Agreements

• Jupiter Team meeting to

launch/charter/train

(8/20-21)

• Jupiter Team meeting to

design entire process

(9/3-4)

• “Minute with Milton”

• General e-mail update re:

launch of Jupiter Team

• E-mail & employee update

• Board Recommendation

• Board Approval Phase II

Values & Purpose Spring Tour

N

S

W EJ

T

Draft Charter

Process Map

J T

N

S

W E

J T

Market Training

J T

N

S

W E

FL

FL

FL

FL

E

N

S

W E

J T

A

J T

J T J

TN

S

W E

N

S

W E

E J T

N

S

W E

E

J T

A

A

Multiple Meetings

J T

Multiple Meetings

A

J T

A

Spring Tour

N

S

W E

Stakeholder

Orientation


SITUATION

Transform several IT groups to use a

single technology platform, break down

sub-brand silos, and develop adaptive

leaders to deal with complex, systemic,

disruptive and ongoing change.

ACTION

Provided Change Management consulting

services and delivered

development to accomplish

restructuring within a 4-month time

period. Facilitated “Town Hall” employee

meetings to quicken the pace of

acceptance of change. Developed top

150 leaders to be effective change agents

and collaborative leaders.


RETURN ON INVOLVEMENT

• Moved team morale from

“anger” to “acceptance &

enthusiasm”

• Met desired cost savings

• Restructured IT

organization

• Prepared leaders for

ongoing change

• Received service award

for stakeholder inclusion

Conscious

Leadership


13

“We selected IA as a partner because

their content and delivery style is

consistent with the cultural values we

are trying to instill in our leadership.”

“Our leadership development

program was intended to be more

than a program to train our leaders

— but a strategic initiative to

change the culture.”

Donna Tanenbaum,

VP, Human Resources


Create leaders at all levels who

reflect a common way of . . .

………………………

………………..…

…………

………………………


products &

services

for leaders

at all levels.

Common Foundation

Frameworks, language, and mindsets that enable

organizational performance through shared strategic

thinking, accelerated decision making and execution, team

effectiveness, and heightened employee engagement.


Managing with Impact

Teams in Action

Team Meetings

First

Facilitative Leadership

Teams in Action

Facilitating Change

The Coaching EDGE

Essential Facilitation

Collaborate to Innovate

Applied Learning

Coaching

Strategic Thinking

Mid

Strategic Leadership

Skills

Team Sponsorship

High Potential

Leadership Coaching

Change Leadership

Strategic/High Stakes

Consultation and

Facilitation

Action Learning

Coaching & Problem-

Solving

Senior

Accelerator Series

Team Sponsorship

Executive Coaching

Change Leadership

Strategic/High Stakes

Consultation and Facilitation

Executive

Conscious

Culture


Leadership

Collaboration

Trust


LEADERSHIP & WINNING CULTURES

Research

2009-2013

18

SHARE

RESPONSIBILITY

FOR SUCCESS

Leaders in High

Performing

Organizations help

employees “share

responsibility” for

business outcomes,

and shifted their

focus from creating

an organization of

“me” to an

organization of “we”.


Twice as likely to report that

they consciously involve

employees in decisions.

Twice as likely to involve ---

and therefore be confident

in their ability to retain key

employees.


high trust companies generate

superior performance Practical Leadership Tools for Conscious Leaders 20

Disengaged Involved

Q11.

Which of the following

statements best

describes your

organization?

Our employees view

their jobs as a means to

a paycheck; if another

opportunity came along,

they would take it.

Our employees are

satisfied with the

company; they see it as a

good place to work. Few

would be motivated to

seek another job.

Our employees are

highly engaged and are

committed to their

profession and jobs;

employees willingly

expend discretionary

effort to achieve results.

In addition to being highly

engaged, our employees are

actively involved and share

responsibility for the

organization’s success;

managers provide meaningful

opportunities for employees to

give input and/or participate in

decisions that affect them.

organizational & business impact of trust Practical Leadership Tools for Conscious Leaders 21

involvement drives

key employee retention Practical Leadership Tools for Conscious Leaders 22

the collaborative

leader builds trust Practical Leadership Tools for Conscious Leaders 23

Receptive

& Flexible Strategic

Collaborative

• Creates opportunities

for people to work

together

• Shares the power of

decision making

• Promotes the value of

win-win solutions

• Actively encourages

others to contribute

• Accepts others’ ideas,

perceptions, and

feedback in a non-

defensive way

• Adjusts plans to meet

changing needs

• Reminds others of the

“big picture” and the

overarching goal

• Keeps attention focused

on high leverage issues

and activities

• Provides perspective at

critical moments

“Everybody sees right

through your damned

transparency.”


Tool

Collaborative

Decision-Making


"WHAT AM I AFRAID OF LOSING CONTROL OVER?"

– The nature and quality of the result?

– The process for getting there?

– How people behave?

– My own feelings?

26 4/17/2013 Practical Leadership Tools for Conscious Leaders

TIME

AVAILABLE

How much time can be spent

on making the decision?

IMPORTANCE

OF DECISION

How important (versus how

trivial) is the issue to group

members and to the

organization?

INFORMATION

NEEDED

How much information and

expertise do the group

members have regarding this

issue?

NEED FOR

BUY-IN

How much participation is

necessary to ensure

implementation?

CAPABILITY How much ability and

experience does the group

have operating as a decision-

making team?

BUILDING

TEAMWORK

What is the potential value of

using this opportunity to

create a stronger team?

Factors to

Consider


Decide and Announce

POSSIBLE DISADVANTAGES

• May not be the most well-

informed decision

• Those assigned to carry

out the decision may balk

at implementation.

• Those affected by the

decision may harbor

resentment about not

having been asked their

opinion.


POSSIBLE ADVANTAGES

• Decision can be made

quickly

• Leader is in immediate

control of the decision

• Implementation can begin

immediately

Gather Input from Individuals

and Decide

POSSIBLE ADVANTAGES

• More information with

which to make a decision

• Increased likelihood that

decision will be carried

out

• Doesn't require a meeting

of all the players


• Some players may feel

arbitrarily excluded.

• If the decision is in

conflict with input,

players may undermine

decision or be less likely

to provide input the next

time.


Gather Input from Team

and Decide


• Takes more time

• May surface issues or

conflicts inappropriate for

that meeting

• If resulting decision is in

conflict with input, people

may sabotage

implementation.


POSSIBLE ADVANTAGES

• More creative thinking

because of group synergy

• Increased likelihood of

well-informed decision

• People feel included and

may be more

committed to

implementation

Consensus


• May take more time.

• Team members may not

have the collaborative

skills needed to reach

agreement.

• People may interpret

leader's choice of

consensus approach as

weakness.


POSSIBLE ADVANTAGES

• Educates the team

through active

participation

• High level of support for

decision

• Quicker implementation

because more people are

already up and running

on the issues at hand

Delegate Decision

with constraints


• Team may not have the

skill, experience, or

perspective to make an

informed decision.

• May take more time

• Team may take on issues

outside the bounds of the

task.


POSSIBLE ADVANTAGES

• Frees leader up to deal

with other issues

• Minimizes undermining of

the decision

• Develops leadership

capability of others

Exercise

A decision I have to make and my own 'involvement strategy’

…


Tool

Collaborative

Decision-Making


Questions?



Thank You!