leadership challenge: challenging the process (chs. 7, 8) personality at work (ch. 1-7) ob...

Leadership Challenge: Challenging the Process (chs. 7, 8)

Personality at Work (Ch. 1-7)OB Essentials (Ch 1, 2)

As you arrive read … - Is your investing personality in your DNA

- A Hospital Races to Learn Lessons of Ferrari Pit Stop. (Focus on Dr deLeval) (WSJ. 14 Nov 2006)

Scan:- Applicants’ Personalities Put to the Test (WSJ 26 Aug 2008)

OB Themes: Personality & Change

MG 6100

Old Business:- Journal contents …- What else?

New Business- Debate team: PREPARATIONS update (class discussion)- Personality… a deeper look

- From Homework assignment…- Is your investing personality in your DNA?

- OB Essentials reading - Team Facilitated Exercise - The Leadership Challenge

- Chapter 7: Search for Opportunities:- Chapter 8: Experiment and Take Risks

- U.S. Mint Case StudyHomework:

- As outlined in syllabus

Agenda

Old Business

What would you like to discuss from our last class… any issues that emerged upon reflection after class?

One issue from 3 journals… “Seeing Forward by Looking Back”

Looking Forward by Looking Backward!

Life’s Journey

Today

Yesterdays Tomorrows

Themes

Life’s Journey

TodayYesterdays Tomorrows “Critical events.”

- Events or experiences that come to mind when we reflect on our past. - They represent events that are often recalled and may be positive or negative, successes or failures.

The Task.Step 1. Recall and record events - Begin by simply reflecting on, and recording as much as you can about those events. - After describing the event, recall and record your reactions, what the event told you about yourself—your abilities and interests, insight into your personality. - Continue to engage in this process—perhaps for a couple of weeks. Seek to describe at least 10-12 events perhaps more. Step 2. Review of individual events - Set aside time to read all of the event descriptions. - As you read, note what insight you gain into how you interact with others, likes/dislikes, strengths/weaknesses, interests, skills, and patterns of behavior. Uncover “themes.”

Discovering Themes

Today

Yesterdays Tomorrows

• For More Reading, “Let Your Life Speak,” Parker Palmer, 2000.



- From Homework assignment… - Is your investing personality in your DNA?





Agenda




- OB Essentials reading- Team Facilitated Exercise - The Leadership Challenge




Agenda

Personality

(From last class)

“ADDITIONALLY… Come prepared to:

- Discuss how your “salient” traits show up in your daily life.

- Discuss how your “salient” traits constitute strengths and risks.”

Personality

Refer to the article…

What are take-away points?

How is personal development, personality and values formation somehow

OB Essentials

OB Essentials

What point(s) would you like to discuss from the assigned chapters?

One topic I would like to discuss IF YOU ARE INTERSTED…

Perception and Attribution

If you have seen this before…rather than participating, observe !

ABIRD

IN THE THE BUSH

ONCEIN A

A LIFETIME

What is Perception?

• A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

• People’s behavior is based on their perception of what reality is, not on reality itself.

• The world as it is perceived is the world that is behaviorally important.

Why take a few minutes to consider perception?

Factors that Influence Perception

Perception

The Perceiver Attitudes Motives Experiences Interests Expectations Senses

The Target Novelty Motion Sounds Size Proximity Similarity

Factors in the Situation Time Work Setting Social Setting

Reflections on Perception… and Attribution

“We don’t see things as they are, we see things as we are.” A. Nin

“Not everything that can be counted counts, and not everything that counts can be counted.” A. Einstein (reported to be posted on his office wall)

Things and persons appear to us according to the light we throw upon them from our own minds. How unconsciously we judge others by the light that is within ourselves, condemning or approving them by our own conception of right and wrong, honor and dishonor! We show by our judgment just what the light within us is. Laura Ingalls Wilder

Team Facilitated Exercise








Agenda

Model the WayFind your voice by clarifying your personal values. (ch3)Set the example by aligning actions with shared values. (ch4)

Inspire a Shared VisionEnvision the FutureEnlist Others

Challenge the Process (3d Practice) COMMITMENT # 5.

Search for opportunities by seeking innovative ways to change, grow, and improve. (ch7) Seize the initiative, Exercise Outsight, Reflection and Action

Experiment and take risks by constantly generating small wins and learning from mistakes. (ch8) Generate Small Wins, Learn from Experience, Reflection and Action

Enable Others to ActFoster collaboration by promoting cooperative goals and building trust. (ch9)Strengthen others by sharing power and discretion. (ch10)

Encourage the HeartRecognize contributions by showing appreciation for individual excellence. (ch11)Celebrate the values and victories by creating a spirit of community. (ch12)

The Leadership Challenge: 5 Practices and Commitments

What is of interest…

surprising… usable … debatable …incorrect… implausible… enduring ?

And, “What gets rewarded gets done.” or, What is rewarding gets done.” Which is it for you? P.173/4.

Chapter 7

From:

- What was the situation? (focusing on Dr. deLaval)

- Was there a need to change?

- Was the solution appropriate to the issue?

- Was it successful? Why/why not?

Chapter 7

Lessons of Ferrari Pit Stop. (WSJ. 14 Nov 2006)

For my part…

- p. 164. “…[P]ersonal and business hardships have a way of making people come face to face with who they really are and what they’re capable of becoming. Thus the study of leadership is the study of how men and women guide others through adversity, uncertainty, hardship, disruption, transformation, transition, recovery, new beginnings, and other significant challenges.”

- “Nothing focuses the mind so much as to be shot at—without effect.” (Attributed to Winston Churchill)

- “There are not extraordinary people, only extraordinary response.” (attributed to Dwight David Eisenhower)

- p. 168 Initiative… proactivity… restlessness, persistence, and change.

- Do we need to be CEOs to begin change?

Chapter 7 Discussion

Chapter 8

What is of interest…surprising… usable … debatable …incorrect… implausible… enduring ?

What do you want to talk about ?

Chapter 8

Small Wins Case Study:

An overview

- Role of the mint…

- Why change? Forces for change are …

- What happened … and, why?

Chapter 8

US MintAn Update… Interview 15 March 2010.

Why did you pursue all of this at the Mint? (What motivates/motivated you)?

- “I was in a hurry to get things done… my personality.”- “I am a strong believer in the re-invention of government”- “I believe in doing worthwhile things and having fun.”- “An advantage we had was the Mint is small.”- “We institutionalized change through legislation.” (re-freeze)

How did you go about it? How did you find collaborators?

-“You don’t know where you will find supporters. I found allies all through the organization.”

Did you have a vision?

- “No big vision… did have a vision although not using word. I knew what kind of relationships I wanted at the mint.”

US Mint

Interview (continued)

What was your leadership style?

- “I met informally with frontline workers and especially front-line managers.”

Biggest challenge?

- “The US Mint is a union operation… I listened (I was a pipefitters union member years ago). I found things they wanted, and tried to meet requests (example: email system access). Union became one of most important allies.”

US MintFor Your Consideration:

- How essential is senior leadership involvement in change?

- How much energy does change leadership require? (see pg5) “His early years at the Mint were tough ones.”

- How “transferable” are the lessons in this case to your situation?

- What was Diehl’s credibility with congressional decision makers—before and after? Internal constituents?

- What were the shifts in attitude among employees? WHY?

From my Perspective:

- Taking risks, requires effort outside of the schedule.

- Are “small wins the only way?” Who must lead?

- What might small wins look in your world? What are realistic incremental steps you might take?

- Ever seen a “climate for learning?” What was the culture?

- How does the WP5B “animate” this discussion of change?

- What is the relationship between change and stress?

Chapter 8 Discussion

Commitment #6. Experiment and take risks by constantly generating small wins and learning from mistakes.

Conduct postmortems

Conduct premortems

Strengthen resilience

What would you add?

Challenge the Process (Chapter 8)



- From Homework assignment…- Is your investing personality in your DNA?





Agenda

BACKUP

Organizational Change Theory(View Duke Power and see OrgChangeDukePower.ppt)

Organizational Change Theory

• The business of leadership is change.

• Kotter’s steps for change are:

- Increase urgency- Build the guiding team- Get the vision right- Communicate for buy-in- Empower Action- Create short-term wins- Don’t let up- Make change stick

Organizational Change

Organizational Change

Give your assessment of the forces (at the 2 points below) at the U.S. Mint that influence the probability of success in bringing in desired changes.

Here And Here

Forces at U.S. Mint

Forces before the Change__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Forces during the Change __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Lewin’s Three Step Change Model

1. Unfreezing - involves encouraging individuals to discard old behaviors by shaking up the equilibrium state that maintains the status quo

2. Moving - new attitudes, values, and behaviors are substituted for old ones

3. Refreezing - involves the establishment of new attitudes, values, and behaviors as the new status quo

PAW Chapter 11. Quiz

• The Universal Donor for interpersonal relationships are what combinations of subtraits?

• Nothing, however, is as powerful in sustaining relationships as _________ ________

• The primary differences between Fran and Jon (Plant Managers) were their “glaring differences” in the ____and ___ supertraits. p. 156.

• Summarize the primary disconnect between Fran and Jon .

PAW Chapter 11. Quiz

• The Universal Donor for interpersonal relationships are what combinations of subtraits? Mid-range scores p.168

• Nothing, however, is as powerful in sustaining relationships as accepting others (for who they are.)” p. 168

• The primary differences between Frank and Jon (Plant Managers) were their “glaring differences” in the __O___ and __C___ supertraits. p.168/169.

• Summarize the primary disconnect between Fran and Jon. “Fran (O+) accused Jon (O- and C+) of sacrificing future growth potential by emphasizing short-term profits. Jon (C+) accused Fran (O+)of sepnding money on process improvements at the cost of profitability goals. (p.171-3)

PAW Chapter 11. Discussion Points:

Read:

Oncken, William and Donald Wass, “Who’s Got The Monkey” (HBR)

Homework

Backup

Lets discuss Ms. Kibler”Top Brass Try Life in the Trenches”

(WSJ 25 June, 2007)

Discussion Points

- What are primary risks of a program like DaVita’s?

- Do such programs keep managers “in touch?”

- How long should the trench visit last?- Amazon 1 day/730 days- Disney 1 day/365- DaVita 3 days/365

- Emotional Labor: What is it? What

- How many managers have “a picture of the treatment floor?

- How did awareness impact “change management” Kibler?

As a team take 15 minutes …

Fall 08 The class was great… I did the culture and personality exercise by 1 team that had a member absent, so they did not do the Azimuth Exercise

Tight on time. Liked how we wrapped up by talking about Ms Kibler in the TOP BRASS TRY LIFE IN THE TRENCHES ARTICLE.

Did NOT use the “A Hosptial Races to Learn… article.

Spring 2009

leadership challenge: challenging the process (chs. 7, 8) personality at work (ch. 1-7) ob...

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