Korporate kool aid workshop
- 1. What’s your Korporate Kool-Aid? OR November 4, 2010
- 2. Agenda Introductions T Rhiel Culture, Change and the Emotionally Intelligent (EI) Leader T Rhiel Case Study S Allinson Snacks and Networking All
- 3. Setting the Stage Did You Know? http://www.youtube.com/watch?v=cL9Wu2kWwS
- 4. Defining the Terms Culture Change Management Leadership and EI (Emotional Intelligence)
- 5. Drinking Your Kool-Aid “The Hard stuff is easy and the Soft stuff is hard” Culture, Change and Emotionally Intelligent Leadership are always present always active – even if you’re not paying attention Culture – will help determine your ability to manage change Knowing how to proactively manage change can make you resilient …It all begins and ends with Leadership
- 6. Culture in Organizations Question – How often do you and others think about your culture?
- 7. Culture Every business Corporate culture is develops a culture comprised of: based on: The products it Attitudes manufactures or sells Values The services it delivers Experiences Competitors and the competitive environment Beliefs Reaction to threats and Values external stress Myths The regulatory environment
- 8. Schein’s Culture Model Artifacts Visible Visible organizational structures, processes, norms and Known Espoused Values Strategies, goals, and philosophies that are justifications for things being as they are Basic Underlying Assumptions Invisible Unconscious, taken-for-granted beliefs, perceptions, and thoughts, and feelings; the ultimate source of values Unspoken and action
- 9. In other words … “Culture” is all the unspoken assumptions a group holds about the world and how it works Most of the time, you’re not even aware that you’re being influenced by it!
- 10. “Culture eats strategy for Breakfast” Culture is so strong that people will deny, minimize, ridicule, or dismiss the reality of what they see or experience if it conflicts with their core culture assumptions. This is where culture gets its real power! Culture
- 11. Can culture be changed? Culture change can be done, but it is a long term (minimum 3-5 years) process All aspects of the organization must be addressed and aligned with the desired culture: Structure (the organization’s architecture) Symbols (images that reinforce the culture) Systems (e.g., appraisal system, selection systems) Staff (selection, development of human resources) Strategy (behavioral manifestations of organization's vision) Style of leaders (attitudes, examples set by top leaders) Skills of managers (competencies of individuals who carry out the change process.)
- 12. Toxic Cultures What examples do you have of “toxic” cultures you may have experienced?
- 13. Each organization is perfectly designed to get the results it gets
- 14. MENTAL MODELS
- 15. Mental Models Have you heard the term “Mental Models?”
- 16. The Dog, the House and the Flag Visualize… Your perfect house Describe the flag of the greatest nation on earth
- 17. Mental Models … are the images, assumptions and stories that we carry in our minds of ourselves, other people, institutions and every aspect of the world. They determine what we see By definition are flawed in some way Below level of awareness usually untested
- 18. Our beliefs are the truth The truth is obvious (to us) Our beliefs are based on real data The data we select are the real data Robert Bly and our large brown bags
- 19. GM’s Mental Models GM is in the business of making money, not cars Cars are primarily status symbols. Styling, therefore, is more important than quality The American car market is isolated from the rest of the world Workers do not have an important impact on productivity or product quality Everyone connected with the system has no need for more than a fragmented, compartmentalized understanding of the business
- 20. Ladder of Inference I take Actions based on my beliefs I adopt Beliefs about the world I draw Conclusions Leaps of abstraction Reflexive Loop I make Assumptions based on the meanings I add I add Meanings (cultural & personal) I select Data from what I observe Observable data and experiences
- 21. Ladder of Inference We can’t count on Ken. He is unreliable. Ken always comes in late. Ken knew exactly when the meeting was to start. He deliberately came in late. The meeting was called for 9 a.m. and Ken arrived at 9:30. He didn’t say why he was late.
- 23. Examples of Change You are Facing or Have Encountered
- 24. Economic Impact Managing change impacts the bottom line – period! Not managing change effectively costs money, time, resources, and productivity
- 25. Why do Change Management? Productivity Introduction of change Without Change Management: Productivity Decrease Time Introduction Productivity With Change Management: of change Productivity Increase Time
- 26. Black Holes Cost for corporate black holes can be enormous Organization loses confidence in leadership when management can’t fulfill the promise of their directives Result -- people learn to ignore management directives
- 27. When change is managed poorly people feel How do you feel when you go through change? Anxiety Stress Lack of control over their lives Uncertain about the future Not vested in the process or results
- 28. Organizational Change: Two Options Attempts to Attempts to introduce introduce changes that changes that are radically are generally different than consistent with the existing the current Current culture usually culture usually are not are successful Culture successful Beliefs Behaviors Assumptions
- 29. Resistance Perception of change determines whether resistance occurs One person sees the change as a small wrinkle Another regards the change as a complete transformation Open resistance is healthy Don’t fight resistance, acknowledge it The 20 60 20 rule
- 30. The cost of change Money Time Before Beginning During After change of change change change
- 31. WORKING WITH EMOTIONAL INTELLIGENCE - EI
- 32. Emotional Intelligence “Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – this is not easy.” Aristotle
- 33. EI vs. IQ Who wins? ….and why? Where does IQ win?
- 34. Programmed Responses Reinforcing, here they come again – Mental Models Passions can overwhelm reason Death
- 35. Developing EI Means Developing Your Leadership Style How do you develop it? It all starts with deep, deep understanding of yourself Your strengths, weaknesses areas of growth Blind spots A life long commitment to learning
- 36. Bringing it all Together As a leader your style will impact The culture of your organization and the type of culture you will ultimately develop How well your organization manages change Your willingness to continually develop your leadership style
- 37. Business Results OR
- 38. Case Study Culture Change Management Emotional Intelligent Leadership Reality Hits
- 39. Q&A
- 40. Close Call to Action Networking
Editor's Notes
- #3: Board responses for what they hope to get from the session.
- #4: Board responses for what they hope to get from the session.
- #5: Group exercise – board responses on how the group defines the terms.
- #16: We typically don’t go around talking about our mental models…but basically we all have them. They help us make sense of the world around us.
- #17: This explains why two people can witness the same experience and come up with wildly different conclusions.
- #18: We typically don’t go around talking about our mental models…but basically we all have them. They help us make sense of the world around us.
- #19: This explains why two people can witness the same experience and come up with wildly different conclusions.
- #20: These are the mental modes that were present in GM in the early 70s. A group of researchers were allowed to study the leadership of GM at a time that changing purchasing habits, because of the gas shortages and foreign competition began making huge inroads into the auto industry. An American industry that thought of itself as superior and unaffected by the outside world.
- #26: 4 Illustrate how without Change Management -- may never realize the change
- #27: 20 Term is borrowed from astrophysics. These mysterious spots in the universe have a gravitational pull so strong that everything, including light, is sucked in -- never to be heard from again. There are spots in bureaucratic structures that display the same characteristics -- the rhetoric of change goes into these areas but nothing ever happens. When there’s a discrepancy between messages and day-to-day reality of the people you lead you lose twice: you don’t get what you want and you teach your people not to listen to you in the future Black holes are created by ineffective Change Management. Why is HP able to turn on a dime? Created a sustainable model -- we know when to change and they do. Built this belief into the culture. We have to do this as well. We know one change model -- changed operating entities from Bell System to AT&T to Lucent.We’re good at this. But needs to learn other models -- change from manufacturing/product model to software-centric model. A very different change. Accomplished by companies like IBM, HP.
- #29: 7 Use slide or draw on flip chart (did this at November class) MENTAL MODELS (beliefs, behaviors, assumptions)
- #30: 22 E.g. football players -- endure levels of pain that would put other people in the hospital. Not going to work due to physical pain would be dodging responsibility -- their frame of reference/perception Judo -- We can’t succeed at this game unless you move toward me Boxing -- I’ll hit you if you resist me
- #34: Reaction to fear, threats – how … evolutionary biology.
- #35: Reaction to fear, threats – how … evolutionary biology.
- #37: Reaction to fear, threats – how … evolutionary biology.
- #39: Reaction to fear, threats – how … evolutionary biology.
- #41: Reaction to fear, threats – how … evolutionary biology.