Selected tweets for while we wait for the session to begin

Transcription

1 08 Feb 2017 Disgruntled/misunderstood? Try asking someone why they are disgruntled & not assume. You may be the first to care enough to ask; try & see! Selected tweets for while we wait for the session to begin 16 Mar 2017 What I perceive I project, what I anticipate I create, is your expectation of the day positive? You create the atmosphere you live in! 07 Feb 2017 Have you ever met anger with kindness? Hate with compassion? Fear with trust? If yes I bet you earned a lifelong friend, if not, a new enemy. 16 July 2016 Life is a series of events. You can blindly take them as they come or anticipate, plan and cause your own events which you control! Choose! 10 Feb 2017 I drive 1 block out of the way each morning to see the sun come up over the bay. What do you do to start your mood? Start Positive! Feb 2017 When asked "how are you" there is great opportunity to set a positive tone for the rest of the interaction... do you seize it?!!! 09 Feb 2017 When u meet someone new, do you look for reasons to like them or reasons not to? That tells a lot about your presets. Only you can change it

2 Organizational change: the Wonderfultastic.com way! We will examine how a leader inspires or hinders organizational change. What are the obstacles to organizational change? What does a successful leader acting as organizational change agent look like? How do we share the vision of the outcomes of organizational change? How do we inspire organizational change?

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4 Organization change: the Wonderfultastic.com way!

5 Organization change: the Wonderfultastic.com way! Do perceptions matter?

6 Organization change: the Wonderfultastic.com way! Think about someone you think is a GREAT Leader.

7 Organization change: the Wonderfultastic.com way! What made them GREAT?

8 Organization change: the Wonderfultastic.com way!

9 Organizational change: the Wonderfultastic.com way! The Wonderfultastic Steps to Change: Leadership must be present and in control, not on auto-pilot. Create positive expectations of your teams through contagious conviction. Get past the carrot on a stick to the garden on the other side. Give your teams the big picture and expectations. Believe in the people succeeding in those expectations.

10 That last step: Organizational change: the Wonderfultastic.com way! The Wonderfultastic Steps to Change: Believe in the people succeeding in those expectations. How do we do that? Set goals? Set high goals? Set goals TOO high? What happens? Set them too low?

11 Organizational change: the Wonderfultastic.com way! The Wonderfultastic Steps to Change: TOO Don t make assumptions for others without data on what is TOO much!

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13 Leaders must be present and in control, not on auto-pilot. What is an auto-pilot leader? What is an auto pilot organization? What does it take to change? Lewin s change management model Three stages Unfreeze Change Refreeze Needs analysis; goal identification come first Why?

14 Why needs analysis and goal definition 1 st? What are you really trying to accomplish? Have you defined what success as an organization looks like? What is lacking? Examples from the news Organization change: Starbucks Brought back CEO who brought back their focus

15 Starbuck s CEO Howard Schultz March 19, 2008: Dear Partners, Since I returned as CEO six weeks ago, we have experienced a lot of change in a very short period with our renewed focus on the customer experience and the return to our core--all things coffee--as evidenced by our decision to discontinue warmed breakfast sandwiches in U.S. stores by the end of Fiscal 08; unprecedented Art of Espresso three-hour training for U.S. store partners on February 26; free WIFI for partners and customers beginning in the spring, and more to come. I hope you view these changes as positively as I do. Together, we have created a blueprint to transform the company, and I sincerely appreciate all that you have done and will continue to do every day on behalf of Starbucks. I pledged to communicate with you about our efforts to improve the current state of our U.S. business, reignite the emotional attachment with our customers, and make foundational changes to our business; and I have done so in six previous s. However, this is my most difficult communication to date.

16 Remember, on slide 13 we said we need to define something: What are you really trying to accomplish? Have you defined what success as an organization looks like? What is lacking? Did Schultz accomplish this and, more importantly, did he tell others what was to be accomplished?

17 So what really changes? Does the culture change? Do organizations change? Is it the perception that changes? Perception changed Organizations can change their perceptions as well, but not by wishing, by acting and being genuine!

18 Can organizations really change? Can the culture? Howard Schultz led change at Starbucks, did he not? Did you trust his message? Was he genuine? Did employees perceive the same? Act the way you want to be and be the way you act. = Leo Buscaglia To lead an organization through change, you have to be present, not on automatic This brings us to the next point

19 Creating positive expectations of your teams through contagious conviction. Works for organizations. Organizations: Have you ever been impassioned by someone else s courageous and unwavering conviction? Ever know that person that walk s in the room and you can t help but smile? Easy to follow why? See the Conviction See the Passion BELIEVE in their vision

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24 More Schultz and a little bit of Jimtastic You can t expect your employees to exceed the expectations of your customers if you don t exceed the employee s expectations of management Howard Schultz Jim-ism: As a leader in front of a class of students I often teach a course that is required for their degree but viewed as less than desirable to take. What do I do? How do I get the students (ie: employees) to embrace a different culture than one they are used to in required courses?

25 Show value of the new perspective/culture For students the reason the new culture is different and they should accept is explained: I know most of you are not majoring in this subject and have to be here. I acknowledge the majority sentiment. I do not ignore the obvious. I promise we will look at this subject from a different perspective than typical and we will have fun. I set positive expectations and give reason to view it differently than their preconceived notions. You will find ways this applies to your everyday work life and notice work from a different perspective than before. Easy to claim, so I add that those before you stated they never realized the reason behind many frustrating work happenings until they took this course.

26 Transitioning to successful change We have covered how we have to get out of automatic to facilitate change in our organization as a leader. We have described how to lead change through our perception by employees and we have shown how positive expectations can be achieved. Now we look at how we create and maintain the focus on goals and do not lose steam on the trip there

27 WHO motivates your employees? Want to inspire employees to action? Tell them you believe in them! Want to demoralize them, criticize their best efforts. Which are you doing? Obstacles are an opportunity to show your level of commitment! Without failures there would be no measurement between those that try again and succeed and those that give up after a failure. Do you believe employees notice your reaction to obstacles as a leader?

28 WHO motivates tweets - Waiting to be motivated is like waiting to be picked for the game. Only the proven are picked. What are u doing to attract motivated people? Your organization is waiting for you to lead them to change. - Ever like a personality but think "I can never be that way". You are only correct because you tell yourself that. YOU can be what you want to be! Organizations can change, but are often in a rut you, as leader, give them reason that change can and will work. - "Self" improvement often involves listening to others! Leading change may mean you do not have all the answers. Rely on others to aid the change. Engage SMEs from employee ranks.

29 WHO motivates you to motivate your employees to not only accept, but embrace change? We cannot become what we need by remaining what we are! John C. Maxwell Are you leading with this mantra? "People don't resist change. They resist being changed!" Peter Senge The leader s job is to give reasons not to resist and belief in change. "Your success in life isn't based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business." Mark Sanborn Do you empower your employees and business to do this?

30 CONTACT: