Creatively Providing Permission to Fail

Transcription

1 Creatively Providing Permission to Fail

2 Today s Objectives One. Recognize the significant role the failure paradigm plays within transforming an organization s core values into an everyday culture.

3 Today s Objectives Two. Identify three leadership behaviors that need to be embedded within an organization s core values to influence the current organizational failure paradigm.

4 Today s Objectives Three. Discuss three methods that could be utilized to start coaching and communicating the organizational message on failure to revitalize the core values.

5 Bullying & Shame Workplace Bullying is repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators. It is abusive conduct that is : Threatening, humiliating, or intimidating, or Work interference sabotage which prevents work from getting done, or Verbal abuse Workplace Bullying Institute, 2014

6 2014 Study 27% have a current or past direct experience with abusive conduct at work 72% of the American public are aware of workplace bullying Bosses are still the majority of bullies 72% of employers deny, discount, encourage, rationalize, or defend it Workplace Bullying Institute, 2014

7 When shame becomes a management style, engagement dies. When failure is not an option we can forget about learning, creativity and innovation. Dr. Brené Brown Shame is the most powerful, master emotion. It s the fear that we re not good enough.

8 My Shame Story...started in Business Ethics

9 Earned my Bachelor s in Science with a Minor in Human Resources Several promotions where I was HR Manager for up to 200 employees and then 30+ stores Always Meets or Exceeds Expectations on Performance Review Earned my HR Professional Certifications (SHRM-CP & PHR)

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11 Vulnerability is the birthplace of innovation, creativity and change. Dr. Brené Brown We need to rehumanizing our organizational cultures. How?

12 Why rehumanize? Culture is the customs, arts, social institutions, and achievements of a particular nation, people, or other social group. Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.

13 Leadership Behavior #1 If we want them to be vulnerable with us, we must be vulnerable with them. Vulnerability is the human element. It is step one in rehumanizing our cultures.

14 Leadership Behavior #2 We must listen with clarity. We must not listen with the intent to respond.

15 Leadership Behavior #3 We must be genuine and believe in them and their potential.

16 Creating Values that Align Have the intent of cultivating cultures that make it safe for us to be human Highest values on respect and dignity of individuals Empathy is encouraged Recognizing the need to belong Accountability is an expectation, not an exception Certain behaviors are simply not tolerated

17 Creating Values that Align Have the intent of cultivating cultures that make it safe for us to be human Highest values on respect and dignity of individuals Empathy is encouraged Recognizing the need to belong Accountability is an expectation, not an exception Certain behaviors are simply not tolerated

18 Hiring for Fit & Engagement My Ethical Code My Core Values Aligned? The Organization s Ethical Code The Organization s Core Values

19 Removing Resistance Four Ways of Knowing from Heron & Reason Knowing how to do something, demonstrated in skill or competence. Fulfills/grounded in the three prior forms of knowing & brings them to fruition. Clothes our experiential knowing of the world in metaphors of aesthetic creation: graphic, plastic, musical, vocal, physical and verbal art-forms symbolize felt attunement and primary meaning embedded in experience. Practical Knowledge by description, expressed in statements and theories that are carried by presentational forms. Propositional Presentational Experiential Direct Encounter/ F2F Meeting: Feeling & imagining the presence of energy, entity, person, place, process or thing. Participative, empathic resonance & transaction Adapted from 'A Participative Inquiry Paradigm', Qualitative Inquiry, Vol 3 No 3, John Heron and Peter Reason, 1997.

20 Method #1: The Mind Map

21 Method #2: Writing

22 Method #3: Visualization

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