Let s take a look at how organizations have changed over time

Transcription

1 AAHAM

2 Let s take a look at how organizations have changed over time The way we work Leadership skills Employee expectations Organizational culture External and environmental influences

3 1881 Scientific Management Frederick W. Taylor Apply science to management processes Boss has all the control (plan & organize) Employee does all the work

4 1916 Management Process Henri Fayol Simple Model How management interacts w/personnel Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting

5 1930 Human Relations Prof. Elton Mayo, Hawthorne Study Focus on the relationship to influence productivity & motivation People desire to be part of supportive team facilitates growth & development encourage to participate work has significance motivated to be more productive

6 1960 Theory X/Y Douglas McGregor, MIT Sloan School of Management Employee X: cannot be trusted, lazy, require constant attention Employee Y: motivated, desire to do a good job; manager is aware of contributions

7 1970s Decentralization Peter Drucker MBO (management by objective) SMART (specific, measurable, achievable, realistic & time-related) Knowledge Worker (equivalent to a exec in today s world) How we work & interact Decisions are made at the level of most knowledge

8 1970s Servant Leadership Robert K. Greenleaf Serve first, then lead Leader first need for unusual power drive or acquiring possessions

9 1993 Total Quality Management William Edwards Deming Involve all in work and improving work Connection to LEAN, Six Sigma, Toyota Production Systems Many names TQM, CQI, CQM, QI, PI, etc.

10 2006 NeuroLeadership Dr. David Rock Your Work Quiet Leadership Coaching with the Brain in Mind Amygdala hijack Ideal hormone profile Exclusion Threat vs Reward SCARF model Application of findings from neuroscience to the field of leadership

11 2007 Holocracy Brian Robertson Self-management practice for organizations Empower people to make meaningful decision in pursuit of your organization's purpose Replaces traditional management hierarchy w/peer-to-peer operating system increases transparency, accountability, & organizational agility

12 Traditional Companies Holacracy Job descriptions Each person has exactly one job. Job descriptions are imprecise, rarely updated, and often irrelevant. Roles Roles are defined around the work, not people, & are updated regularly. People fill several roles. Delegated Authority Managers loosely delegate authority. Ultimately, their decision always trumps others. Distributed Authority Authority is truly distributed to teams and roles. Decisions are made locally. Big Re-Orgs The org structure is rarely revisited, mandated from the top. Rapid Iterations The org structure is regularly updated via small iterations. Every team self-organizes. Office Politics Implicit rules slow down change and favor people in the know. Transparent Rules Everyone is bound by the same rules, CEO included. Rules are visible to all

13 When did org charts become a thing? 1920s (w/some historical references as far back as 1854)

14 2009 Core Purpose Simon Sinek Start With Why: How Great Leaders Inspire Everyone to Take Action (2009) Leaders Eat Last: Why Some Teams Pull Together & Others Don t (2014) Together Is Better: A Little Book of Inspiration (2016) People don t buy WHAT you do; they buy WHY you do it. And what you do simply proves what you believe.

15 When did mission statements become a thing? mid-1960s

16 When did vision statements become a thing? mid-1990s

17 When did employee engagement become a thing? 1996

18 Other changes? What s next?

19 Your turn Personal milestones Births Marriages Kids Moves Significant work changes Graduation New Job Promotion/Transfer New Software or Technology New Policy Reorganization Merger/Acquisition Certifications New / Upgraded Equipment

20 Key points Change is happening more frequently! All the time! Adaptability is a key differentiator Growth mindset is crucial to staying in sync with society Balanced emphasis on customers, stakeholders & employees Focus on strategy AND culture (The Advantage) Cultures that inhibit performance are not rare --- they develop easily Cultures can be changed and become more performance enhancing --- it requires LEADERSHIP!

21 Let s focus on Growth Mindset

22 Fixed Mindset Something you re born with Fixed SKILLS Growth Mindset Static INTELLIGENCE Can be developed Look smart GOAL Desire to continue learning Something to avoid Could reveal lack of skill Tend to give up easily Unnecessary / fruitless Something you do when you are not good enough Ignore it Get defensive Take things personally Blame others Get discouraged CHALLENGES EFFORT FEEDBACK SETBACKS Comes from working hard Can be improved Embrace challenges Okay to show vulnerability Keep trying persistence Essential A path to mastery Useful & helpful A way to learn Identify ways to improve Use as a wake-up call to work harder next time Threatened by others success RELATIONSHIPS Inspired by others success

23 What are the benefits to a growth mindset? Enjoy life! This is a wonderful feature of the growth mindset. You don t have to think you re already great at something to want to do it and to enjoy doing it. Carol Dweck

24 What are the benefits to a growth mindset? Lower risk of depression You aren t a failure until you start to blame. John Wooden Be better at taking responsibility for your life Increase your resilience to stereotypes

25 What are the benefits to a growth mindset? Ditch the Stress! Don t have to worry about being perfect! Strengthen your confidence Improve your self-insight and self-esteem Never feel stupid when learning

26 What are the benefits to a growth mindset? Improve your relationships Positive impact on family, community, teams, departments & organizations!

27 What s YOUR Mindset?

28 FIXED MINDSET GROWTH MINDSET I'm either good at it or I m not. When I m frustrated, I give up. I don t like to be challenged. When I fail, I m a failure. Tell me I m smart. I m threatened by your success. The ability I come with determines everything. I can learn anything I want to. When I m frustrated, I persevere. I enjoy challenging myself. When I fail, I learn & do better the next time. Tell me I try hard. I m inspired by your success. My effort & attitude make all the difference.

29 Carol Dweck A Study on Praise & Mindsets

30 Breakout Questions: When YOU have a growth mindset 1. What are the characteristics of a growth mindset leader? 2. What statements would you use to give feedback re performance? 3. How can you personally role-model new opportunities for learning? 4. What questions would you ask an employee during their performance appraisal? 5. What are your ideas to make learning go viral in your organization (to move from pockets to a culture of innovation? 6. How do you find the balance between micromanaging and mentoring to ensure people feel supported in their development? 7. How do you create an environment that fosters risk-taking? 8. How do you celebrate the strengths of individuals? And of teams?

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