WV Rural Health Conference CONCURRENT SESSION October 20, 2016 BEHAVIORSMARTS Affiliate of The Center for Influential Leadership
YOU, as a LEADER, are the single most important INFLUENCE on the culture of your team or workplace.
Objectives Understand what it means to become a BehaviorSMART leader Discover trigger behaviors that lead to an unhealthy culture Identify behaviors that are in synch with the organizational values to positively influence a healthy culture
Describe what the ideal leader looks like using one or two word attributes or adjectives. If you could ask your boss to change one thing to be more effective as a leader, what would it be?
Describe what the ideal culture looks like
BehaviorSMART Leader 1. Self-Awareness Understanding Purpose/Values Demonstrating behaviors consistent with your values 2. Take Ownership Managing thoughts/emotions Owning your response Owning Self-Development Keeping Commitments 3. Create Connection Developing Trust Appreciating value of others Communicating transparently Including others in decisionmaking/input (voices heard) Providing consistent feedback with candor and caring Celebrating/Recognition Being Accountable
Objectives Understand what it means to become a behaviorsmart leader Discover trigger behaviors that lead to an unhealthy culture Identify behaviors that are in synch with the organizational values to positively influence a healthy culture
Worst and Best Worst Conversations in Workplace What was it How did it impact you How did it ripple into other peoples lives Share and Compare what WORST looks Repeat with BEST
Trigger Behaviors Disrespectful treatment Lack of recognition/appreciation Not listened to Being criticized or blamed Need to win/need to be right/excessive control Lack of sharing information Lack of commitment/follow-through/accountability Intimidating behavior - yelling, name calling Toxic Behavior Cycle (blame, defensiveness, stonewalling/under-delivering, contempt, gossip)
Toxic Behavior Cycle Gossip Blame Contempt Defensiveness Stone- Walling 12
Objectives Understand what it means to become a BehaviorSMART leader Discover trigger behaviors that lead to an unhealthy culture Identify behaviors that are in synch with the organizational values to positively influence a healthy culture
"Partner Behaviors Inclusive Appreciative Transparent Communication Supportive and encouraging Provide resources/develop employees Encourage feedback Show empathy Positive and constructive feedback Celebrate Reward and Recognition
Conversation Essentials
Protect to Partner Exercise
Client Example: Inclusive Team Agreements
I agree to be Positive in my interactions with others. Believe that others are doing their best and will give you their best effort Seek to understand another's point of view Don't take things personally Avoid triangulation and gossip
I agree to Meet/Communicate with a purpose Define objectives of the discussion prior to meeting I agree to Focus on the issue being discussed Listen with an open mind. Avoid multitasking.
I agree to be Open to change Encourage the sharing of ideas Be collaborative
I agree to be Accountable for my tasks Complete assigned tasks Honor timelines Proactively seek solutions Communicate conflicts
I agree to Allow others to be responsible for their tasks Discuss expectations Agree on a timeline Refrain from asking someone else to perform task without prior consultation
I agree to Respect other's area of expertise Be collaborative Restate agreements Ask questions to establish clarity
I agree to Respond to communications within a reasonable period of time Schedule time to manage email/voicemail Respect other individual's requests for a response
3rd communication: escalate to management I agree to Practice the three step communication plan 1st communication: request the information with a deadline 2nd communication : email and/or follow-up with personal contact
I agree to Take time to destress during the work week Take a walk Lunch with friends Smile. It is infectious
The End
ACTION What one behavioral change will you make to support your organizational values? (Practice for 15 days) Ask your individual team members What one thing could I do to be more effective to you as a leader?
People will forget what you said, people will forget what you did, but people will never forget how you made them feel. -Maya Angelou
Thank You! Shirley Wulf, CPC, ACC BEHAVIORSMARTS, INC Affiliate of The Center for Influential Leadership shirley@behaviorsmarts.com 678-478-4715
5 - Steps for Managing Emotions 1. Slow down the emotional process 2. Sense what is going on in your body 3. Name the emotion 4. Identify the event that caused the emotion 5. Examine your thoughts about the event
Leadership Ripple Effect
Mental toughness is Resiliency (mental toughness) is the ability to stay motivated and focused on what you need to do even in the midst of distractions and difficult circumstances. Mental toughness is a key to achieving your best in life and at work. With Permission of Focus 3 and The R-Factor
Leadership Ripple Effect
The Power of Focus How you feel in response to your thoughts and self-talk. What you say and what you do. Thoughts Emotions Energy Behaviors What you think. Your stories, scripts, and self-talk about the situation. The emotional and physical energy created by your feelings.
Trust Changes Reality
LEARN Exercise 1.Like: What did you like most about this meeting 2.Excite: What excited you most 3.Anxiety: What created the greatest anxiety 4.Reward -- What can we Reward /celebrate about the way we handled this meeting (or other R's based on the type of meeting What do you want to reframe, revision, redirect, restore, etc 5.N Need: What are the next steps we need to take to stay on track
Personal Control E + R = O Event + Response = Outcome Life is lived in events. We have virtually no control over these events. What we can control, what is unique to each and every human being, is the power to choose our response to events as they occur. So choose wisely as the quality of your life is in your choosing in each and every event. Jack Canfield The Success Principles
Trigger Behaviors
Conversational Triggers
Neurochemistry
Negative Emotions in the The Top 5 Amygdala Triggers Condescension/disre spect Unfair treatment Lack of appreciation Not listened to Workplace Most Common Negative Emotions Frustration Anxiety Anger Unhappiness
Words Create Worlds Exercise TRUST