4. Changes I need to make
⢠Sheet in the back of your handout
⢠Add two items after each session
⢠Prioritize top two in wrap-up session
⢠When you return to work
â Apply the change formula you will learn today
â Invite accountability
â Make continual improvement a habit
13. Responsibility
⢠Foundation of interdependence
⢠Unless and until you assume full responsibility
for yourself, you force others to assume
responsibility for you
⢠Performance
â Master your current job
â Continuously improve how that job is done
⢠Caring
14. Expectations
⢠Framework of interdependence
⢠Know whatâs expected of you
⢠Share your expectations of others with them
⢠Make this a team activity
⢠Promise to deliver
15. Accountability
⢠Binding strength of interdependence
⢠Two principles
â Always starts with you: performance, caring,
expectations, encourage and enable others
â When you look at others, look for solutions rather
than blame
⢠Donât look the other way when it matters
16. Learning
⢠Fulfillment of interdependence
⢠Change in behavior
⢠Core performance technology
⢠If you stop learning and growing, you will
increasingly become either a burden or a
stranger to others at work
17. REAL Relationship
⢠Are you dependent, independent, or
interdependent in your work relationships?
How does your style of relating affect others
at work?
⢠Are you really learning and growing at work?
Name one thing you are doing better now
than 3 months ago.
18. 18
Purpose: The Missing Factor
ďŽVision â where we are going
ďŽMission â who, when, how we will
get there
ďŽValues â rules of engagement and
norms of behavior
ďŽPurpose â why we do what we do
19. 19
Purpose
⢠Never changes
⢠Short and easy for all to remember
⢠Serves as a guide for daily behavior
⢠When reasonable people disagree on the
âright thing to doâ, purpose should be the
guiding principle
27. Inner Work Life Effect:
âPeople do better work when they are happy, have
positive views of the organization and its people, and
are motivated primarily by the work itself.â (p, 47)
28. Workday
Events
Perceptions/thoughts
(Sensemaking about
workday events)
⢠The organization
⢠Managers, self, team
⢠The work
⢠Sense of
accomplishment
Emotions/feelings
(Reactions to
workday events)
⢠Positive emotions
⢠Negative emotions
⢠Overall mood
Motivation/drive
(Desire to do the work)
⢠What do to
⢠How to do it
⢠When to do it
⢠Whether to do it
Individual
Performance
Inner Work Life System
Amiable, T & Kramer, S. (2011). The Progress Principle
29. Even seemingly
mundane events â such
as small wins and minor
setbacks â can
significantly effect
inner work life
30. The Progress Principle
Events signifying progress
⢠Small wins
⢠Breakthroughs
⢠Forward movement
⢠Goal completion
The Catalyst Factor
Events supporting the work
⢠Setting clear goals
⢠Allowing autonomy
⢠Providing resources
⢠Providing sufficient time
⢠Helping with the work
⢠Learning from problems
and successes
⢠Allowing ideas to flow
The Nourishment Factor
Events supporting the person
⢠Respect
⢠Encouragement
⢠Emotional support
⢠Affiliation
Positive
Inner
Work Life
Amiable, T & Kramer, S. (2011).
The Progress Principle
1
2 3
Daily
Events
31. The power of setbacks to diminish happiness is
more than twice as strong as the power of progress
to boost happiness. The power of setbacks to
increase frustration is more than three times as
strong as the power of progress to decrease
frustration. (p. 92)
32. Meaning Killers
⢠Dismiss someoneâs ideas
⢠Make employees doubt the work
they do is important
⢠Assign people to work for which
they are overqualified
⢠Keep people from assuming full
ownership of their work
33. Inhibitors
⢠Unclear goals
⢠Micro-management
⢠Lack of resources (e.g. information, equipment,
funding, personnel, training)
⢠Time pressure
⢠Punishment (vs. learning) from problems or
mistakes
⢠Shut down open discussion
⢠Increased workload + decreased control
37. Whatever your level in the organization ⌠you bear
some responsibility for the inner work lives of the
people around you (p. 181)
38. Recommendations
⢠Systematic awareness
⢠Stay tuned everyday
⢠Target support
⢠Check in â donât check-up
⢠Events change the culture
⢠Tend to your own inner work life
39. Exercise 2
What are the catalysts and
inhibitors in your work
environment?
List at least three of each
40. Add two items to your list of
changes you need to make
45. Rider - Rational
â Deliberates,
analyzes, looks into
the future
â Provides planning
and direction
Elephant â Emotional
â Feels pain and
pleasure
â Provides the energy
47. Destination
postcards:
Shows the Rider
where you are
headed and the
Elephant why the
journey is
worthwhile
Change is easier
when you know where
you are going and why
it is worth it
54. Growth Mindset
⢠Talent is NOT fixed unless you
believe that it is. Treat talent as
something almost everyone
can earn, not that just a few
people own.
⢠Everyone can learn to work
smarter
54
61. Shape the path
What looks like a people problem is
often a situation problem. When
you shape the path, you make the
change more likely, no matter
whatâs happening with the Rider
and the Elephant
63. Exercise 3
Identify a change that is happening
right now at work. Discuss ways
that you can direct the Rider,
motivate the Elephant, and shape
the Path to help improve the
success of this change
64. Add two items to your list of
changes you need to make
71. How you give determines if
you will achieve long term
success or languish at the
bottom
72. Concern for Otherâs
Interests
LOW HIGH
Concern
for
Self-
Interest
LOW Apathetic Selfless:
Self-
sacrificing
givers
HIGH Selfish:
Takers
Otherish:
Successful
Givers
73. Exercise 4
How can you improve the citizenship
behavior in your organization?
Discuss ways you can direct the Rider,
motivate the Elephant, and shape the
Path to create more otherish givers in
your organization.
74. Wrap-up
Add two more items to your list.
What are the top two changes that you
need to make?
76. Changes I need to make
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This presentation is updated online at http://www.slideshare.net/BretLSimmonsVideos of this session will be available at my website www.bretlsimmons.com and at my Youtube channel http://www.youtube.com/user/eustress