Leading the change cgm gallagher - june2017

Dr. Leahcim Semaj
WWW.ABOVEORBEYONDJM.COM 16/7/2017

Dr. Leahcim Semaj & Dr. Sandra Palmer
LT S E M A J . C O M
6/7/2017 www.LTSemaj.com/ www.ABOVEorBEYONDJM.COM 2

Dr. Leahcim Semaj
Intl. Keynote & Motivational Speaker
Above or Beyond
The Transformation Specialist
Give us a call at: 876-948-5726
Visit our website: www.ltsemaj.com
Send us an email: info@ltsemaj.com

Leahcim Semaj, Ph.D.
Chief Ideator & Resultant
The JobBank/ Above or Beyond
4
Keep In Touch!
www.AboveorBeyondJM.com

S
An organization is a perfect
system
shaped to be what it is
by the behaviours that are reinforced
This can be by
direct or indirect actions
intended or un-intended
actions
6 www.AboveorBeyondJM.com6/7/2017

Swww.AboveorBeyondJM.com7
Strategies for
Organizational
Transformation:
From Linear Change
To Paradigm Shift
6/7/2017

Who Wants Change
www.AboveorBeyondJM.com86/7/2017

Who Wants to Change?

S
Change Cannot be Managed
IT MUST BE LED

www.AboveorBeyondJM.com11
Linear Change Paradigm
Shift
S Manager LEADER
S Do the next right thing
Lead organization to a place it wouldn't
go by itself
S "Now" decision making "FUTURE“ DECISION-MAKING
S Best today decision How today's choices play out in
vision, mission, values
6/7/2017

Leadership Impacts the Bottom Line
SIn any economic cycle, the basics still apply—
S you have to have a good business plan,
S you have to take care of your customers, and
S you have to take care of your people.
SLeaders are an important part of that process.

Leadership Impacts the Bottom Line
S it is leaders who
S help employees set goals,
S make sure that those goals are in alignment with overall
corporate strategy,
S and are responsible for providing the direction and support
that employees need to succeed at work on a daily basis.
S http://www.kenblanchard.com/img/pub/pdf_Making_the_Business_Case.pdf

www.LTSemaj.com 14
The Crisis in Management
SManager
as
Prefect
SManager as
Headman

www.LTSemaj.com 15
What Kind Of Leader Are You?
S Manley
S PJ
S Seaga
S Portia
S Bruce
S Andrew
S Obama
S Castro
S Trump
S The Buffet
S “Pick One Trait From Each”

Change Cannot be
Managed
S Leaders will be required to:
S Buy the changes designed
S Live the changes implemented
S Sell the changes to all
S Enforce the changes at all levels

Are You Ready?
S Are willing to live Your mission?
S Do You All share the vision?
S Are You ready to live the values?
SFailure is NOT an option!!

MISSION & VISION
SBrokers to the Caribbean.
STo leverage our regional experience,
global insight and world class insurance
and risk management solutions to the
benefit of our client partners across the
globe.
6/7/2017 www.AboveorBeyondJM.com18

Company Values?
S Client Excellence
S Innovation & Resourcefulness
S Teamwork & Interpersonal Skills
S Expertise
S Integrity
S Leadership

Swww.AboveorBeyondJM.c
om
206/7/2017

www.LTSemaj.com 21
LET'S GET RID OF MANAGEMENT
S People don't want to be managed
S They want to be led
S Whoever heard of a world manager?
S World leader, yes
S Educational leader. Political leader. Religious leader.
Scout leader. Community leader. Labour leader.
Business leader. Gang Leader
S They lead. They don't manage

www.LTSemaj.com 22
THE CARROT ALWAYS
WINS OVER THE STICK
SAsk your horse.
SYou can lead your horse to water,
SBut you can't manage him to drink

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IF YOU WANT
TO MANAGE SOMEBODY,
SManage yourself
S Do that well and you'll be ready to stop
managing
SAnd start leading

www.AboveorBeyondJM.com 24
The World is Now Flat
S Driven by IT innovations and facilitated by
S out-sourcing
S off-shoring
S supply-chaining
S in-sourcing
S in-forming
S This "flattening" of the globe requires us to run
faster in order to stay in place
S Or get left behind
6/7/2017

The Old Work Order Promised Us ...
SThe job
would last
forever?
6/7/2017

The New Work Order
Has Some Other New Words
S Early retirement
S Acquisition
S Strategic Alliances
S OUTPLACEMENT
S Lay offs
 RE-ENGINEERING
RIGHT SIZING
Mergers
REDUNDANCY
6/7/2017

The Gardner/Farmer
SPruning
SCulling

The Psychology of Redundancy
SBEFORE:
S 50% happy to get a money and move on with
their lives
SAFTER:
S 50% sorry that they were not also made
redundant
6/7/2017

The New Work Order Cycle
SThe average US company loses
S Half it’s customers in 5 years
S Half it’s employees in 4 years
S Half it’s investors in < 1 year
6/7/2017

The Latest Phase of the Downsizing
Operation Is Now Complete
S The wounds have begun to heal
S As you get back to the business of
business
S it can not be business as usual
S The basic assumptions about the world of
work have been shattered for employees
6/7/2017

Rebuilding Loyalty
S In
S The New Work Order
SInternal Rebranding
6/7/2017

New Assumptions
SIt is no longer reasonable for the staff to
assume that they will have a lifetime job
guarantee with full retirement benefits in
exchange for loyalty to your company
6/7/2017

Productivity & Loyalty
S MANUFACTURING AGE THINKING
SReduce cost of production
SReduce staff size
SIncrease the return per unit
6/7/2017

In the Service Age
SEmployee
knowledge and
skill
Snot machines
Screate revenue
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Lay-off Cuts Cost
SBut at the
expense of
people who can
increase revenue
6/7/2017

Lay-off Reduces Loyalty
SArtificially
inflates
short-term
profit
SLays the
foundation for
future decline
in productivity
6/7/2017

The Transition
SIN THE OLD ORDER
SWorkers represent
cost
SIN THE NEW ORDER
SWorkers
represent
resources
6/7/2017

HOW DOES LOYALTY WORKS
Step One
SWith loyal
customers,
revenue and
market share
grows
SResult is growth
that is
sustainable
through the
years
6/7/2017

Step Two
S Sustainable growth attracts the best
employees
S Employees driven to deliver better value
to customers
S Results in more loyal customers
S Kicks off growth cycle in step one again
6/7/2017

Step Three
S Better employees are more productive
S Company now has more money for
training and tools
S This makes employees even better
S Provides more compensation, so keeps
better employees loyal
6/7/2017

Step Four
S Higher productivity means lower costs
S Greater profits attract loyal investors
S Loyal investors behave like partners, putting
surplus cash back in the business
S This funds more investment, to create value for
loyal customers, further boosting the growth
cycle
6/7/2017

Why and How Do Loyal Employees
Create Value
S The skills, knowledge and experience of long-time
employees make them more efficient and
productive
S This saves money and offers better value to
customers
S Lower training and recruitment costs
6/7/2017

Why and How Do Loyal Employees
Create Value
SThe goal is not to keep all employees
SUnder-performing and non-productive
employees drain your company of value
SThe key is to get the right employees to
stay
6/7/2017

Why and How Do Loyal Employees Create Value
S Surveys have shown that customers prefer
to deal with employees that are familiar with
them and their problems
S Even above “new” companies with better
trained and equipped personnel
S The loyalty of key employees can pull a
company through bad times
6/7/2017

S
Marcus Buckingham
Has produced two best-selling books
6/7/2017

Buckingham
S has helped build a ballooning consulting
practice at Gallup
S more than 1,000 clients
S including Best Buy, Disney, Fidelity
Investments, Toyota, and Wells Fargo
6/7/2017

www.AboveorBeyondJM.com 47
His Mission:
S To create a better
marriage between the
dreams of workers and
the drive of companies
to win
6/7/2017

One Big Question
Behind The Interviews:
S What does a strong and vibrant workplace look like?
S Buckingham eventually distilled 12 core issues that represent
a simple barometer of the strength of any work unit
S called the "Q12" in Gallup-speak
6/7/2017

Next
S Buckingham's team ran massive number-
crunching studies to analyze how answers to the
Q12 shaped hard-core business results
S The link between people and performance was
vivid
6/7/2017

one other finding that startled
them:
S There was more variation in Q12 scores within
companies than between companies
S In each of the more than 200 organizations analyzed
S Buckingham found some of the most-engaged
groups and some of the least-engaged groups
6/7/2017

His Conclusion:
S There is no such thing as a corporate culture
S Companies are made up of many cultures
S The strengths and weaknesses of which are a result of
local conditions
S Each manager is responsible for the culture s/he
creates
6/7/2017

The 12 Questions That Matter
S If you want to build the most powerful
company possible
S Then your first job is to help every person generate
compelling answers to 12 simple questions about
the day-to-day realities of his or her job
6/7/2017

SThese are the factors that determine
whether
S People are engaged
S Not engaged
S Or actively disengaged at work
6/7/2017

S
PLEASE ANSWER THE
FOLLOWING QUESTIONS
For Yourself and For Your Reports
www.AboveorBeyondJM.
com
566/7/2017

1. Do I know what is expected of me at work?
2. Do I have the materials and equipment that I need in
order to do my work right?
3. At work, do I have the opportunity to do what I do best
every day?
6/7/2017

4. In the past seven days, have I received recognition or
praise for doing good work?
5. Does my supervisor, or someone at work, seem to care
about me as a person?
6. Is there someone at work who encourages my
development?
6/7/2017

7. At work, do my opinions seem to count?
8. Does the mission or purpose of my company make me
feel that my job is important?
9. Are my co-workers committed to doing quality work?
6/7/2017

10. Do I have a best friend at work?
11. In the past six months, has someone at work talked to me
about my progress?
12. This past year, have I had opportunities at work to learn
and grow?
( c ) 1992-1999, The Gallup Organization, Princeton, NJ. All rights reserved
6/7/2017

S
Who Are The Change
Leaders?
LIST THE 5 PEOPLE WHO MUST
LEAD THIS TRANSITION IF THE
CHANGES ARE TO BE
SUCCESSFULL
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S
Best Practices To Build On
CONFIDENTIALITY
ACCOUNTABILITY
HONESTY
TRUST

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S
Confidentiality involves a set of
rules or a promise that limits
access or places restrictions on
certain types of information.
WHAT DOES THE STAFF SAY?
WHAT DO YOU SAY?
WHAT TO DO?
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Accountability Is Simple
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7 Ways to Build An Accountable Organization
1. Clear roles, team leadership and individual ownership.
2. A sense of ownership for team results.
3. Freedom, support and control to navigate competing priorities
4. It’s not about punishment.
5. It’s about improvement.
6. The expectation of evaluation.
7. Integrity counts.

Why Don't
We Always
Tell The
Truth?
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Distilling the Truth of An Organization
https://www.youtube.com/watch?v=8fYI47P2dzw

I CANT RECALL!!!
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Growing up,
Was one of the principles in
your house that you had to tell
the truth,
◦no matter how painful it might
be?

Lying, we were taught,
wasn't something you could get
away with.
Like Pinocchio's nose,
◦it would be apparent to others

Children
need clear rules to learn
the difference between
right and wrong

as we get older,
the truth becomes more nuanced
there are times when a little white lie
◦or the absence of some key facts
might seam appropriate.

The problem is that
all of us have different
standards
◦for when, why, and how
we shade the truth.

These divergent 'shades of gray'
cause miscommunication,
◦ breakdowns of trust,
◦and other dysfunctional behaviors.

That's why,
despite the inclusion of "integrity" in
almost every value statement,
◦some form of lying is common in most
companies

3 fundamental concerns
that cause people to shade the truth,
◦either consciously or not.
Being aware of these "lying triggers" can
sometimes help to improve
communication and reduce the feelings of
mistrust.

Impact of the truth on yourself:
It's human nature to want people to think well of us,
particularly those who have influence over our lives
and careers.
At the same time we all make mistakes, so we create
justifications and excuses
◦many of which are at best half-truths.

A Manager
whose key project was behind schedule, largely due to
his lack of discipline and follow-up.
Yet when asked why the project was lagging, he blamed
the hurricane (from 6 months previously) for slowing
down the work.

It Wasn’t Me

…but Women don’t do those things?

Impact of the truth on others:
One way to gain others' approval is to avoid pointing
out things that may damage their self-image.
As a result, many people withhold some or all of
their true thoughts about others.
For example, a senior executive complained to me
recently that one of his managers never gave her
people negative criticism during performance
reviews.

To justify that behavior,
she said that it was better to reinforce positive
behaviors rather than point out weaknesses
◦a strategy that also happened to make her popular
with her team.
The senior executive however was convinced that
her drive to be well liked was doing the team a
disservice
◦because they didn't know what they could do to
improve.

Impact of the truth on business success:
To be successful almost every organization needs to
sell
◦be it a product, a service, a story, or a promise.
But much of that selling is done without truthful
disclosure of what it will take to fulfill the sale.
Salespeople will often take an order without
revealing to the customer that there may be supply
problems,

Little White Lies

Should you always tell the truth?
Lack of trust sets up an atmosphere of doubt and
constant questioning.
Lies break trust.
It requires an enormous amount of energy to constantly
wonder whether we are living in truth.
Trust creates a deep knowing that sets us free from a
tremendous energy drain and power leak.

Trusting
In order to trust, we must rise above our
immediate concerns and glimpse the bigger
picture,
◦seeing how each action has an effect, and we
must be willing to be honest.

The Five Levels of Truth-Telling:
First, you tell the truth - to yourself about yourself.
Then you tell the truth - to yourself about another.
At the third level, you tell the truth - about yourself to another.
Then you tell your truth - about another to that other.
And finally, you tell the truth - to everyone about everything. ~
◦ Neale Donald Walsch Conversations with God (Book 2)

Can You handle The Truth?

Sly Man Bruce

13 Behaviors of High-Trust Leaders Worldwide
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectation
10. Practice
Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust

Entrepreneurs’ Organization – Octane –
Building Your Brand from the Truth Up
https://www.youtube.com/watch?v=7lXccFqu1yg

The Four Elements of Trust – The ABCD Model
The 4 elements are Able, Believable, Connected, and Dependable.
Able - is about demonstrating competence.
Do the leaders know how to get the job done?
Are they able to produce results?
Do they have the skills to make things happen—
including knowing the organization and equipping
people with the resources and information they need
to get their job done?

The 4 elements are Able, Believable, Connected, and Dependable.
Believable - means acting with integrity.
Leaders have to be honest in their dealings with people.
In practical terms, this means creating and following fair processes.
People need to feel that they are being treated equitably.
It doesn’t necessarily mean that everyone has to be treated the same
way in all circumstances, but it does mean that people are being treated
appropriately and justly based on their own unique circumstances.
Believability is also about acting in a consistent, values-driven manner
that reassures employees that they can rely on their leaders.

Connected
is about demonstrating care and concern for other people.
It means focusing on people and identifying their needs.
It is supported by good communication skills.
Leaders need to openly share information about the organization and
about themselves.
This allows the leader to be seen as more of a real person that a direct
report can identify with.
When people share a little bit of information about themselves, it
creates a sense of connection.

Dependable
◦is about reliably following through on what
the leaders say that they are going to do.
◦ © 2010 The Ken Blanchard Companies

8 Things Your Organization Can Do to Improve Trust
1. Demonstrating Trust—If you want to create a trusting work
environment, you have to begin by demonstrating trust.
2. Sharing Information—Information is power.
3. Telling It Straight—Study after study has indicated that the
number one quality that people want in a leader is integrity.
4. Providing Opportunities for Everyone to Win—Do you want
your people to work together or to compete against each other?

8 Things Your Organization Can Do to Improve Trust
5. Providing Feedback—Make sure leaders schedule and hold regular progress-
check meetings with their direct reports.
6. Resolving Concerns Head On—Resolve concerns head on by putting
challenges on the table and giving people an opportunity to influence the
process.
7. Admitting Mistakes—An apology can be an effective way to correct a
mistake and restore the trust needed for a good relationship.
8. Walking the Talk—A leader, above all, has to be a walking example of the
vision and values of the organization.
© 2010 The Ken Blanchard Companies

How to Build a Culture of Trust:
Defining Your Strategy
1. Client focus: you need your employees to believe in the mantra
that you're not in business solely to make money, but actually to
help your customer.
Money is a byproduct of success, not the other way around.
2. Collaborative: don't instinctively lead with what you think should
be done or what your competitors aren't doing.
Make it work like any team, and show customers that you want to
work together to reach the best solution.

Defining Your Strategy
3. Transparency: if you want trust, you can't keep secrets from others. One
of the buzzwords of President Barack Obama's campaign in 2008
was "transparency," as it stresses being open and visible without hidden
agendas.
4. Timeframe: perhaps the most important measurement, you need to be
thinking about your business in terms of relationships and not simple
transactions.
Most sales models are inherently transactional, with a lead and a close. But
if you think about your business in a more medium- to long-term
perspective, with an ongoing, ever-flowing cycle, you're developing a
relationship of trust.
Charles H. Green, founder and CEO of Trusted Advisors Associates,.6/7/2017 WWW.LTSEMAJ.COM 122

Implementing the Strategy
1. Capability trust, or allowing people to make decisions, involving
them in discussions, and trusting that their opinions and input will
be useful.
2. Contractual trust, or being consistent in terms of keeping
agreements and managing expectations.
3. Communication trust, or sharing information, providing
constructive feedback and speaking with good purpose about
people.
Lou Dubois - http://www.inc.com/guides/2010/08/how-to-build-a-corporate-culture-of-trust.html

S
Best Practices Checklist

Direction Giving Language
S 1. Do I provide my worker’s with positive feedback when they do a good job in performing organizationally relevant
tasks?
S 2. Do I provide my workers with feedback on how to improve their performance when they are not performing at the
desired level?
S 3. Do I clearly explain to my workers what is expected from them in their job duties?
S 4. Do I provide my workers with the relevant organizational information that they need in order to perform their jobs?
S 5. Do I tailor my performance feedback communication to maximize each worker’s understanding?
S 6. Do I use the communication media that are most effective for providing performance direction and feedback?
S 7. Do I tailor my performance communication so it is most suitable for a given task?

Empathetic Language
S 1. Do I spend time talking with my workers about non-work related issues?
S 2. Do I give feedback to my workers in ways that validate their own feelings?
S 3. Do I talk to my workers about how to better deal with their colleagues in the
workplace?
S 4. Do I let my workers know when I have had relevant experiences similar to their own?
S 5. Do I show my workers that I am willing to listen to their concerns?
S 6. Do I use the most appropriate media for expressing my ideas and feelings?
S 7. Do I show more or less empathy as is appropriate for a given situation?

Meaning-Making Language
S 1. Do I tell my workers about organizational opportunities for them?
S 2. Do I tell my workers stories about people who have been successful in the organization?
S 3. Do I tell my workers stories about people who have failed in the organization?
S 4. Do I provide new hires with information about the organization’s culture?
S 5. Do I tell my workers what they need to do to fit in to the organization’s culture?
S 6. Do I tell established workers about how to succeed in my organization’s culture?
S 7. Do I provide workers with cultural information that is relevant for their jobs?

S
HOW ARE THEY COPING?
HOW LOYAL ARE THEY NOW?
6/7/2017

How To Begin Treatment?
S 1. Admit that you and other employees are feeling
bad
S 2. Bridge the communication gap
S It can not be too much or too often
S What’s going on
S What the future holds
S 3. Understand why survivors feel sick
6/7/2017

The Task Of The Leader
S To rekindle the
spirit and
creativity of the
workforce
S While struggling
to compete in the
global market
S Need to come to
grips with own
status as a survivor
S Unless you own the
company…
6/7/2017

S
Are You Ready For The 3
Post Redundancy Types?
The Foot Out The Doors
(FODs)
The Wait and Sees (W&Ss)
The Ride in Out (RIOs)
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GROUP ISSUES
S FODs
S Management's competence
S W&Ss
S The organization's fairness
S RIOs
S Security; Continuity
6/7/2017

The FODs GROUP ISSUES
S Profile
S Future oriented, goal driven, independent, and proactive
S Career focus
S Professional growth
S Value
S Competence
6/7/2017

ORGANIZATIONAL CHALLENGE
S FODs are most likely to be disengaged
S Management must find ways to reengage the
FODs and recommit them to the organization
6/7/2017

THE W&Ss GROUP ISSUES
S Profile
S Present centered, goal directed, reactive, and analytical
S Career focus
S Hierarchical movement within the organization
S Value
S Commitment
6/7/2017

S W&Ss are "on hold"
S Stuck
S Waiting to see what the organization will do
S The organization challenge is to move them off "hold”
S Redirect their engagement toward the new organizational and
their role within it
6/7/2017

THE RIOs GROUP ISSUES
S Profile
S Past oriented, cautious, and risk averse
S Career focus
S Safety first, relying on mentors
S Value
S Connection
6/7/2017

S The organization has to cut through
RIOs' denial
S To disengage them from reliance on
the past and dependent relationships
S Help them become self-reliant,
empowered employees
6/7/2017

S
Working Groups

How Are You Coping With The 3 Post Redundancy Types?
The Foot Out The Doors (FODs)
The Wait and Sees (W&Ss)
The Ride in Out (RIOs)
6/7/2017

Format for Work Groups
• Participant Work Groups
–Participants join small working groups to
explore issues arising from the presentations.
–They will identify the challenges, the change
strategies for self and/or circumstances, and
the help that will be required.
6/7/2017 www.AboveorBeyondJM.com 141

• Structure of Responses - Collective
1.How will you recommit the:
FOD, W&S, RIO?
2.What are the greatest obstacles to change?
3.What assistance will the CGM need?

• Participant Presentations
– In this session, the participants will share experiences and
conclusions from the working groups with the full gathering.
• Participant Action Plans
– The participants will also identify what would like their team
members to do:
• Immediately Within the next 4 weeks

S
Part 2
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S
Dr. Leahcim Semaj

S
TREATING REDUNDANCY
TRAUMA
Four Levels of Intervention
6/7/2017

1. PROCESS INTERVENTION
S Approach redundancy from the perspective of the
Survivors
S Prepare staff
S Be Compassionate
S Lead from the heart, Follow with the head
6/7/2017

2. GRIEVING INTERVENTIONS
S Release the repressed feelings and emotions
S Grieving sessions very useful
S Include skilled facilitator, next-level-up manager,
supervisor
S Deal with feelings first, facts after
S Present a galvanizing vision of a better future
6/7/2017

MORE ON GRIEVING
S Select and train some managers and
supervisors for this task
S Listening skills
S Use metaphors, structured exercises,
playacting
S Any discussion of symptoms better than no
discussion
6/7/2017

HOW ABOUT A CEREMONY?
S To bury to old ways of doing
things
S List them all
S Bury them
S Then celebrate the birth of the
New Work Order
6/7/2017

3. BREAK ORGANIZATIONAL
DEPENDENCY CHAIN
S Workers must now learn to love themselves
S Without making this love conditional on
approval of the organization
S Both become healthier
S Necessary component of the new
psychological employment contract
6/7/2017

FOCUS IS NOW ON GOOD WORK
S Work is task oriented
S Goal driven, not relationship driven
S Work means accomplishing a task
S not pleasing the boss
S not impressing the system
S Work is an outward manifestation of your gifts and talents
S A way to please yourself
6/7/2017

RESULTS
S Employees become vibrant, open and
productive
S Employees invested in GOOD WORK
S Employees value themselves based on
their own good work and skills
S Not on organizational approval
6/7/2017

S
No More Lifetime
Employment… but
GOOD WORK
+
CROSS TRAINING
+
CONTINUOUS EDUCATION
=
LIFETIME EMPLOYABILITY
6/7/2017

Managers Must Change -
From Supervisors to Coaches
S Coaches help teams solve problems
S Old Order bosses design and allocate
work, supervise, check, monitor and
control
S Teams do these things for themselves
S Mentors advise on long term career
development
6/7/2017

Executives Must Change
From Scorekeepers to Leaders
S Must be able to influence and
reinforce employees'
Svalues and beliefs
S by their words and deeds
S Manage by Example
S Practice Visible Management
6/7/2017

MANAGER VS. LEADER
S ADMINISTRATE
S RELY ON CONTROL
S SHORT-TERM VIEW
S EYE THE BOTTOM LINE
S ACCEPT STATUS QUO
S FOCUS ON STRUCTURE
S COMMAND
S IMITATE
S DO THINGS RIGHT
S MANAGE PEOPLE
S INNOVATE
S INSPIRE TRUST
S LONG-RANGE PERSPECTIVE
S EYE THE HORIZON
S CHALLENGE STATUS QUO
S FOCUS ON PEOPLE
S COMMUNICATE
S ORIGINATE
S DO THE RIGHT THING
S LEAD PEOPLE
S Warren Bennis, Managing People is like Herding
Cats, 1997
6/7/2017

4. SYSTEMS INTERVENTIONS
S Remember some of the
principles of the New Work
Order
S New skills every 3-5 years
S 5-6 careers in a life time
S New parts unfolding
6/7/2017

ELEMENTS OF
THE NEW WORKPLACE
SDe-emphasize
symbols of longevity
SCelebrate departures
SReward performance
SEnrich jobs
6/7/2017

Change in Organizations
S Whether it involves
S Reengineering
S Restructuring
S Quality efforts
S Cultural renewal
S Is complex, dynamic, messy, and scary
S Often unsuccessful
6/7/2017

Change Cannot be
Managed
S Leaders will be required to:
S Buy the changes designed
S Live the changes implemented
S Sell the changes to all
S Enforce the changes at all levels

Are You Ready?
S Are willing to live Your mission?
S Do You All share the vision?
S Are You ready to live the values?
SFailure is NOT an option!!

The Change Leaders
NAME FREQ
Saundra Baliey 29
Mureen Thomas 27
Jennifer Figeroa 19
Matthew Pragnell 15
Damion White 8
Tanya Gordon 7
Carol Barnett 7
Kameelia Rochenter-Wilson 6
Camille Wilson 6
Tashana Swaby-Scott 5

Q12
The JobBank 12 Question Survey
Manager STAFF
Using the scale ALWAYS, OFTEN, SOMETIMES, NEVER, please indicate the
degree to which the following statements are TRUE of your job. Please TICK ONE.
01. Do you know what is expected of you at work? 85.4 63.5
02. Do you have the materials and equipment that you need in order to do your work
right? 77.1 65.4
08. Does the mission or purpose of your company make you feel that your job is
important? 75.0 60.4
09. Are your co-workers committed to doing quality work? 72.7 59.6
05. Does your supervisor, or someone at work, seem to care about you as a person? 61.5 67.3
10. Do you have a good friend at work? 61.5 67.3
03. At work, do you have the opportunity to do what you do best every day? 57.7 54.2
07. At work, do your opinions seem to count? 57.7 59.6
12. This past year, have you had the opportunities at work to learn and grow? 57.7 75.0
06. Is there someone at work who encourages your development? 51.9 63.5
11. In the past six months, has someone at work talked to you about your progress? 51.9 57.7
04. In the past seven days, have you received recognition or praise for doing good
work? 21.2 32.7

Despite the Best Efforts
S Of intelligent, well-
educated, and experienced
senior managers
S Change programs are more
likely to fail than succeed
6/7/2017

Why?
S Organizations are
overmanaged and underled
S Most of today’s experienced
executives were never taught
to lead
S They were taught to manage
6/7/2017

Managing Has Been the Key to Their
Success
S Planning
S Budgeting
S Organizing
S Staffing
S Controlling
S Problem solving
6/7/2017

When It Comes to Change Program
SManagement skills
used with such
success in the
past wont help
6/7/2017

On the Contrary
S They allow too much complacency
S They underestimate the power of vision
S They fail to create short-term wins
S They fail to anchor change in the corporate culture
6/7/2017

The Eight-step Process Include How To:
SDevelop and communicate
a vision for the future
SEmpower broad-based
action by all employees
6/7/2017

The Eight-step Process Include How
To:
SGenerate short- term wins
and use them to
consolidate gains
SMake change stick in the
culture of an organization
6/7/2017

Every Company Needs Management
SBut management can also destroy change
SSo take a look at your company’s change
efforts
SHave you been trying to manage change
SOr lead it?
6/7/2017

Why Managing Change Fails
SOrganizations are making
fundamental mistakes when
implementing change
6/7/2017

1. Too Much Complacency
SA sense of urgency
is required for
change
6/7/2017

1. Too Much Complacency
SAn organization that is
complacent won't be able
to muster the effort and
commitment needed to
successfully create
change
6/7/2017

2. No Powerful Guiding Coalition
SChange requires a coalition
of people who, though
position, expertise,
reputations, and
relationships, have the
power to make a change
6/7/2017

3. No Vision
S Without vision, change efforts
dissolve into a list of confusing,
incompatible, and time-
consuming projects going in
different directions
S Or nowhere at all
6/7/2017

4. No Communication of the Vision
SMajor change often requires
people to make short-term
sacrifices
SBut people won't make those
sacrifices unless they
understand why they are
6/7/2017

5. Obstacles That Block the New
Vision
SMajor change demands
action from a large number
of people
SMany initiatives fail because
obstacles are placed in the
path of these people
6/7/2017

5. Obstacles That Block the New Vision
STwo common obstacles:
SThe bureaucracy
SAn influential saboteur
6/7/2017

6. No Short Term Wins
S Complex efforts to change strategies or restructure
businesses lose momentum if there are no short-
term goals to meet and celebrate
S Without short-term wins, people give up-or join the
resistance
6/7/2017

7. Victory Declared Too Soon
SAfter working hard on a
change program, people
can be tempted to declare
victory with the first major
performance improvement
6/7/2017

7. Victory Declared Too Soon
SConcentration and commitment lag
SRegresses to the ways of the past
6/7/2017

8. No Deep Rooted Change in the
Corporate Culture
SChange sticks when it
becomes "the way we do
things around here"
SIf change isn't ingrained in
the culture, it won’t survive
in long run6/7/2017

Eight Steps to Create Change
S 1. Establish a sense of urgency
S 2. Create the guiding coalition
S 3. Develop a vision and strategy
S 4. Communicate the change vision
6/7/2017

Eight Steps to Create Change
S 5. Empower broad base action
S 6. Generate short-term wins
S 7. Consolidate gains and produce more change
S 8. Institutionalize new approaches in the culture
6/7/2017

Even With All of These Efforts
S Killing the old culture is difficult to accomplish
S Shared values are often shaped by years of
experience
S It takes years of different kind of experience to
institutionalize any change
6/7/2017

Culture Comes Last
S Only by first doing the change
S Convincing people to try new practices and then producing
results
S Can you hope to anchor new attitudes and habits into
culture
6/7/2017

Anchoring Change in the Culture
S Only happens after
you’ve done the rest of
the work
6/7/2017

The Challenge
Sto graft new
practices onto the
old roots while killing
off the inconsistent
pieces
6/7/2017

Hold a Eulogy for the Old Culture
SLet the old culture rest in
peace
SSO THE NEW CULTURE
CAN TAKE ROOT
6/7/2017

S
WHY LEADERSHIP?
com
1926/7/2017

Why Leadership?
In turbulent economic times, building leadership capacity is more critical than
ever
Much failure can often be attributed to leadership shortcomings in key areas
such as human resources management, strategy and “soft skills”—such as
employee communication.
Leadership is the key driver of best practices, innovation and productivity.
It's not surprising that there is strong correlation between leadership
development and how organizations perform.
Whether at the helm of a small organization with a few managers or a bigger
player, you can probably benefit from applying best practices in leadership.

Leadership is a Skill
While some character traits indicate an inclination toward leadership capability,
it is still a skill,
◦ and skills must be developed in order to unleash their true power.
One does not wake up one morning and realize that “I was a leader”.
You must have the passion, drive, and vision to start …
◦ and identify people who look to you for direction, inspiration, and
opportunity.
Though passion will guide you,
◦ You also learned leadership through learning from others words or actions.

BUT NO ONE CAN MAKE YOU LEARN TO BE A LEADER

Understand the importance of leadership
A leader with vision makes sure that people have a clear
understanding of where the organization is going and what is
expected of them.
Your role is to be a positive and motivating influencer.
You want to get people excited and behind your goals.
For example,
◦ if you need to improve your customer service, set clear objectives and
rally people to achieve them
That might involve systematic, face-to-face meetings with your team
to monitor progress.

UNDERSTAND YOUR PURPOSE
As a leader you have a large weight on your
shoulders
◦your organization and your team depend on you.
When you fully understand your purpose and role,
◦it breeds confidence,
◦which is very contagious and creates an incredibly
confident team.

“With good leadership
any problem can be
solved”
S William R. "Bill" Rhodes
S Banker to the World
S Former senior international officer and
senior vice chairman of Citigroup and
Citibank
S Served in various senior executive positions
at Citi from 1957 until his retirement from
Citigroup on April 30, 2010 www.AboveorBeyondJM.com1996/7/2017

EDUCATE
Provide leadership development training or fund the candidate’s return to
higher education through online coursework to instill leadership theory
and practice.
While on-the-job development provides the most effective way to develop
leadership skills, it does not hurt to incorporate a scholarly framework to the
leadership development process.
Use webinars, sabbaticals, industry events, professional associations, and
other learning platforms to further their knowledge, experience, and skill set.

Know Your Weaknesses and Strengths,
Then Delegate
A good leader also has to be aware of his or her skills and personality.
Be sure you have clear insight into your strengths, weaknesses and blind spots.
Once you recognize these, you're better able to focus on what you do best and see exactly
where you may need some help.
Recognize the skills of other people on their team and to tap into those strengths.
Learn how to surround yourself with competent people.
By delegating, you're also developing employees, which is crucial to the long-term
stability of your organization—particularly in challenging economic periods.
People will most often rise to the challenges offered.

FIND OUT WHAT THEY NEED
The only way you are going to know what your
team needs from you in order to be more
successful is to listen to them.
Sometimes simply listening can help you to
identify ways you can provide what is needed.

ASK
Pose questions to the potential leader that can help them to think more strategically or
outside their comfort level.
While they may not be able to immediately answer, this gives them food for thought and ways to
link what they are learning to what it means to be a leader.
This also allows them to leverage their own personal leadership style to a particular issue or
dilemma.
Then talk through that approach with the person or team that is helping them grow into the role
of leader.
To develop leader candidates, the first step is to identify those high potentials you believe will
respond well to these tactics.
Once you identify those prime candidates, then you can leverage these tactics as part of a
thoughtfully implemented leadership development program within your organization.

ASK A LOT OF QUESTIONS
How will you ever know if your team is happy if you don’t ask
them?
How will you know if your team has suggestions that would
benefit the company unless you ask them?
Doing this gives you valuable information and also gives your
team the confidence to follow your lead and ask questions as
well.

LISTEN
Pay close attention to what they say before providing them
with information so you can shape what you tell them.
Their questions may be guide how you develop that leader.
Likewise, show the prospect the fine art of active listening
and teach them why listening is often more important than
talking when it comes to motivating others to achieve
specific results.

Ralph Nichols
“The most basic of all human
needs is the need to understand
and be understood.
The best way to understand
people is to listen to them.” –

COACHING
Leadership training is also important to ensure that employees have the skills to
move a company forward, especially in tougher times
For instance, your people may lack the problem-solving skills needed to help
your company deal with common challenges such as operational inefficiency
and low productivity.
Formal academic training programs may fail to engage people.
A better strategy today is to ensure that the more experienced managers are
coaching other team members and sharing their knowledge with them.
Or get external help.

COACHING
Different than mentoring, a coach observes and determines what a person does well and what
they could do better before creating a game plan to enhance performance.
They may yell, but they will also be the first to congratulate a potential leader when they do
something well.
A coach will wear a person out with constant exercises and training to make incremental
improvements.
This coaching tactic is important because it focuses on the fundamentals of leadership, which
are so important to developing the skills to not only direct and delegate, but that are also
critical to inspiring and motivating people to listen, believe, and do.

MENTORING
A mentor is someone who has already served in the role they are now helping another learn.
They have the experience, skills, and knowledge to share in a consultative role that offers
direction, a listening ear, suggestions, and resources.
It’s a much more nurturing and supportive way to develop a leader but just as effective in its
result.
A mentor is often there to provide a soft landing should mistakes be made and talk it through.
This involves handling the emotional and psychological aspects of failure and providing the
learning lessons and recommendations as a helping hand to get a potential leader back up and
at it again.
Select someone within the organization that can help the prospective leader to see the company
and its members from a different vantage point.

Jack Welch
“Before you are a leader,
success is all about
growing yourself.
When you become a
leader, success is all
about growing others.”
– Jack Welch

BE TRANSPARENT
A good leader allows his or her team to see who they really
are.
There are no smoke and mirrors -- what you see is what you
get.
Transparency also leads to problems being solved faster and a
stronger level of trust being established between the leader
and his or her team.

EARN RESPECT, NOT LOVE OR FEAR
Leadership is not about winning a popularity contest.
Your goal is to be respected but not feared.
You have to show that you are fair in your dealings, competent
and a good coach.
Strong leaders also have to be able to make hard decisions and
focus on getting results.
Get all the cards on the table and address conflicts and challenges
directly and tactfully.
In the end, people will respect you more for your openness.

MORE ON RESPECT
Fancy internal awards and recognition is great,
◦some employees feed off that,
◦but your team will perform much better when they know
that they have your respect.
Show respect for their hard work and dedication
◦it will create a much more productive team.

DON’T IMPOSE FEAR
Your team will not be inspired if you use fear
as a motivator.
Great leaders coach and teach their team
◦they are right there with them
◦not on the sidelines screaming and instilling
fear.

Max Lucado
A man who wants to
lead the orchestra
must turn his back on
the crowd.” –

REWARD PEOPLE
Another excellent leadership strategy:
◦Do unto others as you would have done unto you.
And always say thanks for a job well done.
The fact is, it simply encourages better performance.
Apart from obvious perks such as compensation and bonuses,
people genuinely need honest feedback.
When you're asking people to pull out all the stops, especially
during difficult times, you want to show your appreciation for a job
well done, which also builds employee loyalty.

SHOW EMOTIONS
Nobody wants to be led by an emotionless robot.
Let your emotions shine
◦smile, laugh and have fun with your team.
Even the most routine task can be viewed with value when
we are in a good mood.
Positive emotions also encourage outside-the-box problem
solving.

EQ

BE DECISIVE
When it comes time to make a decision you have to take a play
out of Nike’s book and just do it.
Your growth and success is dependent upon action.
Procrastination will slow you down.
If you demonstrate decisive actions your team will develop the
same decision-making skills.
WHEN LEADERS NEGLECT MAKING A HARD DECISION
THE PRIZE THEY WIN IS A MUCH HARDER ONE LATER.

NETWORKING
Networking is a leader's best friend.
Leaders often need to connect with other leaders to share
experiences and learn from one another.
Strong leaders know how to reach out and build beneficial
partnerships and alliances.
Networking is also a way to keep abreast of trends and maintain your
visibility in a highly competitive market.
In today's global environment, no one can do it alone.

STOP MICROMANAGING
A true leader will step back and let his team do their
jobs without standing over their shoulders.
If you made the correct hiring decision then you need
to trust your team members to perform.
There is no need for micromanagement
◦if you made the wrong choice you need to take
responsibility and correct it.

LEAD BY EXAMPLE
Your habits and leadership will rub off on your team.
If you disappear for a few hours at lunch time or dip
out early to do your grocery shopping you aren’t
leading by example.
You should never dip below the bar you set and
expect your team to perform at.

DO WHAT YOU SAY
If you don’t plan on doing something, then don’t
mention it.
When you do what you say you will do, you will earn
the respect of your team.
Developing a reputation for following through
establishes you as a respected leader.

Lao Tzu

BE PERSONABLE
Gone is the old stigma of a mean and miserable hard-
ass business owner sitting in his or her corner office
hidden and barely accessible.
If your team knows they can come to you at any
time with a problem, concern or suggestion and you
will hear them out
◦it is going to help create a well-oiled machine.

Colin Powel

Eleanor Roosevelt
“To handle yourself,
use your head;
to handle others, use
your heart.” –

STRESS YOUR COMPANY’S PURPOSE
Setting goals and crushing them with record-breaking
revenue numbers is always great, but you can also inspire
your team by enforcing what your company’s purpose is.
Every successful product or service solves a problem --
remind your team that all of their hard work really makes a
difference -- beyond just the dollar signs.
Constantly remind them of the Mission and Vision.

Steve Jobs

PUSH THEIR LIMITS
If you never push your team, they will remain stagnant.
Sure, the work will get done,
◦but don’t expect to experience excitement and growth
without encouraging them to operate out of their traditional
comfort zone.
You want to achieve excellence and not mediocrity, right?

CHALLENGE
Based on a sink or swim philosophy, throwing a challenging project or impossible problem at
someone with leadership potential is an ideal way to start the ball rolling toward leadership
development.
This type of environment gives a potential leader the space to decide how to approach the
challenge, who can help, how to get that assistance, and if there needs to be alternative
strategies.
While some may argue that it is better to reward than challenge, when it comes to leadership
development, rewards only reinforce existing behavior while challenges help a person to grow
personally and professionally.
The potential leader may succeed or fail at this real-world scenario test, but either way learns
from the experience about what is involved in being a leader and what worked but what needed
further improvement.

John Quincy Adams
“If your actions
inspire others to
dream more, learn
more, do more and
become more, you
are a leader.” –

I DON’T KNOW
You are not going to have the answer for
everything,
◦and that is perfectly fine.
Instead of pretending to have the answer,
◦use it as an opportunity to demonstrate effective
problem solving to your team.

HOLD BRAINSTORMING SESSIONS
Keep your mind, as well as the minds of your
entire team, fresh by holding frequent
brainstorming sessions.
This inspires and motivates your team to be
constantly thinking of new, innovative ideas.

DEVELOP FUTURE LEADERS FROM WITHIN
As your brand grows you will need additional leaders to step
up.
Give every member of your team the ability to move into
those roles by empowering them to make decisions, both
right and wrong.
This decision-making training prepares them to set up to the
plate when they are needed.

ENCOURAGE PERSONAL GROWTH
Successful leaders encourage personal growth and mentor
their team.
Give your team members personal success books to read and
encourage them to attend business networking events.
Make suggestions that will enrich their own personal
development outside of your organization.

William Arthur Ward
“The mediocre teacher tells.
The good teacher explains.
The superior teacher demonstrates.
The great teacher inspires.”

HELP OVERCOME WEAKNESS
If a team member screws up, don’t simply point it out
and not offer a solution to avoid making the mistake
in the future.
Explain what they did wrong and what they can do
to improve and not make the same mistake again.

HOLD YOUR TEAM ACCOUNTABLE
Accountability makes your team feel like they
are personally invested in the success of the
company
◦when they see what needs to get accomplished
they will do what is needed to reach specific goals,
◦even if it means navigating around a potential
obstacle.

Jim Rohn
“Help those who are
doing poorly to do
well and to help
those who are doing
well to do even
better.” –

DEMONSTRATE KNOWLEDGE
You could be the most motivationally
inspiring person in the world, but if you lack
knowledge you lack credibility
◦and your team will never take you seriously as a
leader if you aren’t credible.

BE FLEXIBLE
Not every person on your team is going to have the same
personality.
You need to be flexible in how you lead each individual.
Some will require a little more handholding than others while
some will excel when they are given more independence.

MANAGER vs. LEADER
S ADMINISTRATE
S RELY ON CONTROL
S SHORT-TERM VIEW
S EYE THE BOTTOM LINE
S ACCEPT STATUS QUO
S FOCUS ON STRUCTURE
S COMMAND
S IMITATE
S DO THINGS RIGHT
S MANAGE PEOPLE
S INNOVATE
S INSPIRE TRUST
S LONG-RANGE PERSPECTIVE
S EYE THE HORIZON
S CHALLENGE STATUS QUO
S FOCUS ON PEOPLE
S COMMUNICATE
S ORIGINATE
S DO THE RIGHT THING
S LEAD PEOPLE
• Warren Bennis, Managing People is like Herding
Cats, 1997

WELCOME INVOLVEMENT
Your team wants to be involved with your company’s growth and
innovation.
Welcome and encourage them to roll up their sleeves and get involved.
When they feel like they are part of the future it inspires them to be
more productive.
Not only does this help the organization
◦ but it also prepares them for a more meaningful role in the future.

GET TO KNOW YOUR TEAM
When you are with your team make sure that you
spend some time getting to know them.
You will have a much more productive team if
they know that you genuinely care about them
and have their best interests in mind.

Tom Peters

BE ACCESSIBLE
Part of being a leader involves being there for your
team.
If they have a question or need your advice, make
sure that you make it easy for them to access you.
With mobile email and cell phones there is no reason
your team shouldn’t be able to get in touch with you
when they need to.

ROTATE
Like the challenge tactic, rotating a potential leader into a different
department or job function can highlight their strengths while also providing
them with a different perspective that benefits them now and later on.
By actually working in every department or area of an organization, a potential
leader can use this hands-on experience to understand how every aspect of the
company works as well as what is involved in fulfilling that role.
Even though they are rotating jobs or roles outside of their knowledge or skill
set, they can still ask themselves how it can be done better and incorporate this
into how they would lead this particular group or function later on as a leader.

EXPOSE
While the word expose often brings to mind something that
involves risky contact like being exposed to a virus, the
other context for this word involves experiencing new things
that alters perceptions.
Exposing a candidate for leadership to new experiences,
situations, technology, cultures, processes, information
and/or people helps to add new facets that
◦ enable that person to lead all types of people and through
numerous situations using different approaches.

EVALUATE
A person can only get better through evaluating what they did and
the results of those choices.
An evaluation process points to areas for improvement that can
become the focus of ongoing development efforts.
Knowing strengths and weaknesses is a way to map out a strategy
for improvements that further develop the strengths and overcome
the weaknesses of a leader.
Dealing with failure will determine success.

SUPPORT
Often, a leader is viewed as the pillar of an organization and one who has the
strength of many.
However, a leader is human and may make many mistakes and misfires so they
need encouragement from their colleagues to soldier on.
The idea is that the leader was willing to take chances and put themselves out
there.
Therefore, accepting this support is not a sign of weakness; if anything, it shows
that a leader is brave, humble, and understanding with his team when they try
something new or make mistakes.

259
Dr. Leahcim Semaj
Keep in Touch
WWW.ABOVEORBEYONDJM.COM6/7/2017

Leading the change cgm gallagher - june2017

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