Change and citizenship
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Transcript of Change and citizenship
Bret L. Simmons, Ph.D.UNR Student Services
August 8, 2013
How to become a better organizational and digital
citizen
www.bretlsimmons.com
http://www.slideshare.net/BretLSimmons
Agenda• 8:30 am. Session 1
– Change– Organizational Citizenship
• 10 am. Break• 10:15 am. Session 2
– Social Business– Digital Citizenship
• 11:50 am. Student Services Photo
Primary Sources
Exercise 1
Identify a change that is happening right now at work. Why are you resisting that change?
For anything to change, someone has to start acting differently. Can you get people to start behaving differently? (p.4)
If you want to be effective at helping others change their
behavior, then build a reputation for
proactively changing your own behavior
Change Metaphor
Rider - Rational – Deliberates,
analyzes, looks into the future
– Provides planning and direction
Elephant – Emotional
– Feels pain and pleasure
– Provides the energy
Direct the RiderFollow the bright spots:
Investigate and clone the successes
Destination postcards:Shows the Rider where you are headed and the Elephant why the journey is worthwhile
Change is easierwhen you know whereyou are going and whyit is worth it
Script the critical movesBe specific about the behavior you want to change
Direct the Rider• What looks like resistance
is often a lack of clarity• Clarity dissolves
resistance
Motivate the Elephant
Find the feeling
Motivation comes from confidence. The Elephant has to believe that it’s capable of conquering the change
Shrink the change:
Break down the change until it no longer spooks the Elephant
Sense of progress is critical
Make change a matter of identity, not consequences
Who am I? What kind of situation is this? What would someone like me do in this
situation?
Grow your people
Encourage a growth mindset by
praising effort rather than skill
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
18
Motivate the Elephant
Change is hard because people wear themselves out.
What looks like laziness is often exhaustion
Shape the PathTweak the environment. When the
situation changes, behavior changes
Build Habits
Supportive habits that are easy to embrace and advance the new
behavior
Action Triggers: Decisions you make to execute a certain action when you encounter a certain situation
Checklists help educate people about what is best by showing then the right way to do something
Rally the HerdBehavior is contagious; help it spread
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 what’s happening with the Rider and the Elephant
The law of crappy systems trumps the law of crappy people
26
Add two items to your list of changes you need to make
Organizational CitizensTaker, Matcher, or Giver
Takers view success as attaining results that are superior to others
Matchers see success in terms of balancing individual accomplishments
with fairness to others
Givers characterize success as individual achievements that have a
positive impact on others
How you give determines if you will achieve long term success or languish at the bottom
Concern for Other’s Interests
LOW HIGH
Concern for Self-Interest
LOW Apathetic Selfless: Self-sacrificinggivers
HIGH Selfish:Takers
Otherish:Successful Givers
Exercise 2
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.
Add two items to your list of changes you need to make
Break!Start again at 10:15
Social Business
Digital Citizenship
Main Points
1. We are all ambassadors of our increasingly social businesses
2. Digital Citizenship is a huge opportunity and responsibility
3. Differentiate your digital citizenship by building your personal brand and demonstrating professional discretion
Digital Citizenship
Never trust any site to protect your privacy
• Never post anything, anytime, anywhere that you would not be comfortable with anyone seeing.
• If it were posted on the wall of your office, would it make any of your colleagues, customers, or employees uncomfortable? If so, don’t post it online
Operational Privacy
Operational Privacy
• The sooner you behave as if you have no privacy online, the more effective you will be
• Use your online presence to build bridges, not walls
Professionally PersonalEverything you do reflects on your business
Professional Discretion
Just because you can post, comment, share, like, etc. does not mean that you
should.
If you connect to students
• Our students come in all genders and every sexual orientation, all colors and cultures, are members of all political parties and all religions, are both over weight and anorexic, etc. – why would you want to offend any of them?
• THINK before you like anything• THINK TWICE before you comment on
anything• THINK before you post any content on your
own site
Brand ValueIf people don’t select you, spread the word about you, or pay a premium for your services, it’s because they don’t recognize your value.
(Seth Godin)
ValueWhat you can do uniquely well to help others address issues or solve problems that matter to them.
Personal Brand
1.Who are you?2.Who do you want to
help?3.How do you want to
help them?
New business card
www.bluehost.com
New business card
1. Associate your name and face with your value
2. Create content and connections that will get you indexed and ranked for your name and value
Be clear, not cute
Social MediaYou must be personal and conversant
Lead with valueWrap the personal around your value
Brand: Name, Picture, Purpose• E-mail• Linkedin• Blog• Twitter• Facebook• Other (Pinterest, Instagram)
[email protected]@bretlsimmons.com
We don’t need Facebook to authenticate our lives
Summary• Social business is here to stay. • Strategic imperative to immerse
yourself in the process• Start now, don’t quit• Assuming responsibility for your
digital citizenship is good for your career and your company
Questions?
Wrap-up
Add two more items to your list. What are the top two changes that
you need to make?
Bret L. Simmons, [email protected](775) 336-9576
Bret L. Simmons, Ph.D.Associate Professor of ManagementCollege of BusinessUniversity of [email protected](775) 336-9576