John scherer: how to launch changes in a workplace and create better business

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Transcript of John scherer: how to launch changes in a workplace and create better business

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High-Performance Teamwork:

Going to the Next Level

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The Life Cycle of Development

EMBRYONIC GROWTH DECLINE MATURE

Why Organizations Have to Change

• Unstable

• Chaotic

• Creative Energy

• Experimentation

• Mistakes are OK

• Innovative, risk-

taking leaders

needed

• Focus: Finding the

right ideas

• More and better

• Increased structure

• Focused energy

• Going with what

works

• Mistakes less OK

• Entrepreneurial

leaders needed

• Focus: Building the

team

• Steady, stable

• Highly organized

• Controlled energy

• Effectiveness

• Mistakes not OK

• Maintenance leaders

needed

• Focus: Keeping it

going

• Stagnant

• Fear-driven

• Conserved energy

• Efficiency

• Mistakes fatal

• Salvage leaders

needed

• Focus: Turning it

around

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The Breakthrough Curve

EMBRYONIC GROWTH DECLINE MATURE

X

Why Organizations Have to Change

Everyone goes back to zero

X

The ‘Waterline’

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The way work is planned:

A B

• Objectives, budgets, systems, synergies, organization charts, benchmarks, etc.

Phase 1

As Is

State

To Be

State

Phase 2 Phase 3 Phase 4

• Flow charts, tracking systems, and progress reports used to ensure success.

The ‘hard stuff’. . .

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The way things actually happen. . .

Above the Waterline People trying hard to look committed

B

Future

State

A

Present

State

The Human World People interacting to get the work done—or not

Below the Waterline

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9

Jane

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How present are you for interactions?

Where do you tend to operate?

0% 25% 50% 75% 100%

THE Question: What am I missing?

Deep Presence

Half 'there'

Mostly 'there'

Pretending to be 'there'

Out of it

Engaged

110%

Multi-Tasking

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Your Culture =

Your ‘Magnetic

Field’

Leadership

‘Shapes the Field’

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Above the Waterline

Objective performance measures/KPIs

B

Future

State

A

Present

State

Below the Waterline

Effectiveness, decision-making, conflict-resolution,

innovation, engagement, capacity, speed & quality

The way things are measured…

The High-Performance Team

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What an HP-Team

Looks Like in Action

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Collection

Group

Team

High-Performing Team

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Characteristics of High-Performance Teams:

1. They have a clear sense of

common purpose, embraced by

everyone on the team.

(Above & Below the Waterline)

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Business Goal(s):

The Kind of Company We Want to Create:

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2. Create a climate that fosters

frank, challenging and respectful

conversations.

(‘Straight Talk’ and ‘Tough Love’)

High-Performance Teams

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3. Have many differences of

opinion (on HOW) which result

in better decisions and stronger

team spirit.

(Conflict Utilization)

High-Performance Teams

Polarity Management

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‘Having Your Cake and

Eating it Too’

* Adapted with permission from the brilliant work of good

friend and colleague, Barry Johnson, author of Polarity

Management, HRD Press, 1997.

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• The human mind is pre-set to choose, to prefer, to take

a position (against another position), rather than

embrace a more complex reality: polarity.

• Many unresolved problems are actually polarities not

being managed.

• What you think are ‘either/or’ situations may in fact be

‘both/and’ situations.

• In a polarity, the more you emphasize one position

(pole), the more important the other position (pole)

becomes.

• Rather than being ‘right’ or ‘wrong,’ all polarities have

an up-side and a down-side.

• People who have become ‘positional’ and locked in on

one pole have lost access to the (crucial) up-side of the

‘enemy’ position.

• Managing polarities requires the courage to acknowledge

the down-side of your preferred position and the up-side

of the other pole.

Principles of Polarity

Management

From Barry Johnson

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Rest Activity

C

Relaxed

Rejuvenated

Boring

Loss of Energy

D

A

Stimulated

Challenged

Tense

Overwhelmed

B

Polarity Management™

Tapping The Infinite Energy System

From Barry Johnson

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Rest Activity

+ +

OR

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Rest Activity

+ +

OR

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Rest Activity

+ +

AND

Purpose

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4. The senior leader present does

not control the meeting, but

works for consensus whenever

possible.

(The Decision-Making Continuum)

High-Performance Teams

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Use of authority by the LEADER

or ‘Boss’

Authority of the TEAM

1 2 3 4 5 6

We do what the Manager TELLS us to do without discussion.

The Manager SELLS us on what needs to be done.

The Manager JOINS us in thinking through the problem and the decision: CONSENSUS.

We RECOMMEND what to do, subject to the Manager’s approval.

We are FREE to take action as we see fit, informing the Manager what we have done.

The Manager PRESENTS a tentative decision, which we give input on.

Adapted from Tannenbaum & Schmidt, 1953.

The Decision-Making Continuum

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5. Designate an SPA (Single Person

Accountable) for all important

decisions, with a ‘By- when’

attached. (‘Who is

going to make sure this happens --

and by when?’)

High-Performance Teams

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6. Different individual ‘Gifts’ on the

team are welcomed and utilized—

and people ‘Stretch’ beyond their

comfort zone.

(We all matter and are in development)

High-Performance Teams

P A E I: Four Workplace ‘Languages’

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Worldviews at Work:

Sources of Influence

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Potential Polarities What People ‘Fight’ About

Faster Slower

Details Big Picture

Process Output

Structured Unstructured

Four Workplace ‘Languages’

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Producer (Pusher)

Administrator (Analytical)

Entrepreneur (Expressive)

Integrator (Interpersonal)

Perspective

Details Big Picture

Comfort Mode

Structured Unstructured

To

p P

rio

rit

y

Pace

* Adapted from Ichak Adizes’ Solving the Mismanagement Crisis and David Merrill’s Social Styles.

P E

A I

What People Need to Hear First

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Perspective

Details Big Picture

Comfort Mode

Structured Unstructured

To

p P

rio

rit

y

Pace

P E

A I

WHAT? WHY NOT?

HOW? WHO?

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When Working With

Entrepreneur/Experimenter

1. Move along, show them 'the big

idea,' the big picture, the big possibility.

2. Present general ideas--details when asked.

3. Give them ample opportunity to contribute.

4. Take their commitments with 'a grain of

salt.' They’re probably based on their

enthusiasm of the moment.

5. Use testimonials and success stories, if you

disagree, or want to convince/motivate.

6. Take time on your own to work out the

details.

7. Find out where they are in their decision

process and finalize decisions made.

8. Write a follow-up letter to confirm

decisions.

9. Make sure things are exciting.

From the work of: Ichak Adizes and David Merrill

When Working With

Producer/Pusher

1. Get down to business quickly.

2. Identify 'objectives of this meeting.'

3. Move at a fast pace--be precise and efficient; let

them set the agenda or make a decision as early

as possible.

4. When delegating, be specific: clarify--

who, what, by when, how.

5. Stay business-like.

6. Recognize their ideas, accomplishments,

and work effort.

7. Tell them what the results, the outcomes of

the activity will be, in terms of their

objectives.

8. Make sure things move forward in their

direction.

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When Working With

Administrator/Analytical

1. Think about how to minimize risk.

2. Do not rush or force rapid decisions.

3. Be prepared with facts, present systematically.

4. Present facts, not opinions, to convince or

motivate.

5. Get all objections/data needs out early.

6. Provide for guarantees, methods of lowering

risk.

7. Avoid gimmicks. Be more formal than

informal.

8. Support with actions--not words.

9. Tell them where it has been done already

and how it turned out.

10. Make sure things are organized & accurate.

From the work of: Ichak Adizes and David Merrill

When Working With

Integrator/Interpersonal

1. Warm up, show genuine interest in them as a person.

2. Don’t rush-don’t try to force rapid decisions.

3. Take time to connect with their personal objectives and needs/feelings.

4. Listen actively.

5. When have to make a rapid decision,

take time to explore areas of potential

misunderstanding.

6. If you disagree--or want to motivate--

discuss opinions and feelings of those

involved.

7. Give personal commitment of support

when delegating.

8. Be sure others have already agreed;

build a support base first.

9. Make sure things are safe.

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Name Gifts ‘Stretches’

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7. Look for the ‘nugget’ inside ‘wild

ideas’ to create competitive

advantage.

(Risking ‘Outside the Box’)

High-Performance Teams

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One ‘wild idea’ we want ‘The Old-Timers’ to adopt:

‘New People’ Group:

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What do we need to do to make this idea happen/work:

‘Old Timers’ Group:

What is the ‘Golden Nugget’ in this idea we really LIKE:

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High-Performance Teams

8. Make regular ‘pit stops’ to

reflect on how they could be a

better team—and take time to

celebrate success.

(‘Work is almost fun’)

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One thing we deserve to CELEBRATE:

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Meeting Effectiveness

Inclusion/Respect

Problem-Solving

Decision-Making

Conflict-Utilization

Engagement

Innovation/Change

Impact

Living our Purpose

Management Team ‘Pit Stop’

1 2 3 4 5

Low High

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

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NOTES:

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