Leading Progress
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Transcript of Leading Progress
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Leadership Progress
Bret L. Simmons, Ph.D.www.bretlsimmons.comGrace Church RenoFebruary 15, 2012
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Agenda
• Priorities• Fundamentals of behavior
and motivation at work • Principles of leading others
toward meaningful progress
• Questions
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Priorities• What is the most important
thing that everyone in your organization needs to understand is the key to the organization’s future?
• What is the most important thing you need to do on a daily basis to help your organization make progress toward achieving this priority?
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Loyal customersRemarkable products/services
Remarkable operationsRemarkable employees
You
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Evidence-BasedManagement
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Person +
Environment (system) =
Behavior
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Behavior at Work
Person
PersonalityAttitudesValues
PerceptionsEmotionsMotivation
System
PoliciesProceduresEquipment
HiringTrainingStaffingRewards
Performance EvaluationSupervisionDaily Events
Behavior
HelpingCivility
TardinessAbsenteeism
TurnoverParticipationPreparationPerformance
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Inner Work Life Effect:
“People do better work when they are happy, have positive views of the organization and its people, and are motivated primarily by the work itself.” (p, 47)
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WorkdayEvents
Perceptions/thoughts(Sensemaking aboutworkday 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
IndividualPerformance
Inner Work Life System
Amiable, T & Kramer, S. (2011). The Progress Principle
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Key Points
• Even seemingly mundane events – such as small wins and minor setbacks – can exert potent influence on inner work life
• Negative events are more powerful than positive events, all else being equal
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The Progress PrincipleEvents signifying progress• Small wins• Breakthroughs• Forward movement• Goal completion
The Catalyst FactorEvents 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 FactorEvents 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
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Daily progress doing meaningful work
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Team Leaders / Immediate Supervisors
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Whatever your level in the organization … you bear some responsibility for the inner work
lives of the people around you (p. 181)
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Recommendations
• Systematic awareness• Stay tuned everyday• Target support• Check in – don’t check-up• Events change the culture• Tend to your own inner work life
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How do you recognize
good leadership?
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Leadership is..
InfluenceReal Change
RelationshipShared Purpose
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Power (influence) is the heart of leadership
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Only when leaders and followers actually intend substantive, transformative changes is a leadership relationship possible.
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What do you know about good work
relationships?
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Interdependent Partners
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Interdependent Partnership
Responsibility
Expectations
Accountability
Learning
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Responsibility
• Foundation of interdependence• Unless and until you assume full
responsibility for yourself, you force others to assume responsibility for you
• Performance– Master your current job– Continuously improve how that job is done
• Caring
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Expectations
• Framework of interdependence • Know what’s expected of you• Share your expectations of others with
them• Make this a team activity• Promise to deliver
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Accountability
• Binding strength of interdependence • Two principles
– Always starts with you: performance, caring, expectations, encourage and enable others
– When you look at others, look for solutions rather than blame
• Don’t look the other way when it matters
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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
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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.
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What is your organization’s
shared purpose?
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Purpose: The Missing Factor
Vision – where we are goingMission – who, when, how we
will get thereValues – rules of engagement
and norms of behaviorPurpose – why we do what we
do
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Purpose
• Never changes• Short and easy for all to remember• Serves as a guide for everyone’s
daily behavior• When reasonable people disagree
on the “right thing to do”, purpose should be the guiding principle
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Purpose
Organizations flourish when everyone behaves purposefully
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Wrap-up
• Priorities• Fundamentals of behavior
and motivation at work • Principles of leading others
toward meaningful progress
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Your Questions