Global CCS Institute - Day 2 - Keynote - CCS Progress in Canada
Progress day 2
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22-Oct-2014 -
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Transcript of Progress day 2
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Day 2
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Start
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The Art of CaptaincyBrian Clough
Decision MakingManagement Myths
Confounding ConundrumsA Model for Managing
Buffering Bingo
Agenda
EmotionsFive Dysfunctions of a Team
Project You
Morning Afternoon
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Let me be really clear, I’m not an expert in what you do.
My job is not to tell you what to do.
I don’t know what you do. You do.
My job is provoke you into asking hard questions of yourself, colleagues, bosses.
Self aware decisions and thought through strategies outperform blind stumbling.
still^
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Mike Brearley, former England Cricket Captain
The art of captaincy
The influence of a leader is continuous & elusive
A good leader understand what makes people tick
Performance is a matter of confidence
2 key attributes – never give up & trust your intuition
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Brian Clough, Football Manager
Son, if you want a quiet life don’t work with people
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AttentionIntentionCommitment
Decision making
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Henry Mintzberg, Author & Professor of Management Studies
Management is, above all, a practice where art, science
and craft meet
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Management Myths
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Myth #1The manager is a reflective systematic planner
Busted
Management myths
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Fact #11. Managers work at an unrelenting pace2. Activities are characterised by– Brevity– Variety– Fragmentation– Discontinuity
3. Strong orientation to action
Management myths
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Myth #2The manager relies on aggregated
information via a formal systemBusted
Management myths
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Fact #21. Managers tend to favour informal
communications, especially oral.2. Gossip, hearsay & speculation form a good part
of a manager’s information diet.3. Real data lives in the heads of managers not in
reports.
Management myths
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Myth #3Managing is mostly about hierarchical
relationships between bosses & workersBusted
Management myths
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Fact #3Managing is as much about lateral relationships among colleagues and associates as about up and down the organisation
Management myths
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Myth #4Managers must maintain a tight control
of their activities & teamsBusted
Management myths
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Fact #41. The manager is neither a conductor or a
puppet.2. Control tends to be covert rather than overt.3. Effective managers choose to deal with
constraints positively
Management myths
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Myth #5The Internet changed everythingBusted
Management myths
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Fact #51. The Internet amplifies the nature of managerial work
that hasn’t changed for a long time2. It enhances networks while weakening communities3. It makes managers dysfunctional– Too superficial– Too disconnected– Too conformist
4. Tend to act too quickly & less thoughtfully
Management myths
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Don’t say too much
Miles Davis, Jazz musician, bandleader
What’s the most important part of managing a band?
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Confusing Conundrums
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Syndrome of superficiality Predicament of planning Divergence of decomposition Quandary of connecting
Dilemma of delegating Mysteries of measuring Obsession of order Confusion of control
Clutch of confidence Charade of change Ambiguity of acting Coping concurrently
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Syndrome of superficiality
How do you get in deep when there is so much pressure to get things done?
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Predicament of planning
How do you plan, strategise and think ahead when it’s such a hectic job?
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Divergence of decomposition
How do you synthesise the whole when the world is decomposed by analysis?
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Quandary of connecting
How do you stay in the loop when managing by its nature removes you from the very thing you
are managing?
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Dilemma of delegating
How do you delegate when so much relevant information is personal, oral and often privileged?
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Mysteries of measuring
How do you manage when you can’t rely on measuring what you want to manage?
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Obsession of order
How do you bring order to the work of others when managing itself is so disorderly?
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Confusion of control
How do you maintain controlled chaos when one’s own manager is imposing control on you?
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Clutch of confidence
How do you maintain a sufficient level of confidence without crossing over into arrogance and cockiness?
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Charade of change
How do you manage change when there is a need to maintain continuity?
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Ambiguity of acting
How do you act decisively when the ground in continually shifting from under you?
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Coping concurrently
How do you manage and cope with all the conundrums concurrently?
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Break
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Confusing Conundrums
1. In your team choose one of the confusing conundrums.
2. Discuss the issues, predicaments and solutions to the conundrum [10 min]
3. Present back to the other team
MyfanwyLynwenLlyrAled
CarlAlisonKeithFfion
Orange team Green team
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A Model for Managing
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Information
People
Action
Source: Mintzberg, H. (2009) Managing, Financial Times Prentice Hall
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Source: Mintzberg, H. (2009) Managing, Financial Times Prentice Hall
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Inside Outside
Information
People
Action
Source: Mintzberg, H. (2009) Managing, Financial Times Prentice Hall
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Inside Outside
Information
People
Action
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Information inside
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Information (outside)
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People (inside)
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People (outside)
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Buffering Bingo
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Action (inside)
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Action (outside)
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A well rounded manager
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1. Individually choose one of the eight bubbles in the model (i.e. one each)
2. Plan how you would go about practically implementing the concepts in your day to day work [15 min]
3. Present back to the others.
A Model of Managing
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Inside Outside
Information
People
Action
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Lunch
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Emotions
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5 dysfunctions of a team
Patrick Lecioni, author, consultant
Remember teamwork begins by building trust. And the only way to do
that is to overcome our need for invulnerability.
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Source: Lencioni, P (2002), The Five Dysfunctions of a team, Jossey-Bass
Functional
Inattention to results
Avoid accountability
Lack of commitment
Fear of conflict
Absence of trust
Focus on collective results
Hold each other accountable
Commit to decisions & plans
Robust challenge around ideas
Trust one anotherDysfunctional
5 dysfunctions of a team
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1. In your team choose one of the dysfunctions.
2. Discuss the how you would go about addressing and solving the dysfunction in your day to day work [15 min]
3. Present back to the other team
LynwenCarlAledAlison
FfionMyfanwyLlyrKeith
Red team Blue team
5 dysfunctions of a team
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There are two things people want more than sex and money
. . . Recognition and praise
Mary Kay Ash, founder Mary Kay Cosmetics
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ProjectYou
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