Professional Documents
Culture Documents
and
Self-Management
BY
Mark Norman
Schulich Executive Education Center
York University
1
Outline of Agenda
• Today
– Introduction • Tomorrow
– Role of leadership – Self-Managed
– Core values of leadership Communication
– Building trust – CONTROL and
DIALOGUE Talk
– Self-management
– Dealing with
Challenges
2
Organizations
Skills
Core
Competencies
Staff Systems
Select-Recruit Work/Administration
Train-Develop Processes
Recognize-Reward
Shared
Purpose and
Values
Structure Strategy
Roles For Organization
Responsibilities And For Change
Relationships
3
What is organizational culture?
4
Twelve Questions that Measure
Organizational Health
6
Levels of employee commitment
7
Leadership and Management
• Leadership is largely about: • Management is largely about:
– Striving to do the right things – Striving to do things right
– Not being happy unless things – Not being happy unless things are
are changing for the better running smoothly
– Driving change – Recovering from change
– Promoting effectiveness – Promoting efficiency
– Having questions – Having answers
– Relationships – “To do” lists
– Doing extraordinary things well – Doing ordinary things well
– Alignment – Organizing, staffing
– Pioneering direction – Planning, budgeting
– The future – The present
– Venturing out – Operating within a given area
– Seeing opportunities – Solving problems
8
Leader/Manager:
General Functions
• Create an agenda
• Develop human network to achieve agenda
• Execute
• Produce outcomes
9
LEADERSHIP AND
MANAGEMENT
11
LEADERSHIP OUTCOMES MANAGEMENT
OUTCOMES
• Produce change -often
dramatic • Produce predictability
and order
• Potential to produce
useful new products; • Potential to produce
ways of doing key results for
business, etc. stakeholders -
reliability, quality, on-
budget
12
“Do With” Facilitative Leadership:
13
Facilitative Leaders
14
Changing Managerial Power
15
Facilitative Leaders: Two Levels Of
Values
• Values of practice
• What you do everyday to achieve purpose
• Three core values of practice
16
CORE VALUES OF FACILITATIVE
LEADERS
• ACCURATE
• VALID
• RELEVANT
INFORMATION • “VALIDATABLE”
• UNDERSTANDABLE
17
CORE VALUES OF FACILITATIVE
LEADERS
18
CORE VALUES OF FACILITATIVE
LEADERS
19
The Flowchart For Problem Resolution You Want To
Avoid
NO
YES
Is It Working?
YOU IDIOT!
NO
NO NO
NO Can You Blame
Hide It Someone Else?
Look The Other Way
Yes
20
NO PROBLEM!
Facilitative Leadership And The
Core Values
21
Climate of Trust
High
Affection Trust
Benevolence
Distrust (Respect)
Low High
Competence 22
Climate For Trust And Cooperation
• Self-awareness
– Candor, honesty admired in leaders
• Motivating oneself
– Love of challenges, pride in work. Model this for others as leaders
24
Self-management And Emotional
Intelligence
• Self-management
– Leaders who can control their emotions and impulses create trust,
fairness. They can suspend judgment, listen.
• Self-management:
begins in awareness - ends in choice.
25
26
27
28
Barriers To
Self-management
• Limiting beliefs
• Distorted thinking
• Reflexive judgement
• My beliefs are the truth
• The truth is obvious
• My beliefs are based on real data
• The data I select is the important data
29
The Ladder of Inference
I take actions based on my
beliefs THE REFLEXIVE LOOP
I adapt my beliefs about
the world (OUR BELIEFS
AFFECT WHAT
I draw conclusions
DATA WE SELECT
I make assumptions based NEXT TIME)
on the meanings I added
I add meanings (cultural and
personal)
I select “data” from what I
observe
Observable “data” and experiences (as a
videotape recorder might capture it)
30
Using The Ladder To Lead
31
Advocacy
Picture the other people’s “To get a clear picture of what I’m
perspective on what you are talking about, imagine that you’re
saying the customer who will be
affected…”
32
Advocacy
Your situation
1. Silent Question
2. Keep Breathing
40
The Voice of the Self-managed Leader
Controlling
Parent •Standard setting
•Nurturing
Empathy
•Information
Adult processing
•Problem
Controlled
caring
solving
Enthusiasm
Natural
Child •Little professor
•Adapted
41
Apollo 13
42
Welcome to day 2
• Self-Managed Communication
– Communication and motivation
acceptances
– Control vs. Dialogue
– Components of DIALOGUE
– Focused DIALOGUE
43
Three Communication Acceptances
44
Three Motivation Acceptances
(1) do I matter?
(2) am I competent?
(3) can I influence this situation?
• Motivation is internal. People don't really move us, we
do it ourselves. We are all motivated to do what we
want.
• In a communication relationship, you can only control
one half of what's going on. Your half.
45
COMMUNICATION ACCEPTANCES:
CONCLUSION
46
THREE TYPES OF TALK
CONNECT TALK
REFLEX PROBLEM
C.O.N.T.R.O.L.
TALK
BE RIGHT
JUDGEMENT
LIGHT
HEAVY
COMPLIANCE AGREEMENT
WITHDRAWAL COMPROMISE
47
STYLE ELEMENTS STYLE ELEMENTS
OF CONNECT TALK OF C.O.N.T.R.O.L. TALK
TYPE
CRITICAL
C.
JUDGMENT
L
I O. OFFER NEW
INFORMATION
G
H
NEGOTIATE
N. A CHANGE
T
IN OTHER
49
IF UNSUCCESSFUL?
TRY AGAIN
OFFER SAME
C INFORMATION
OR ADD NEW
H
T. TERMINATE
O BREAK OFF
GIVE UP
I
TAKE IT
C PERSONALLY
THREAT
E FEELINGS
MOVE TO
HEAVY
CONTROL 50
HEAVY C.O.N.T.R.O.L
RIGHTEOUS RIGHTEOUS
R. ANGER INDIGNATION
AGGRESSIVE PASSIVE
PUT DOWN INTENSE
LABEL COMPLAINT
H 0. MINDREAD DISQUALIFY
COMMAND WHINE
E VENT PLAY MARTYR
DEMAND WITHHOLD
A THREATEN DENY
CRITICIZE PUT DOWN
V RIDICULE SELF
USE SARCASM GIVE EXCUSES
LIE PROCRASTINATE
Y
L. LAY LAY
BLAME BLAME
51
THREE TYPES OF TALK
CONNECT TALK
HEAVY
53
STYLE ELEMENTS OF
D.I.A.L.O.G.U.E.
55
I-Messages
• The I Message
– Acknowledge the other’s Concerns
– Describe the Behavior you’ve observed
– State how you Feel about it
– State what you Want to happen
• In general terms:
Acknowledgement + Description + Feelings + Request
56
Asking questions:
Getting their description
57
Self-managed Listening Skills
• Choose to listen
• Used open-ended comments or questions
• Use close-ended questions
• Listen effectively
– Passive
– Active
– Collaborative
58
UNDIVIDED ATTENTION
Eyes TO SHOW
Body AND YOUR ______________
1. USE YOUR ______________
READINESS.
Paraverbal SIGNALS TO SHOW YOU’RE
2. USE ___________________
INVOLVED.
Serious ABOUT LISTENING.
3. BE ______________
Content NOT THE SPEAKER’S STYLE.
4. JUDGE THE ______________
5. DELAY EVALUATION UNTIL THE MESSAGE IS GIVEN.
6. LISTEN FOR NEW IDEAS.
Flexible
7. BE ______________.
8. RESIST DISTRACTIONS; FOCUS ON LISTENING.
59
Using Acknowledgement
to Build Bridges
• Situational Acknowledgement
– This kind of thing has happened before
• Personal Acknowledgement
– You seem really upset about this
• Disarming Acknowledgement
– I’m not an expert in the field but could we...
60
3 Phase Process for dealing with
challenges
61
Phase 1: Scoping (Internal D.I.A.L.O.G.U.E.)
62
Phase 2: Strategizing (Internal
D.I.A.L.O.G.U.E.)
FOCUSED D.I.A.L.O.G.U.E.
Use Description and I-messages to state purpose, link outcomes, clarify expectations,
present ideas and explain. Ask questions and Listen actively when testing thinking and
inviting others to challenge your ideas.
Exchange
Open
Create the context Information Formulate Close
State the importance Present and discuss Review commitments
Establish clear perspectives… options Agree on actions
expectations for the Ask questions to Brainstorm Confirm trust
meeting understand… alternatives…
Explain your thinking Evaluate ideas
Test your against the broader
assumptions… objectives…
65
Influencing Other's Behaviour:
66
Influencing People in Difficult
Situations
67
Supportive Context
• Take Initiative:
– Ask for the meeting
• Find the Right Space
• Suggest Two Basic Commitments
– Commit to an uninterrupted time, don’t withdraw
– Agree not to interrupt one another or attack each
other
68
Structured Dialogue
1. Mutualizing Acknowledgement
2. Brief statement of your view of the
problem then STOP
3. Ask a question to get their view
4. Listen Passively (full attention)
5. Listen Actively (restate what you heard)
6. Ask if you can tell your side
7. Ask for their feedback on your words
8. Repeat steps 2-7 if necessary
• When understanding is clear: Find
solutions
69
Managing Upwards
70
Self-management And Wisdom
• God grant me the serenity to accept the
things I cannot change;
• The courage to change the things I can,
• And the wisdom to know the difference.
71
Self-managed Leadership Starts
Within You
• God, grant me the serenity to accept those I
cannot change
• The courage to change the one I can
• And the wisdom to know it’s me.
72
Facilitative Leaders
73