Getting Staff on Board with the Tough Decisions that Must be Made (So You Can Thrive in a Sea...

Getting Staff on Board with theTough Decisions that Must be Made

(So You Can Thrive in a Sea Change)

Presented by: J. Keith HugheyOn Behalf of: SWGSBFriday, May 29, 2009Dallas, TX

Transforming Potential into Unmatched Performance

Transforming Potential Into Unmatched PerformanceTransforming Potential Into Unmatched PerformanceSMSM22

What is a “Sea Change”?

• Definition: sea change –noun 1. a striking change, as in appearance, often for the better. 2. any major transformation or alteration. 3. a transformation brought about by the sea.

• Origin: 1600–10


Not to be Mistaken withA “Rising” or “Ebbing Tide”

• A Sea Change is more permanent in nature

• And more a response to evolutionary forces– Thus requiring adaptation or– Resulting in decline, obsolescence and

extinction


In the Midst of a Sea Change• The Newspaper Industry• The US Auto Industry• The US (& Global) Financial System• Transportation Industry• And Others Already In or Not Likely to be Far Behind

include:– Healthcare– Education– Energy & Utilities– Retail– Construction– Agriculture– ???? (Can you name any others?)


Though Seas Change,Fundamental Human Nature Does Not

• Our Needs as MotivatorsSelf ActualizationPraise & RecognitionBelong to a GroupSafety & SecurityFood & Shelter

(Maslow’s Hierarchy of Needs)


Though Human Nature Hasn’t Changed, Each Generation’s

Experiences Shape Their Expectations, Attitudes,Values and Responses


Behavior Shaped by Values

Why is it important for leaders to be aware of the generational value differences?

• Many behaviors are driven by values• Attracting, retaining and motivating employees• Better, more effective communication techniques• Because you need EVERYONE pulling together if

you are to navigate the Sea Change taking place.


Because What You Really Want Is . . .

Everybody PullingIn The SameDirection, at thesame Time andWith a SimilarEffort.


Rather Than This…

– No Ownership at Lower levels

– No Loyalty– People Doing

Things That Aren’t Helpful


Veterans

Born between 1920 – 1945General Characteristics:

Loyal, industrious, consistent and conforming

Influences:Great Depression, Pearl Harbor, World War II, Children “Seen and not heard”


Veterans

Value:Privacy, Hard Work, Trust, Authority, Social Order, Formality

Communication Tips:– Often known as the “silent generation”, do not expect

them to share their ideas immediately– Face to face or written communication– Word is his/her bond– Don’t waste their time


Baby Boomers

Born between 1946 – 1964(out-number all other generations with approximately 80 million in the workforce in

2005*)

General Characteristics: Competitive, political, hardworking, and loyal

Influences:World War II, Vietnam, Civil Rights, Post-War Prosperity, Cold War, Television

* Source: Dana Kyles, Managing Your Multigenerational Workforce


Baby Boomers

Value:Hard Work, Competition, Change, Teamwork, Success, Inclusion

Communication Tips:– Body language is important – Open and direct communication– Answer questions and expect to be pressed for

details– Present options


Generation X

Born between 1965 – 1979

General Characteristics:

Individualistic, Independent, Family Focused, and Distrusting

Influences:

Working Mothers, Information Age, End of Cold War, Terrorism, Corporate Downsizing


Generation X

Value:

Autonomy, Creativity, Work-life Balance, Change

Communication Tips:– Give feedback but also ask them for their opinions

– Share information on a regular basis so they are “in the loop” (often prefer quick sound bytes)

– Allow them to solve their own problems when possible


Generation Y

Born between 1980 – 1999

General Characteristics:

Group Oriented, Civic Minded, Adaptive and Idealistic

Influences:

Internet, Terrorism, Single Parent Households, AIDS, “Shrinking” World


Generation Y

Value:

Diversity, Technology, Purposeful Work, Teamwork

Communication Tips:– Give regular feedback, e-mail is often preferred– Encourage them to take risks and challenge them to

try new things– Use positive reinforcement, make them feel valued


Discussion

• Do you see any common values across generations?

• How do your organization’s values tie in to what we have learned?

• What message(s) is your corporate culture sending?

• How do we motivate, recruit and retain employees based on this?

• How do we get staff on board with the tough decisions that must be made?


Leadership Challenge

“As leaders we face the challenge of connecting company values to a diverse workforce. To attract, retain and motivate very different generations of workers, we must understand their unique perspectives and the national events that shaped their values. To maximize performance, the generations need to work together in harmony, bridging the generational divide through shared values.”

Source: Barnett/WinningBridging the Generation Values Gap


Leadership (Organizational) Challenge

“As leaders we face the challenge of connecting organizational values and our message to a diverse population. To attract, retain and motivate very different generations of people, we must understand their unique perspectives and the national events that shaped their values. To get them on board and maximize potential, the generations need to work together in harmony, bridging the generational divide through shared values and a common purpose (mission and compelling vision).”

Adapted from: Barnett/WinningBridging the Generation Values Gap


To Tell the Truth

If you need to get your staff on board with the tough decisions that must be made, what are some of the frustrations you encounter?

Put another way…Q.: What Are You Wanting and NOT Getting From Your People?


To Tell the Truth

Q.: What Gets in the Way?


A: FEAR FACTOR!

• FEAR!– Fear of Failure– Fear of the Unknown– Fear of Conflict– Fear of …

• Ultimately, Our FEARS boil down to 3 issues:– Loss of …– Loss of …– Loss of …


Jeopardy

• Our Natural Response to Fear?– Fight or Flight– Violence or Silence– ANGER!– WITHDRAWAL! Apathy Passive Aggressive Behavior Depression


Let’s Make a Deal - Fear as Motivator

• Short Term: Consequential (“Or Else”) Management can produce results

• Long Term: Highly Demotivating

• Ironically, both lead many to choose the Door marked:


Truth or ConsequencesQ: Why FEAR and Not Desire?

• Lack of Ownership – No sense of what could be & WHY It’s Important to Me!

• Defeatism (Poor self-image, Pattern of failure, Sense of lack of power or control)


The Fear-Desire Continuum

FEARS

NEEDS

WANTS

DESIRES


Our Wants Provide direction Are also what motivates us Reflect our values Vary in intensity May begin as vague dreams By themselves wants have limited power to change

things (they must be shared and/or lead to action)

“Wants without desire and a plan are just wishes waiting for luck or some divine intervention.” (JKH, Monday Morning Musings, Vol. VII, No. 2, January 12, 2009)


The Fact is…

• Most of us have multiple wants and they are often in conflict

• Hidden wants become hidden agendas Articulating, clarifying and prioritizing

your wants helps focus your energy and increases your effectiveness.


Overcoming Our Fears

Courage – It is NOT the Absence of Fear!CommitmentRemove the unfamiliarStrength in numbersSmall bites, small successes Placing the Needs of Others Before Our Own


Overcoming the FEARS in OthersWants For, Not From

What I WANT for: The business Others Self Stakeholders

Builds Bridges since it acknowledges their interests as well as my own (It demonstrates caring) provided….

My wants for them fit what they want and not what I in my infinite wisdom think they need


Recognize Others’ Wants as Motivators

If you want to motivate someone, discover what it is they want and help them get it.

When you help others achieve what they want, you build a relationship and frequently gain an ally in the pursuit of your objectives.

If you do not know what others want, try asking them.


In Other Words…

“If you help enough people get what they want, you will get what you want.”

- Zig Ziglar


What People Want

To Feel Valued & Valuable Communication (including Listening to Me!) To be part of a Winning Team Opportunities for Personal Growth Praise & Recognition


The “Communication(Information) Wheel”

“SensoryData”

Thoughts

FeelingsWants for:

BusinessOthers

Self

Stakeholders

Actions

Copyright, 1990InterpersonalCommunicationsPrograms, Inc.

Issue


Communication

• 90% of what we think we know is untrue. It is the result of the “stories” we make-up based upon our preconceived notions about what is happening (based on something that we experienced/learned in the past).

• Every encounter we have with somebody results in some form of communication – spoken or unspoken, good, bad or otherwise – but rarely is it neutral.

• 70% of communication is non-verbal.


Communication

• Other than your actions, your second loudest “voice” is likely the Questions that you ask.

• When I am upset, I need to ask myself, “Am I upset based upon some fact or am I upset based upon some story I’ve made-up?”


Communication

• Each of us has two primary styles of communication. One we use when we are relaxed. The other when under stress.

• The style we use when we are relaxed tends to be “other person focused.” The style we use when stressed tends to be “me focused” and therefore self-centered.

• When people are under stress, they tend to travel one of two paths – silence or violence.

Adapted from “The Likable Lawyer” CLE& the Notes of Michael H. Bassett


Overcoming the Fears of Others

Make it SAFEEarning Respect and Trust

ConsistencyTransparencyDependability


Trust

• “We have met the enemy and he is us.” - Pogo


The Relationship BetweenTrust & Communication

LOW

HIGH

TR

US

T

COMMUNICATION

Silence or Violence

Retrospective

Prospective

Affirming

Open

Developed from “Five Levels of Executive Interaction”, Hamby & Associates, SA, TX


Establishing Trust & Respect

• Model consistency of behavior– Consistency in action– Consistency between word & deed

• Employ honest communication

• Value transparency

• Exemplify humility

• Demonstrate your support of others

• Fulfill your promises

• Embrace an attitude of service

• Encourage two-way participationFrom Becoming a Person of Influence by Maxwell and Dornan


The Sum of All Fears:The Things Managers Stumble Over

(Lencioni’s The Five Temptations of a CEO)

• Choosing Status ahead of Results• Choosing Popularity ahead of Accountability• Choosing Certainty ahead of Clarity• Choosing Harmony ahead of Conflict• Choosing Invulnerability ahead of Trust Placing the Needs of Self Ahead of the Needs

of Others


Teams Fail to GelDue to the Frailties of the People

The five dysfunctions of a team©

A Leadership Fable by Patrick Lencioni

Inattention to results

Avoidance of accountability

Uneven commitment

Fear of conflict

Lack of trust


Motivating and Inspiring Others

• Overlook the “little things” at your own perilFor the want of a nail a shoe was lost.

For the want of a shoe a horse was lost.

For the want of a horse a rider was lost.

For the want of a rider a battle was lost.

For the want of a battle a kingdom was lost.From Jacula Prudentum by George Herbert

(1651)


Where Is The Focus?Traditional Leadership

“Do This”

The Servant “Supportive”

Leader

“How Can I Help You?”

The Customer

"Self-serving leaders assume that the sheep are here for the benefit of the shepherd rather than the shepherd acting for the benefit of the sheep.”

The Servant Leader, Blanchard & Hodges


Here Is The IssueTraditional Leadership

“Do This”

The Servant “Supportive”

Leader

“How Can we Solve this Together?”

The Problem


The Traditional Pyramids of Knowledge

Knowledge of the Vision

Knowledge of the “Truth”

1%

5%

10%

25%

50%

100%

100%

50%

25%

10%

5%

0%

Executive Management

Customers

Front Line Staff

First Line Supervisors

Middle Management

Senior Management

Copyright Critical Path Strategies, Inc.


Solving the ProblemSome “Keys” to a Better Outcome

• Creating “Ownership” or “Buy-in” Down the Line– Get Your People’s Input– Involve Them In Planning and Problem Solving– Help Them to “See” Their Role and its Value– Give Them a True Sense of Being Part of the TEAM– Communicate– Communicate Some More– Be Honest– Be Faithful


Final Thought No. 1:The Weekly Staff Meeting

Agenda: Praise & Recognition Oops! The Week Ahead Concerns of the Community


Teams Need a Common Purpose to Gel

• The Current Crisis (or Sea Change) provides the ideal focal point– A “Thematic Goal”– Problem Solving is about Many Minds– Implementation is about Many Hands

• If you want your staff to get on board with the tough decisions you must engage their minds, their hearts and their hands.


Final Thought No. 2:If You Want Real Organizational Performance

Improvement TryThe EMBoS Protocol™

Low Tech Tools: Flip Chart, Easel, Pens and Post-it Notes Creating a “Safe Environment” Where People Can Contribute Ask Questions for Clarification Only:

Please Elaborate What is Your Objective? What Are You Wanting to Accomplish?

Where There is Smoke, There is Fire Don’t Dismiss the Outliers

Eliminate: Minimize: Build on: Start:

Or… Employees & Managers Brainstorming on Steroids

“Emboss:” to raise in relief from a surface; to make an indelible impression.

The EMBoS Protocol™ is a registered trademark of J. Keith Hughey


Thriving in a Sea Change

Copyright 2009All Rights Reserved

J. Keith Hughey

For Information Contact:Keith Hughey ([email protected])

PO Box 781448San Antonio, TX 78278-1448

(210)260-0955Web site: www.jkeithhughey.com

mailto:[email protected]

http://www.jkeithhughey.com/

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