AAHAM
Let’s take a look at how organizations
have changed over time…
• The way we work
• Leadership skills
• Employee expectations
• Organizational culture
• External and environmental influences
1881
Scientific Management Frederick W. Taylor
Apply science to management processes
Boss has all the control (plan & organize)
Employee does all the work
1916
Management Process Henri Fayol
Simple Model
How management interacts w/personnel
Planning, Organizing, Staffing, Directing,
Coordinating, Reporting, and Budgeting
1930
Human Relations Prof. Elton Mayo, Hawthorne Study
Focus on the relationship to influence productivity &
motivation
People desire to be part of supportive team facilitates growth & development
encourage to participate
work has significance
motivated to be more productive
1960
Theory X/Y Douglas McGregor, MIT Sloan School of Management
Employee X: cannot be trusted, lazy, require constant attention
Employee Y: motivated, desire to do a good job; manager is aware of contributions
1970s
Decentralization Peter Drucker
MBO (management by objective)
SMART (specific, measurable, achievable, realistic & time-related)
Knowledge Worker (equivalent to a exec in today’s world)
How we work & interact
Decisions are made at the level of most knowledge
1970s
Servant Leadership Robert K. Greenleaf
Serve first, then lead
Leader first…need for unusual power drive or
acquiring possessions
1993
Total Quality Management William Edwards Deming
Involve all in work and improving work
Connection to LEAN, Six Sigma,
Toyota Production Systems
Many names… TQM, CQI, CQM, QI, PI, etc.
2006
NeuroLeadership Dr. David Rock
Your Brain @ Work
Quiet Leadership
Coaching with the Brain in Mind
Application of findings
from neuroscience
to the field of leadership
Amygdala hijack Ideal hormone profile Exclusion Threat vs Reward SCARF model
2007
Holocracy Brian Robertson
Self-management practice for organizations
Empower people to make meaningful decision in
pursuit of your organization's purpose
Replaces traditional management hierarchy
w/peer-to-peer “operating system” increases transparency, accountability, & organizational agility
Traditional Companies
Job descriptions Each person has exactly one job. Job descriptions
are imprecise, rarely updated, and often irrelevant.
Delegated Authority Managers loosely delegate authority. Ultimately,
their decision always trumps others.
Big Re-Orgs The org structure is rarely revisited, mandated from
the top.
Office Politics Implicit rules slow down change and favor people “in
the know”.
Holacracy
Roles Roles are defined around the work, not people,
& are updated regularly. People fill several roles.
Distributed Authority Authority is truly distributed to teams and roles.
Decisions are made locally.
Rapid Iterations The org structure is regularly updated via small
iterations. Every team self-organizes.
Transparent Rules Everyone is bound by the same rules, CEO
included. Rules are visible to all
When did
“org charts” become a thing?
1920s (w/some historical references as far back as 1854)
2009
Core Purpose Simon Sinek
Start With Why: How Great Leaders Inspire Everyone to Take Action (2009)
Leaders Eat Last: Why Some Teams Pull Together & Others Don’t (2014)
Together Is Better: A Little Book of Inspiration (2016)
“People don’t buy WHAT you do;
they buy WHY you do it.
And what you do simply proves what you believe”.
When did
“mission
statements” become a thing?
mid-1960s
When did
“vision
statements” become a thing?
mid-1990s
When did
“employee
engagement” become a thing?
1996
Other changes?
What’s next?
Your turn…
Personal milestones Births
Marriages
Kids
Moves
Significant work
changes Graduation
New Job
Promotion/Transfer
New Software or Technology
New Policy
Reorganization
Merger/Acquisition
Certifications
New / Upgraded Equipment
Key points
• Change is happening more frequently! All the time!
• Adaptability is a key differentiator
• Growth mindset is crucial to staying in sync with society
• Balanced emphasis on customers, stakeholders & employees
• Focus on “strategy” AND “culture” (The Advantage)
• Cultures that inhibit performance are not rare --- they develop
easily
• Cultures can be changed and become more performance
enhancing --- it requires LEADERSHIP!
Let’s focus on
Growth Mindset…
Fixed Mindset Growth Mindset
• Something you’re born with • Fixed
SKILLS
• Static INTELLIGENCE
• Look smart GOAL
• Something to avoid • Could reveal lack of skill • Tend to give up easily
CHALLENGES
• Unnecessary / fruitless • Something you do when you are not
good enough EFFORT
• Ignore it • Get defensive • Take things personally
FEEDBACK
• Blame others • Get discouraged
SETBACKS
• Threatened by others’ success RELATIONSHIPS
Fixed Mindset Growth Mindset • Something you’re born with • Fixed
SKILLS • Comes from working hard • Can be improved
• Static INTELLIGENCE • Can be developed
• Look smart GOAL • Desire to continue learning
• Something to avoid • Could reveal lack of skill • Tend to give up easily
CHALLENGES • Embrace challenges • Okay to show vulnerability • Keep trying…persistence
• Unnecessary / fruitless • Something you do when you are not
good enough EFFORT
• Essential • A path to mastery
• Ignore it • Get defensive • Take things personally
FEEDBACK • Useful & helpful • A way to learn • Identify ways to improve
• Blame others • Get discouraged
SETBACKS • Use as a wake-up call to work harder
next time
• Threatened by others’ success RELATIONSHIPS • Inspired by others’ success
What are the benefits to a growth mindset?
Enjoy life!
“This is a wonderful feature of the growth mindset.
You don’t have to think
you’re already great at something
to want to do it
and to enjoy doing it.”
Carol Dweck
What are the benefits to a growth mindset?
Lower risk of depression
Be better at taking responsibility for your life
Increase your resilience to stereotypes
You aren’t a failure
until you start to
blame. John Wooden
What are the benefits to a growth mindset?
Ditch the Stress!
Don’t have to worry about being perfect!
Strengthen your confidence Improve your self-insight and self-esteem
Never feel stupid when learning
What are the benefits to a growth mindset?
Improve your relationships
Positive impact on
family, community,
teams, departments
& organizations!
What’s YOUR
Mindset?
I'm either good at it or I’m not.
When I’m frustrated, I give up.
I don’t like to be challenged.
When I fail, I’m a failure.
Tell me I’m smart.
I’m threatened by your success.
The ability I come with determines everything.
FIXED
MINDSET
I can learn anything I want to.
When I’m frustrated, I persevere.
I enjoy challenging myself.
When I fail, I learn & do better the next time.
Tell me I try hard.
I’m inspired by your success. My effort & attitude make all the difference.
GROWTH
MINDSET
Carol Dweck – A Study on Praise & Mindsets
Breakout Questions: When YOU have a growth mindset…
1. What are the characteristics of a growth mindset leader?
2. What statements would you use to give feedback re performance?
3. How can you personally role-model new opportunities for learning?
4. What questions would you ask an employee during their performance
appraisal?
5. What are your ideas to make learning go ‘viral’ in your organization (to
move from ‘pockets’ to a ‘culture of innovation’?
6. How do you find the balance between ‘micromanaging’ and ‘mentoring’
to ensure people feel supported in their development?
7. How do you create an environment that fosters risk-taking?
8. How do you celebrate the strengths of individuals? And of teams?