Module 1
Leading: self-awareness
Increasing capacity for self awareness is important
We must be able to understand our blind spot before leading others.
Disc: help ourself understand better of who we are
4 dimensions of disc:
active vs. thoughtful
Accepting vs. questioning
High D(ominance) examples:
general Douglas MacArthur
Solomon: 1 kings 3:16-28
no nonsense bottom line wise high D style identified the real mother
Jesus with demons
results focused, direct
High I(nfluence) examples:
winston Churchill
Peter and the lame man
Jesus: two fish and five loaves of bread
people relationship oriented, excellent communicators, enthusiastic, sociable
High S(teadiness) examples:
Dwight Eisenhower
Abigail: 1 samuel 25
assumed blame for others, saved the worthless life of her husband
Jesus at the last supper
loyalty, patience, steady, empathetic, discernment (see the big picture, not prone to over-react)
High C(onscientiousness) examples:
Omar Bradley
Moses: exodus 32
follow the plan, commitment to excellence
In conclusion:
step 1: recognize that people have different behaviors
Step 2: understand that people have different goals, fears, motivations, and ways of seeing the world
Step 3: adapt, develop productive interactions by adapting as needed
Remember that…
there are no good or bad styles
There is no best style
All styles have strengths and weaknesses
All styles can be more or less effective
We are all a mixture of styles
How do you respond to conflict?
Conflict at work:
conflicts at work fester as people passively avoid problems or confront aggressively and situations are blown out of proportion
Conflict is about the productive exchange of diverse ideas and opinions in a focused, efficient and unfiltered way
Thomas-Kilimanjaro conflict Mode instrument:
two dimensions, assertiveness and cooperativeness
The model has five conflict modes
The five modes:
What are the right answers?
collaborating: two heads are better than one
Accommodating: kill your enemies with kindness
Compromising: split the difference
Avoiding: leave well enough alone
Competing: might make right
Conflict resolution modes:
we all are capable of using all five modes
No single rigid style of dealing with conflict
Tend to use some modes better than others
Tend to rely on some modes more than others
How appropriate is your use of each mode in the situation you are in?
Emotional intelligence
according to Daniel Goleman, emotional intelligence is recognizing our own feelings and those of others, motivating ourselves, managing emotions well in ourselves and in our relationships
IQ and technical skills are relevant, but more as “entry level” requirements
90% of difference between star performers and average performers was EQ
EQ is responsible for 58% of your job performance
High EQ: $29k more in salary than low EQ counterparts
Intent vs. impact
people with high EQ are aware of their impact
impact of their behavior on others may be different from what they intended of expected
People respond to you based on what they perceive about your behavior, not what you think they perceive
Common wisdom about emotions:
7 basic emotions
fear, anger, disgust, sadness, happiness, love, surprise
Thousand of variations and shadings
all emotions are valid
provide us important information about our situation
Often on mute but are sometimes raw and intense
all jobs require some amount of emotional labor
How do we improve our EQ?
Get feedback on tendencies for negative emotional reactions
Discover the thoughts and physical actions that accompany my feelings
Monitor trends for emotional reactions to certain situations
Complete assessments
Write down situations where emotions get the best of you
Set aside time each day for problem solving
Let others finish speaking during difficult conversations
Listen, step back, breath
Prepare for situations where you need courage
Spend extra time asking, observing and listening when around people
Focus your thoughts on the other person’s perspective
Ask colleague about accuracy in picking up emotions of others
Make an effort to have a sense of inquiry and not just advocate your opinions only
Look for the influence of emotions in my interactions with others
Get feedback from trusted colleague on my strengths and weaknesses in interactions
Write thank you notes, take extra time to show appreciation and interest
Make other people a priority
Initiate a partnership lunch or coffee break
as people age, they ask for and respond to feedback less often
Impact of asking for responding to feedback on overall leadership effectiveness
Knowledge vs. motivation
knowledge tells us how to do things, our storehouse of experience
Motivation gets us going, keeps us moving, tells us how much effort to spend on tasks
without motivation, experienced and intelligent people do not accomplish much at their jobs
Theological foundations of the self
Who am I?
what does it mean to be human?
Genesis 1
image of God as our species maker (general pattern of day by day creation)
distinctive features of the image of God
communion
Community (we’re not meant to live alone)
Calling (something that we need to do, business)
Convictions (morality)
human beings within creation
goodness of creation
Designed interdependence
Positive role for humanity relative to creation
business as creation stewardship
multiplying, filling, ruling, and subduing- tasks of business
Connecting the goodness of creation to authentic human need
We need to work hard and have the effort to make blossom the works of God
The goal of business is to simply connect the goodness of creation with authentic human need
Created order is incomplete, that is why human effort is needed (business)
What does it mean to be me?
God knows me personally
watches us (Hagar)
Lost sheep (knows the sheep, sheep knows his voice)
Knows our individual hairs on our head
God chose me personally
election
Election and calling like dropping and falling (chosen for a purpose)
God calls me personally
God’s design
Ps 139, Eph 2:10
Cotton Mather (it is the singular favor of God, unto a man, that he can attend his occupation with contentment and satisfaction. That one man has a spirit formed and fitted for one occupation, and another man for another, this is from the operation that God, who forms the spirit of man within him
spiritual gifts: 1 Cor 12”7 “to each is given a manifestation of the spirit for the common good”
apportioned to each one individually
Apportioned for the sake of the common good
life circumstances
Esther had a calling imposed upon her largely by circumstances, (“perhaps you have come to the throne for such a time as this”)
personal message
Jeremiah, Gideon, Saul, Jonah, moses
Concluding thoughts on individual calling:
callings as an imposition
Callings as divine intention
Would the army give you a personality test before giving you a calling?
calling is about being a faithful steward and understanding why God is calling me
Tools for knowing ourselves:
John Calvin comments
“Without knowledge of self, there is no knowledge of God. Our wisdom, insofar as it ought to be deemed true and solid wisdom, consists almost entirely of two parts: the knowledge of God and of ourselves. But as these are connected by many ties, it is not easy to determine which of the two precedes and gives birth to the other.
So what would Calvin make of a modern personality test?
the context, argues for starting with knowledge of God and first bit of self-knowledge is that we are not God
Knowledge of God and knowledge of self:
what does Calvin say we should learn about gifts and abilities?
gifts are not of our own making
We are absolutely dependent on God (by design)
Our gifts should foster gratitudes towards God
Our desperate plight should lead us to reverent fear of God
Implications for modern self-discovery tools:
personality tests are not bad things, they are just not first things
They should foster:
gratitude, not pride
Service, not entitlement
Upward focus, and an outward focus rather than an inward focus
Calvin and Luther both felt that the inheritance of Greco-Roman philosophers regarding leadership skills in civil government was very valuable as Calvin put it:
if we reflect that the spirit of God is the only fountain of truth, we will be careful.. not to reject or condemn truth whenever it appears. In despising the gifts, we insult the giver. How, then, can we deny that truth must be beamed on those ancient lawgivers who arranged civil order and discipline with so much equity? Shall we say that the philosophers, in their exquisite researches and skillful description of nature, were blind?
personality tests, leadership theories, and organizational philosophy are contemporary manifestations of the same sort of human wisdom
Module 2
Servant leadership
your love for people and how you want to see people thrive might be the way for you to lead others
3 key assumptions for leading others:
people desire growth and development and can be creative when they have these opportunities
People value interpersonal interaction, both with peers and with superiors, making the formal and informal nature of such relationships a salient feature of organizational life
People need trust, support, and cooperation to function effectively; zero-sum, win-lose competition in organizations is not useful, and may even be destructive
Problem in today’s world: engagement crisis
30% engaged
50% “paddling” but not really engaged
20% “sinking the boat”
How do I increase engagement as a leader?
Leading others to increase engagement:
build trust
caring
Integrity
Competence
leader principle 1: org effectiveness increases when leaders are trustworthy and trust their team
Leadership theories: Northhouse
Leadership models:
Authentic leadership: Bill George
no universal traits or skills that led to success.
Leadership emerges from their life stories.
Being authentic made them more effective
self awareness: to what degree is the leader aware of his/ her strengths, limitations, how others see him or her and how the leader impacts others
Transparency: to what degree does the leader reinforce a level of openness with others that provides them with an opportunity to be forthcoming with their ideas, challenges and opinions
Ethical/ moral: to what degree does the leader set a high standard for moral and ethical conduct
Balanced processing: to what degree does the leader solicit sufficient opinions and viewpoints prior to making important decisions
Leaders also understand the purpose of the organization (the why) besides the what and how
Martin Luther, wright brothers, and Steve Jobs started their leadership by understanding the why in the organization
Servant leadership
“You know the rulers of the Gentiles lord it over them and their high officials exercise authority over them. Not so with you. Instead, whoever wants to be great among you must be your servant, and whoever wants to be first must be your slave— just as the Son of Man did not come to be served, but to serve and to give his life as a ransom for many” Matt 20:25-28
Alignment of four leadership domains:
heart: servant leader of self serving?
Head: visionary, implementation roles
Hands: actions… performance coach
Habits: prayer, reading the word, fellowship, accept God’s unconditional love
The heart of a servant leader: good indicator
How do you handle feedback?
How do you plan for successors?
Whom do you follow?
EGO: exalting God only
humility
God grounded confidence
EGO: edging out God
fear (protecting self)
Pride (promoting self)
“The fear of man is a snare, whoever trusts in the Lord is safe” Proverbs 29:25
to successfully combat the temptation to be self-serving in your leadership, everyday you must put your EGO on the altar and EXALT GOD ONLY
The head of a servant leader:
Visionary role- setting the course and destination
Implementation role- getting things done the right way (by serving)
After vision is set, emphasis shifts to implementation
create goals to clarify what you want people to focus on
Create an environment of empowerment
Prioritize the growth and development of your team
Move to the bottom of the pyramid
VISION, MISSION, VALUES
vision: why do we exist?
Mission: what do we do?
Values: how do we behave?
Must drive alignment and clarity
Clarity- confidence- commitment
The hands of a servant leader: coaching
performance planning
clear direction, goals, expectations (what will a good job look like)
day to day coaching
observe, praise, redirect
performance evaluation
performance not the person
5 key habits of a servant leader:
Solitude: listen to God
Who are you? Who am I? What do you want me to do? And then listen
prayer (ACTS)
Study the Bible on a regular basis
Accepting and responding to God’s unconditional love
Involvement in supportive relationships
Servant leadership according to Robert K. Green leaf:
Service ought to be the distinguishing characteristic of leadership
Business leaders will find greater joy in their lives if they raised the servant aspect of leadership
Are your team member’s highest priority needs being met?
Are they growing as persons?
Do they become healthier, wiser, more autonomous, more likely to become servants?
Who do leaders succeed?
“Combine personal humility with professional will”
care more about the company than themselves, confront reality
Selfie awareness/ self management
Cheryl Bachelder’s brand:
Love those you lead
Pursue a daring destination
Help the team find meaning in the work
Create culture of teamwork
Choose to serve your team and customers (all you need is a heart of grace)
Be courageous, bold, and brave
Clarify your purpose- your people will assign you a purpose by watching your actions
Avoid the spotlight: your ego is the enemy
A call to action for servant leaders:
will you humbly serve others over your own self interest?
Will you pursue a daring destination for the people?
Will you help others find meaning and purpose at work?
Will you teach others the guiding principles of serving others as well?
3. Situational leadership is
Organization effectiveness increases when leaders help the organization set clear, concrete and measurable goals aligned with the organization’s vision
4 levels of situational leadership:
Directing: high directive and low supportive behavior
Coaching: high directive and high supportive behavior
Supporting: high supportive and low directive behavior
Delegating: low supportive and low directive behavior
What is the skills approach to leadership?
Robert Katz’s research surfaced a set of skills for leadership success.
skill 1- “technical skills” involving hands-on activity.
Skill 2- “human skills” which is the ability to work with people, it’s the greatest asset to have
Skill 3- “conceptual skills” having ability to work with ideas and concepts
Behavioral leadership approach:
behavioral approach: what leaders do, how they act
Examine your balance: tasks vs. people
Path theory goal: motivate the follower
Define goals
Clarify the path
Remove obstacles
Provide support
Biblical theory of human leadership
Should we lead at all?
Should we all lead?
Biblical foundations of human leadership:
Should we lead at all?
Yes, but let’s look at this closely (Rom 13)
the authority to lead is a delegated authority
Source is from God
There is no “tenure”
it is bounded (particular time, place, and context)
authority is always has a horizontal context
Always within a vertical chain (the people you’re responsible to)
it is accountable
Leadership and the plot line of the Bible
creation
Human nature: image of God, cultural mandate
created world
springtime
Connecting the goodness of creation to authentic human need
fall
human tasks remains uncharged
Human tasks have become more difficult: creations resists us and leadership is more needed, leadership is often exploitive
redemption and consummation
Should we all lead?
biblically, it’s not so clear that we are all called to be leaders. Indeed, it seems somewhat illogical on the face of it. Can you be a leader without any followers? If God gives someone a call to lead, he must also give some other people a call to follow.
Some reflections on biblical followership:
calls to both leading and following
Synergistic relationship
Followership
Vision for followership
deep ownership of goals and tasks that are not of your own design
Willingness to sacrifice in order to achieve goods that others will be praised for
Dignity of ordinary vocations
Biblical models/ structures of leadership
three major leadership offices
king (some good some bad)
Priest (God appointed, teaching people along)
Prophet (anyone can be)
Biblical metaphors
shepherd, steward, servant
shepherd: flourishing the flock (attitude towards others)
Servant: humble (attitude towards self)
Steward: accountable to God (attitude toward God)
Servant leadership
servant leadership is predominant theme in both NT and OT
shunning of leadership terms
Embracing of slave and servant terms
Jesus’ explicit teaching
Jesus modeling
OT picture of shepherd King
OT picture of suffering servants as Messiah figure
Other notes on biblical leadership
other observations
unwilling, UN gifted, and unexpected leaders (you might not want to be a leader but God wants you to)
Centered on calling not gifts
Diversity of models and personalities
Table of influence
Module 3
Teamwork and team development
servant leadership really emphasizes the responsibility of a leader to increase the ownership, autonomy, and responsibility of followers to encourage them to think for themselves and try out their own ideas
the time spent by managers and employees in collaborative activities has ballooned by 50% or more over the last two decades and at many companies, more than three-quarters of an employee’s day is spent communicating with colleagues”- HBR
“Teamwork remains the one sustainable competitive advantage that has been largely untapped. Teamwork is almost always lacking within organizations that fail and present within those that succeed”- Patrick Lencioni
the key to success with team is “trust”
the confidence among team members that their peer intentions are good and that there is no reason to be protective or careful around the group- Patrick Lencioni
clarity, confidence, commitment
the GRIP model: Goals, Roles, Interpersonal relationships, Processes
The best teams:
value constant communication
Make time for each other
Build the space to foster open communication on a continual basis
Create awareness of different communication styles and languages
Google project Aristotle
Google’s intense data collection and number crunching have led it to the same conclusions that good managers have always known. In the best teams, members listen to one another and show sensitivity to feelings and needs
You decide: set the norms for your team, it is under your control
#1 common characteristic?
trusting coworkers and managers
does a trusting workplace translate into results?
yes, high scores on trustworthiness metrics lead to top tier financial results
#3 wegmans food markets
small things make the difference: free birthday cakes, hot chocolate in winter
“We look for people who genuinely care about others and are happy to serve in whatever ways necessary. We teach any other skills they need.
The power of teamwork pyramid by Patrick Lencioni
Absence of trust: if members of a team do not trust each other they cannot be totally open, honest and transparent with each
Fear of conflict: without trust people will not have healthy debates that are necessary to arrive at the best decisions: “I do not agree with you and it is not personal”
Lack of commitment: if the team has not aligned behind a decision, individual members who did not agree with the final decision will be less committed to it (NO BUY IN)
Avoidance of accountability: if team members are not fully committed to the course of action, they are less likely to feel accountable (or hold others accountable)
Inattention to results: people who are not held accountable are less likely to care about team results
Action to build trust
at risk of losing face, demonstrate genuine vulnerability first
admit weakness and mistakes
Ask for help
Accept-provide feedback
Offer and accept apologies
Share expertise willingly
Keep commitments
Proactively build relationships
Absence of trust tools
personal histories exercise
Team effectiveness exercise
Personality and behavioral preference profiles
360- degree feedback
Experimental team exercises
Fear of conflict
teams that fear conflict…
have boring meetings
Have environments where back channel politics and personal attacks thrive
Avoid controversial topics critical to success
Fail to tap into opinions and perspectives
Waste time with posturing and interpersonal risk management
Mastering conflict?
Conflict is the productive exchange of diverse ideas and opinions in a focused, efficient and unfiltered way
Without conflict, decision making suffers and relationships among team members stagnate
If conflict does not surface, it tends to degenerate to mean spirited, back-channel comments made behind closed doors
Conflict- leader
avoid temptation to protect team members
allow resolution to occur naturally
Help team develop conflict management skills
personally model appropriate conflict behavior
Conflict- members
participate, keep it in the meeting
Share your thoughts
Don’t make it personal
2. Fear of conflict tools
mining
Real-time permission
OK to engage in productive conflict
conflict resolution models
Why are we afraid to disagree or give constructive feedback?
we fear defensiveness
We fear feedback will be ignored
Defensiveness is not necessary… How?
say it in private
Explain the WHY
Offer support… how will you help
Avoid blame… focus on behavior not person
Listen to understand other point of view
Focus on changeable behavior
Use good timing… as soon as possible after event
Commitment- leader
be comfortable with prospect of making wrong decisions
Push group for closure around issues and adherence to schedules
Provide clear direction
3 Cs (clarity, confidence, commitment
Lack of commitment tools
cascading messaging
review key messages, who to cascade to
stick to deadlines
eliminate ambiguity
contingency and worst-case scenario analysis (reduce fears)
Allow everyone to voice their opinion
Avoidance of accountability
teams that avoid accountability
create resentment between members
Encourage mediocrity
Miss deadlines and key deliverables
Point fingers
Blame others
Results- leader
focus on team results only
Be selfless and objective
Reward, recognize real contributions to team goals only
Remind team: vision/ mission/ values
CRO
team first attitude
After I complete my job, how can I help others?
Share wisdom and experience with team
Overcoming dysfunction
How to become a functional team
The ideal team player: Lencioni
5 stages of team development
Stage 1- Forming requires team building
team members: eager with high expectations, but reliant on authority to provide direction and decisions due to lack of comprehensive knowledge of project
Primary issues: personal well being, acceptance, trust
Task accomplishment: low to moderate
Morale: moderate to high
Storming requires conflict management
team members: discrepancy between original hopes and present reality: dissatisfied with dependence on authority, unsatisfied and confused about goals and tasks
Primary issues: power, control, conflict, influence
Task accomplishment: slowly increasing as conflicts resolve
Morale: low to low moderate
GRIP model
if goals are not clear, uncertainties in the roles arise
If roles are unclear, this results in cumulative conflict within the processes
If processes are unclear, accumulated conflicts appear at the people level
The HEAR process
Stage 3- norming requires communication
team members: dissatisfaction declining: acceptance of goals, tasks, responsibilities and each other increasing, increased self-esteem and confidence
Primary issues: sharing control, avoiding conflicts, complacency, lack of communication, knowledge sharing
Task accomplishment: increasing as communication improves
Morale: increasing to moderate to good
Norming requires team communications
Stage 4- performing: achieve expectations
team members: autonomous, excited and eager about team activities, collaborative and interdependent work, highly confident about self and team
Primary issues: new challenges, motivation, learning
Task accomplishment: optimal
Morale: high to very high
Stage 5- adjourning: lessons learned
team members: concerned about team dissolution and personal future, feel loss or sadness about ending project and separation from team
Primary issues: loss and separation
Task accomplishment: generally decreasing
Morale: stable or decreasing
How to accelerate the four phases
Increase probability of team success
how a team begins will determine how it ends and how it will perform during its existence
Effective leaders achieve 3 tasks at team launch
clarify and give meaning to the team task, (the why?)
Connect to overall company vision-mission
Bound the team as one performing unit
Membership is clear
Establish clear norms of conduct
Module 4
Management vs. Leadership
Management is about:
coping with complexity
planning and budgeting
Organizing and staffing
Controlling and problem solving
formal power
Leadership is about:
coping with change
setting a direction
Aligning people
Motivating and inspiring
informal dependence
What could possibly change?
the goal changes (a loftier goal or a different goal entirely)
The team change (reorganization- more people, fewer people, redistributed people)
The team roles change (different leader, new roles, new members)
The playing field changes (new regulations, market, competitors)
The materials change (different types of materials, more materials, fewer materials available to use)
Technology changes (automation, AI, mobility)
Strategy changes (industry consolidation, disruptive innovation, new markets, new products, new competitors)
Time constraint changes (less time usually)
The level of challenge changes (things usually get harder, markets get more competitive)
The systems change (process improvement, cost reductions, prioritization)
Everything changes (all of the above, all at the same time)
The change cycle
Change cycle…
think about a change you are going through right now
Where are you on the change cycle
Share with your neighbor
The change cycle: Self management
red stages: don’t just do something, sit there… gather more information, dont over react: BE CURIOS
Yellow stages: now, do something… you are not acting out of anger or fear, you’re acting on behalf of the change with growing focus: take positive step forward
Green stages: hopeful- change is encouraging because things may get better: move forward with confidence, help others
Leading your team through the change cycle:
stage 1: loss of safety
objective: acknowledge losses and concern
Challenge: channel fear into appropriate action
Key question: what is the worst that can happen?
Exit strategy: create safety for you and your team
stage 2: doubt to reality
objective: face reality, let go of speculation and rumors
Challenge: manage passive and aggressive anger
Key question: what are the facts, who can deliver it to me?
Exit strategy: seek valid and accurate information
Stage 3: discomfort to motivation
objective: to breakthrough instead of breakdown
Challenge: take small steps forwards with the change
Key question: which steps will expedite a breakthrough?
Exit strategy: keep moving forward
stage 4: discovery to perspective
objective: gain perspective, look at all sides
Challenge: don’t look back, improvement requires change
Key question: how can I determine the next best step to take?
Exit strategy: sell team on benefits of change
stage 5: understanding the benefits
objective: grasp the meaning of the change in deeper way
Challenge: enjoy greater understanding of the why
Key question: what is in it for me? WIFFM
Exit strategy: identify the benefits (CRO)
stage 6: experiencing integration
objective: make the change a natural part of your life
Challenge: create stability, prevent complacency
Key question: how do I help others not this far long?
Exit strategy: full integration
The change cycle:
change just happens, we don’t need to take it personally
Work change has the potential to bring out the best in people
There is no right way to do the wrong thing
negative, immature behavior is never justified]
be curious, have an open mind, choose your attitude wisely
great opportunity to witness
God is still on the throne
Coaching your team through challenge
embrace opportunity, not a threat
curiosity
Open mind
Change
is change resistance a myth?
$1 million to change? Would you change?
People have the capacity to change
People dont like to change to something they dont know
fear of the unknown?
Lack of choices?
people are willing to change, they just not want to be changed; they want to participate in shaping their future
Why is there resistance to change?
distaste for change, like status quo
Value of stability and staying the course of what has worked
Objections, concerns about the particular change initiative in play
Self-interested objections to change
Conflicting analysis of implications on others
Change is about telling, listening, adapting, and inviting people to participate in change vs. forcing transformation
The transition curve: leading change
Listen to the resistance to change input/ energy for improvement?
“absence of upward channels for participating, providing input, lack of empowerment to engage with decision-makers is as much a cause of change resistance as anything”
“If input solicitations are sincere, open, embraced by decision makers as a resource… resistance can be reframed as input for improvement
Traditional ways change occurs in large scale organizations
there’s often a knee-jerk reaction by leaders to make change happen quickly
They’ll try to restructure and change processes or incentives, which can be effective but can also be risky
Employees often feel change is being forced upon them rather than them participating and being a part of the change
Questions
70% of change effort fails. Why?
Do not follow systematic process
organizations don’t change, people do (one relationship at a time)
Leading behavioral change:
See- feel – change > analysis – think- change
central challenge is changing people’s behavior to increase urgency to change
Driving successful change:
increase urgency
Build the guiding team
Get the vision right
Communicate for buy in
Empower action
Create short term wins
Don’t let up
Make change stick
Increase urgency:
the video of the angry customer
seeing: employees see video of angry customer from credible person
Feeling: employees are surprised, fearful, mad, false pride drops, urgency growls, let’s do something
Changing: some of the “experts” (who alone know what is right) act defensively and cling to status quo, more begin listening to customers, listen to management about need for change, behavior shifts
Building the guiding team:
“When there is urgency, more people want to help provide leadership, even if there are personal risks.” (Kotter and Cohen)
What works:
a team consisting of the right people
A team demonstrating teamwork
Communicate for buy in:
it is important to assess how well those around you understand, and have bought into the change vision and strategy
Ask a safe sampling of employees
What is your understanding of the change vision and strategies?
Are they sensible?
Do they seem compelling?
Do you want help?
debrief the answers and take action
When sharing change communication, Kotter and Cohen recommend that the guiding team:
widely communicate the direction of change
Communicate for both understanding and gut-level buy in
goals for communicating the change vision:
“to get as many people as possible acting to make the vision a reality”
Empower action:
when people begin to understand and act on the change vision, leadership must:
remove barriers in their path
Provide encouragement and resources
Remove elements and resistors to change
goals for empowering action
“deal effectively with obstacles that block action, especially dis-empowering bosses, lack of information, the wrong performance measurement and reward systems, and lack of self-confidence”
Make it stick:
new, enthusiastic employees offer a great opportunity to enlist new disciples to the change initiative
these new, enthusiastic and capable (they better be, you just hired them) professionals are not attached to the old culture, norms, behaviors, or ways of doing things
These new employees can quickly become contributors to the new culture
And, new employees may be replacing resistors to the change process
Perils and Pitfalls of leading change:
purpose: learn techniques for leading change while managing people
Grasp the importance of building effective teams and fostering buy-in to succeed in a leadership position
Ask questions vs. answering them as a leader of a new team
Apply: Kotter’s 8 step of change, who moved my cheese, the change cycle, the five dysfunctions of a team
Who moved my cheese:
which character do you identify with the most? (Sniff, scurry, hem, haw) why?
How do you anticipate change?
How do you adopt to change with a positive mindset?
Change formula
Leading change: biblical perspectives
Progress and change:
understanding change and seeking progress
change is easy, progress is difficult
Progress demands a vision of the good not just a restlessness with a present
Change:
ontological forces of change
Heraclitus (things constantly change)
Entropy (not only change, but also for the worse)
economic forces of change
schumpeter: the opening up of new markets, the organizational development from the craft shops and factory to such concerns as U.S. steel illustrate the process of industrial mutation that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one. This process of creative destruction is the essential fact about capitalism. It is what capitalism consists in a what every capitalist concerns has got to live in
theological forces of change
eastern vs western worldviews
Transformation Munda vs. annihilating Munda
psychological forces of change
look at that!
Do it again!
Been there done that
Progress and change:
two easy errors
disdain for the old
Futility of the new
built to last
Organizational change in the book of Acts
Acts 1-2: leadership change
replacing the charismatic founder
sudden unexpected loss of CEO
Church turned out to be a visionary company that promoted from within (Collins, built to last)
Acts 6: social problems
challenges of unexpected changes in the market
deacons allowed them to make progress and incorporate a new people group while retaining the core mission
Notice this required organizational structural change, middle management, ethnic sensitivity
Acts 11: mission expansion
fundamental change in ethnic focus
clarify vision- are we making clock or time keepers
Are we offering completion to the Jews or conversion to the gentiles (built to last)
Acts 15: organizational crisis
church division
incremental changes create division conflict
Leadership division
Preserve the core- but what is the core?
Acts closing chapters
mission fidelity (false teachers, heretics, leadership conflicts)
false teachers- knock off competition
Nurture the existing church or expand to places where gospel has not been preached
legacy challenges
ordinary challenges of viable institution- 2nd generation of leadership, managerial leadership, structural development
Biblical wisdom for leading change
Paul’s tips for change agents:
1 Thess 5:14
Admonish the idle- accountability and inspiration
Encourage the faint hearted- affirmation and listening
Help the weak- training and support
Be patient with all- change is process
Admonish the idle:
Paul was clear and explicit when pointing out important problems
the problem: 2 Thess 3:6 Now we command you, brothers, that you keep away from any brother who is walking in idleness.. For you yourselves know how you ought to imitate us, because we were not idle when we were with you, nor feud we eat anyone’s bread without paying for it, but with toil and labor we worked night and day, that we might not be a burden to any of you.. If anyone is not willing to work, let him not eat. For we hear that some among you walk in idleness, not busy at work, but busybodies
The correction: now such persons we command and encourage in the Lord Jesus Christ to do their work quietly and to earn their own living
The encouragement: as for you, brothers, do not grow weary in doing good
Encourage the faint hearted:
lessons from Paul about affirmation:
made people feel bigger, not just better (1 Thess 1:7-8)
Generous in praise and affirmation (1 Thess as whole)
Truth not flattery (1 Thess 2:5)
Repeated (1 Thess 4:9)
3 part structure for affirmation
this is what you did
This is how it helped the mission
This is how it affected the team
Help the weak:
Paul provided training and support for the weak (1 Thess 3:1-5)
Be patient with all:
listening skills
listening for validation
Listening for learning and transformation
Summary on change
Module 5
Networking: career development
Career prep: why?
4 C’s
collaboration
Communication
Creativity
Critical thinking
Informational interview:
what is an informational interview
design to produce information
Why should I conduct informational interviews
How do I conduct informational interviews
Know the purpose
gain insight: person’s career journey, potential opportunities, what makes a competitive candidate, company culture, industry trends
expand your network: build relationships, generate leads for the future, communicate who you are, your brand
Be prepared
linkedin: what is their career background?, what is their role at the company?
Company website/ career page: what jobs/ internship are available?, what is the company culture like?
Articles on industry trends: what has been happening recently in their industry?, what does the future look like for their industry?
Send an email requesting to schedule a phone call, skype, or in person
Participating in an informational interview
listener: asking informed questions, being interested in their organizations
Professional: get familiarized with industry language, explain the value of a biola education, share the value of your major plus skills being learned
Finding professionals to speak with
linkedin: alumni tool, search specific companies, search keywords according to industry
Six degrees of separation: family, family friends, biola alumni, faculty, mentors
Pursue after an informational interview
send a thank you email or handwritten note
Follow up on any leads
Update the contact
Ask if you can do anything for them
How to deliver constructive feedback:
think win-win: make sure your motive is to help the other person and fulfill your own responsibilities
Describe your concerns
Give specific examples
Listen with empathy to the response
Seek first to understand, then to be understood
listen with empathy
Courage conversations:
is my intention helpful?
Do I need or want the relationship?
Can I handle the worst and realistic outcome that could come up?
3 green lights = go for it
Do you have someone on your team, in our life, that you need to have a courageous conversation with?
Work, calling, and career development
How do I find my calling? Begin with ordinary means:
embrace your givens
internal and external calling
On your personal/ specific calling start where you already are (1 Cor 7 principle)
listen! After all this is a calling, not a buried treasure
Create meaning and purpose wherever you are
Discerning God’s voice from 1 Sam 3
repeated calling
Unexpected nature of calling
Confirmation of calling by older and wiser believer
other ways God guides
agreeable and acceptable
Circumstances
Passions and burdens
Work in its proper place
How important is work?
for the Greeks, friendship was clearly important for self-fulfillment
Americans make work the locus of identity and self-fulfillment
So if your job isn’t giving you much meaning in life, perhaps your first thought should not be fina a new job, but rather adopt a larger perspective of what really should be meaningful in your life
Intrinsic value of leisure
human importance of leisure
Leisure and beauty
Leisure and worship
Work is not all there is to calling
community attachment
Church attachment
Family attachment
Political community
these are not rank ordered biblically, and if they are, they certainly are not ranked-ordered with work at the top
Comparison of biblical leadership to modern leadership models
Review of biblical leadership
leading is a normal human activity
Leadership is alway on loan based on God’s delegated authority
Servant leadership is a consistent theme in scripture
Human leadership is not just a management task, it is often a transformative task
Nonetheless, there is a substantial place for managerial leadership
Leaders don’t exist independently on followers
Comparison to common models:
servant leadership- Robert Greenleaf
desire to lead emerges from prior desire to serve
Tests of servant leadership: growth of those served, impact on least privileged in society (key characteristics: shared vision, managing self, interdependence, learn from mistakes, input from every member, question assumptions, building trust, humble spirit
transformational leadership
idealized influence
Inspirational motivation
Intellectual stimulation
Individualized consideration
Questioning the bottom line:
level 5 leadership
BHAG’s
Module 6
Leading innovation
Focus on what matters by career stage
David Kelley’s eight strategy for inspiring creativity:
Choose creativity
Think like a traveler
Engage relaxed attention (daydreaming)
Empathize with your end user
Do observations in the field
Ask questions starting with why
Reframe challenges (how might we?)
Build a creative support network
Building creative confidence (Debbie Millman- IDEO)
“creativity is a muscle that you need to exercise” (30 circle exercise)
You develop confidence after the successful repetition of any endeavor.
“You can’t wait for confidence to show up. You build your confidence over time.”
The innovator’s DNA that generates new ideas
Networking:
discovery-driven leaders
why the network: ideas
learn surprising new things
Gain new perspectives
Test ideas
whom they target
people who are not like them
Experts and non-experts with very different backgrounds and perspectives
delivery-driven leaders
why they network: resources
Access resources
Sell themselves or company
Further careers
Whom they target
People like them
People with substantial resources, power, position, influence
Observing:
discovery: get out and collect real data about a problem
be an anthropologist
Walk in their shoes
Observe extremes
Study analogous settings
take field notes, but don’t interpret too early
Focus on observable
What is the most important driver of innovation?
Tellis, Prabhu, Chaney
759 companies in 17 countries
Culture of innovation assessment model
MIT Sloan management review- 2013
most important driver of innovation is corporate culture
What is culture?
the way we think, behave and work together to accomplish goals
Shared principles: Cheryl Bachelder’s view
we will be energetic and passionate about achieving our goals
we will listen carefully to one another before forming a conclusion
We will admit our mistakes and be willing to learn from them
We will build one another up, not knock one another down
We will hold each other personally accountable for the promises we make
We will keep our egos in check
Why culture matter
How do leaders shape culture?
what leaders pay attention to, measure, control
How leaders react to crises, critical incidents
Observed criteria by which leaders allocate resources
Deliberate role modeling, teaching, coaching
Observed criteria for rewards, recognition
Observed criteria by which leaders select, promote, remove team members
Six building blocks of an innovative culture:
Innovative culture building blocks:
values: creativity, continuous learning
Behaviors: listen to customers, cut through red tape
Climate: tenor of workplace life
Resources: people, systems, projects
Processes:funnel, priorities
Measuring and defining success: R & R
Innovative culture role models:
values: IDEO
Behaviors: IDEO
climate: WL Gore
Resources: Whirlpool
Processes: rite solutions
Measuring success: rite solutions
WL Gore: climate
fearless workplace frees people to take risks
Mistakes accepted as part of creative process
Celebration for “killed” projects
Post mortems to learn and improve, not punish
What is IDEO’s culture?
fun, playful working environment
Bias for action (build something)
Utilize (how might we?) language
Motivated to tackle tough customer challenges
What is so great about IDEO?
productive creativity
explore to generate multiple ideas
Hands on building
Role playing
Take risks
IDEO’s brainstorming principles
defer judgement
Encourage wild ideas
Build on ideas of others
Stay focused on the topic
One conversation at a time
Be visual
Go for quantity
Supporting culture with physical environment
keep people together but not too close
Consider sound issues
Add flexibility in the right places
Permission to experiment
Tailor spaces to experiences
What is design thinking?
come up in the intersection of what’s desirable for people, what is viable from a business stand point, feasible from a technology stand point
5 steps in the shopping cart video:
Innovation and creativity in biblical perspective
A theological vision for work
cultivating a theological vision for your work
making this world glimmer with the light of the next
Stewarding your gifts toward kingdom goals
Peace with God
Intimacy with God
Beauty and worship
Peace with self
Health/ wholeness
Hope
Comfort
Peace with others
Unity
Security/ lack of violence
Community
Peace with creation
Economic flourishing
Sustainability
Beauty and harmony
Work examples finance for you and me:
finance: assessing value in relationship to risk and time
monetized risk and time: insurance and mortgages
Big businesses facilitates growth by complex management of risk
But what if we did the same for ordinary people?
Work examples in building communities, not just homes:
building homes or construction for human flourishing? Big elbow Homes
the home
The community
The company
Kingdom creativity
In summary…
operationalizes a vision of shalom (kingdom goodness)
Within the existing business or industry
The activities look like normal business, the goals look like the kingdom of God
Goods internal to the practice
a tool for innovation in the workplace- cultivating “goods internal to the place”
Satisfaction in the labor itself- a repeated phrase in Ecclesiastes 5:8-20
working for an external reward like money doesn’t satisfy
Working to accumulate material good doesn’t satisfy
Working for acclaim and fame doesn’t satisfy
God’s gift: find satisfaction in his toilsome labor
Let’s take a deeper look at goods internal to the practice
Maclntyre’s markers of goods internal to a practice
can only be obtained by doing that practice
Can only be identified by those who are knowledgeable in the practice
Goods internal to a practice are generally not held privately but corporately
Further thoughts on the uniqueness of goods internal to a practice
long term job satisfaction depends on enjoying the goods internal to the practice
the meaning that comes from mastery of a skill
The pleasure that comes from doing any activity well
Goods internal to the practice of work itself- and hence even to bad jobs
excellence
Industriousness
God pleasing
servant pleasing master
Obedience to biblical commands
Faithful to biblical examples
moral goodness/ integrity
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