Team Building & Leadership Blog: Create-Learning » Speaking Engagement

Trust Happens on Purpose Within Teams, Workshop

mike — Tue, 31 Jan 2012 00:19:49 +0000

Contact

mike@create-learning.com call 1-716-629-3678

Increase the Trust within your organization, team, management.

Trust Happens on Purpose within Teams

…it is not an accidental property. People join organizations wanting to be trusted and trust that the team they are on + the leader they are accountable too is;

Competent
Accountable
Honest
Aligned with their skills, values and perceptions.

Leaders and teams develop folkloric constructs of “why they behave like they do”

Folkloric Construct = Shared stories within an organization / team / community, that are perceived as being true.

Trust reciprocates with the person, the team, the organization, the culture, the leader, and all of those explicit and implicit values and commitments to each other and themselves.

Outcomes:

Increase your efficiency and profit
Decrease the amount of time to make decisions
Increase on-time completion of projects and work
Decrease wasted time spent on duplicated processes
Learn to differentiate Trust Attracting from Trust Rappelling Organizational & management systems
Learn how to create a system that attracts and increases trust within your team, and management
Determine your teams current level of trust, and steps to increase the level trust
Develop specific action steps to have trust happen on purpose within your team
Determine metrics to measure increases and decreases in trust within your team

What others have to say;

“It was a pleasure spending the day with you…To say the program that you put together for us had impact would be a huge understatement. This was by far the BEST team building experience that we have ever had. I learned so much more about my team and what we are capable of. We all leave this experience confident that we can accomplish anything we collectively set our minds to. I want to sincerely Thank You for all of your time, patience, direction, and teamwork.”

Neuroscience
Abbott Laboratories

Contact

mike@create-learning.com call 1-716-629-3678

Increase the Trust within your organization, team, management.

Articles of Interest:

michael cardus is create-learning

image by Shockerz bugs

5 Steps to Planning A Change Within Your Organization & Team

mike — Wed, 25 Jan 2012 16:00:35 +0000

I wrote this in 2010 and recently used this model with a small Management team to plan a large change in their organization. They found this model and the questions to be very useful.

All of us and our companies are in constant change, and we know this. Different people need different levels of information and motivation for the change to happen. As a manager YOU NEED the wisdom and ability to manage the process and add value to peoples decisions and work.

Contact Mike to make your Organization, Team and Leaders – plan for change better.

Planning a Change

When planning for a change you need reflective and purposeful steps. This change may be personal and or professional.

By setting a model for you to place objective thoughts into. As a leader you will be better equipped to determine areas of success and which areas to proceed into next with planning and decisions.

I don’t know the original source of this model.

Below are questions (by no means comprehensive) that will serve you in thinking through, planning, and making successful action steps for a change.

Planning a Change Question Sheet

Vision

What is the purpose?
Who will it affect? How?
Why is it important to your team? The organization/business/community?
What made you decide that this is important?
Did you ask your team for input? If so how and what was their input? If not, why not?
How will this change affect the staff? Those you serve (clients, customers, vendors, suppliers, supervisor(s), etc…)? You as a leader?
Describe the ideal state…Describe the current state…How will you achieve the ideal state?

Skills

In what ways might the staff and your existing skill set be useful for the change?
What new skills will be needed?
How will you accomplish training these new skills?
Explain, in detail the necessary skill set for completion of change (if multiple people have/need multiple skills, list the key responsibilities of the change and the necessary skill sets for success)
What skills will you as leader(s) need for implementation of the vision?
How can the Leadership team partner with you to enable completion?

Incentives

Explain your plan to move your team and yourself towards completion of this change

Why should we work towards this change?
How is this change relevant? Now? In the future?
Identify the resistors to the change.
Identify the champions of the change.
What will keep you, as the leader motivated?
How will you continue to keep the team focused?
How will you measure success and failure?
What steps will you take to reward success and re-direct unmotivated team members?

Resources

Explain what you have and what you need

What kind of budget will be available?
How much time is needed?
Explain how this change will be delegated to staff members.
What will be the steps for follow-up and accountability?
What resource do you currently have available (list everything from paperwork to people to machines to policies – the more explicit you are in what you have the better your completion will be)
What resources will you need (list everything from paperwork to people to machines to policies – the more explicit you are in what you need the better your completion will be)
In what ways may you secure these needs?

Action Plan

Explain in detail what you are going to do and how it will get done

Re-visit your Vision – and break the change into steps.
What are the steps for completion?
Goal (Quality, Quantity, Time Frame, Resources) – What is the 1^st step for completion?
Strategy – In what ways might you implement a strategy for completion of the 1^st step?
Objective – How will you know that you have completed the 1^st step?
Responsibility – Who’s going to accomplish the objective?
Timeline – When is the implementer going to accomplish that objective?
Feedback and Evaluation – Who and how is the implementer going to know if they accomplished good or bad work on their objective?

Final Thoughts:

How do you plan for a change?
What existing processes do you / team / organization have in place for reflective thought?
Would this system work for plans outside of change? what would be different?
Describe how this applies to your current practice / life?

Having the Model is Easy, Making Change Happen is NOT…

I have successfully led change and solution focused efforts for organizations, teams and managers of all sizes and structures. To make change happen CLICK THE BOX below, and be the reason that change is successful and people love the work they do.

michael cardus is create-learning

Working and Managing Across Generations

mike — Sat, 21 Jan 2012 14:58:56 +0000

Working + Managing Across Generations:

From Traditionalist to Generation Y & Beyond…An Interactive Workshop

“I am finding it challenging aligning and getting the best out of my staff. My senior staff complains about these young kids not wanting to do anything, and the younger staff complains about how none on the senior staff want to hear their ideas.”

Sound familiar? You are not alone, this is a direct quote from a CEO.
This workshop has been designed to STOP the nonsense and get people working.

Outcomes:

This session engages participants to:

Enhance workplace productivity
Develop Managerial Action plans to increase the Trust, Team-Work, Effectiveness and Productivity of Multi-Generational Work Teams
Learn to recognize patterns that influence workplace attitudes and expectations
Gain insight to understand and resolve generational misunderstandings in the workplace and avoid unnecessary conflict
Explore generational diversity in the workplace today
Identify and exchange perspectives and expectations informed by their generational identities
To read more click here

Can be facilitated Anywhere;

Face to Face with an audience of 5 – 5000
Through a Webinar Format
1 on 1 in a Managerial-Coaching Process
On Your Own – I send you the materials, power-point and Do-It-Yourself Activity + Facilitation Guide
Contact Mike to discuss your team and options. 1-716-629-3678

CONTACT…

mike@create-learning.com 1.716.629.3678

To have your team learn and apply the necessary skills and talents to

Work and Manage Across Generations: From Traditionalist to Generation Y and Beyond…

My job is to support you.
Please email me ( mike@create-learning.com ) share your ideas, questions and feedback.

The Difference is the Point of Interaction

mike — Thu, 19 Jan 2012 15:39:33 +0000

Every employee is entitled to have a competent manager with the capability to bring value to their problem solving and decision making. Contact Mike make your team and leaders better.

Click on the image to enlarge.

This image above explores the differences between an Organizational Structure that has NO managerial-leadership coaching and an Organizational Structure WITH managerial-leadership coaching.

The image on the right reflects the ‘Cascade-of-Planning’ model or in Lean Manufacturing the Hoshin Kanri used in the Toyota Production System. The difference is where the manager and subordinate interact.

WITH OUT Coaching

Interaction happens in limited time-frames and generally only when something goes wrong.
Accountability is forced down the hierarchy and the idea of failure, development and growth is often frowned upon.
Management is quick to blame employees and see the ‘people as broken’.

With Coaching

Interaction is regular and expected, once the manager is accountable for the output of the subordinate, then give-and-take must happen in task delegation and work being accomplished.
Accountability is on the Manager to ensure that subordinates are working to their effectiveness. Improvement in decision making and problem solving leads to improved innovation and work of the team.
Management is able to examine the process-system that the work is being done in and determine what is stopping this person from doing their best.

What do you think?

Is this point of interaction amongst management and employee important? Have you ever had a manager who was great at coaching you to add value to your work?

Interested in enhancing and developing a Managerial Coaching Process within your organization and team? Looking to improve your existing managers coaching skills? Click the Box Below.

michael cardus is create-learning

Inspired by Toyota Kata

Favorites of 2011: Images Used in Team Building, Leadership, Innovation Workshops & Speeches

mike — Wed, 28 Dec 2011 16:54:51 +0000

With the end of the year approaching, this week is a great to share some of my favorites of 2011. Here is the schedule it may change;

12/27/11 – Photos of Teams
12/28/11 – Images used in presentations & Articles
12/29/11 – Team Building & Leadership activity (simulation)
12/30/11 – Blog article
12/31/11 – NEW YEARS!

Favorite Images Used in Workshops & Speeches 2011

In no particular order.

This proved to be more challenging than I thought it would have been! These are all from 2011 speeches, workshop and presentation I gave, while not comprehensive, they are my favorites.

Below each image is a link to the content.

“When Ideas Have Sex, what do the babies look like”

Creativity To Innovation: Implementing Inventive Solutions

L.E.A.R.N…Team Building & Leadership Model of Transferring Lessons into Organizational Reality

Relevance Enneagram-A Tool for Finding Value in Work.

DiSC Team Building & Leadership. Discover Temperament

3 Steps to Improve Results of Employees & Management

High Performance Team Development & Leadership Workshop with Executive MBA’s

10 Team Dynamics That All Great Teams Share

Innovation and 21st Century Learning

Working & Managing Across Generations

Quality Tools for Quality Teams

Complexity and Achieving Goals at Work

7 Steps to High Performance teams.

Developing::Leading::Be a part of High Performance Six Sigma Teams

High Performance Team Development

10 Team Dynamics That All Great Teams Share

Archimedes Principle of Marketing Management

In Planning Why Does the By-When Matter?

What an amazing year 2011 was! Looking forward to meeting and working with your team and leaders in 2012.

michael cardus is create-learning

Part 2 of 4 Authorities That Every Manager Must Have: Authority to deselect a subordinate after due process

mike — Tue, 20 Dec 2011 20:16:14 +0000

Manager: a person in a role in which he or she is held accountable not only for their own personal effectiveness but also for the output of others; and is accountable for building and sustaining an effective team of subordinates capable of producing those outputs, and for exercising effective leadership. (Jaques 1998)

If we are to hold a Manager Accountable for the output of their subordinates. Managers must have some control over who their subordinates are.

4 Minimum authorities that every manager must have in order to be an effective and trustworthy managerial leader.

Part 1: Authority to reject a subordinate to fill a position
Part 2: Authority to de-select a subordinate after due process
Part 3: Authority to decide task assignments
Part 4: Authority to decide personal effectiveness appraisal and merit recognition

2. Authority to deselect a subordinate after due process

All managers should be provided with the unequivocal authority to decide that a particular person, who is no longer working at a minimum effectiveness required for their role (for example the persons best is NOT good enough for the role), whether due to loss of commitment, not keeping up with new knowledge and technology, whatever the reason. This person will no longer keep their position with that manager, they have been de-selected.

This does not mean that the Manager has the authority to terminate or fire the employee. The subordinate has done nothing wrong, and just cannot or will not keep up with the minimum effectiveness needed to fill the role.

Termination of employment comes from flagrant or repeated infractions against regulations, policies and procedures of the organization. These infractions are against the organization and must be dealt with not by the immediate manager but by an official acting on behalf of the organization.

Managers DON’T need to be given the authority to terminate employees at will; that authority must lie higher up in the organization.

The manager however MUST have the authority to de-select individuals who are no longer working to the effectiveness needed to fill the role.

General process for deselection

Manager is required to warn the subordinate that they are not doing well enough
Manager must inform their own manager of the situation
Manager must offer coaching for a reasonable amount of time
If there is no improvement, manager warns again, coaches again
Still no improvement – Decide to Deselect and inform the subordinate and the managers manager.

This process, when properly implemented, strips managers of opportunities to complain about subordinates and puts the accountability of the subordinates work squarely on the shoulders of the manager (where it belongs). If a subordinate is not getting the work done, STOP complaining and institute the deselection process, and start coaching.

Now Your Turn;

How would this policy benefit your management? How would it hurt your management? Have you or do you work in a place that allows managers to de-select a person to work on their team?

michael cardus is create-learning