Spilling the Beans

1. Spilling the Beans Joint Convention 2009 Presented by: John Swanson, TIE

3. secretswhich are hard to grasp in their deep meaning and difficult to act on in combination

4. the secret to a long life

5. the secret to a long and loving marriage

6. What the best leaders do to help their organizations survive and thrive.

7. The Six Secrets of Change • Love Your Employees • Connect Peers with Purpose • Capacity Building Prevails • Learning is the Work • Transparency Rules • Systems Learn

8. George McGregor (1960) Theory X Assumptions Theory Y Assumptions • The average human being has an inherent dislike of work and will avoid it if he or she can. • Because of their dislike for work, most people must be controlled and threatened before they will work hard enough. • The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires security above everything else. • If a job is satisfying, then the result will be commitment to the organization. • The average person learns under proper conditions not only to accept but to seek responsibility. • Imagination, creativity, and ingenuity can be used to solve work problems by a large number of employees.

9. The world has become too complex for any theory to have certainty.

10. Secret # 1 Love Your Employees

11. Love unselfish, loyal, and benevolent concern for the good of another

12. Love Your Employees • Create conditions for them to succeed. • Find ways for them to simultaneously fulfill their own goals and the goals of the organization. • Help them to feel proud of the organization, to find their work exciting, to feel that they are treated with dignity, and to believe they are part of a valuable and creative effort larger than themselves.

14. Create emotional value, experiential value, social value, and financial value. No stakeholder is more important than any other.

15. Firms of Endearment?

16. Only 14% of organizations had an “enthusiastic workforce”. (3/4 of employees rating the company high on all three dimensions) Fair Treatment Enabling Achievement Camaraderie

17. Trust

18. Secret # 2 Connect Peers with Purpose

19. Too Tight-Too Loose DilemmasSocial and Intellectual GlueLateral Capacity Building

20. Beware of Groupthink

21. Groupthink A type of thought exhibited by group members who try to minimize conflict and reach consensus withoutcritically testing, analyzing, and evaluating ideas.

23. Mastering Conflict Ideal Conflict Point Constructive Destructive Mean-Spirited Personal Attacks Artificial Harmony

24. Secret # 3 Capacity Building Prevails

25. Capacity building trumps judgmentalism.Why would great people want to work here?Hire potential and cultivate talent.

26. Successful organizations diligently and consistency apply what they know, while seeking equally how to get better at what they do.

27. Successful organizations mobilize themselves to be “all over” the practices that are known to make a difference.

28. Secret # 4 Learning is the Work

29. Successful organizations achieve consistency and innovation through deep learning in context.

30. In other words, learning on the job, day after day, is the work.

33. Secret # 5 Transparency Rules

34. Openness About Results

35. Transparency Rules • It rules whether we like it or not. • It is a good thing, on balance. • It is an effective tool for improvement. • It offers credibility.

36. Secret # 6 Systems Learn

37. Leadership • Focus on developing many leaders working in concert, instead of relying on key individuals. • Enact the first five secrets. • Be humble because, no matter what you do, you cannot guarantee a successful future.

38. Wisdom: The ability to act with knowledge, while doubting what you know.

39. Guidelines for Action • Act and talk as if you were in control and project confidence. • Take some credit and some blame. • Talk about the future. • Be specific about the few things that matter and keep repeating them.

40. The Six Secrets of Change • Love Your Employees • Connect Peers with Purpose • Capacity Building Prevails • Learning is the Work • Transparency Rules • Systems Learn

41. + + Skills Incentive + + Resources ActionPlan Managing Complex Change CHANGE Vision Breaking Ranks II: Strategies for Leading High School Reform

42. Confusion + + Incentive + Resources ActionPlan Managing Complex Change + Vision Skills Breaking Ranks II: Strategies for Leading High School Reform

43. Anxiety + + Incentive + Resources ActionPlan Managing Complex Change + Vision Skills Breaking Ranks II: Strategies for Leading High School Reform

44. RESISTANCE + + Incentive + Resources ActionPlan Managing Complex Change + Vision Skills Breaking Ranks II: Strategies for Leading High School Reform

45. FRUSTRATION + + Incentive + Resources ActionPlan Managing Complex Change + Vision Skills Breaking Ranks II: Strategies for Leading High School Reform

46. TREADMILL + + Incentive + Resources ActionPlan Managing Complex Change + Vision Skills Breaking Ranks II: Strategies for Leading High School Reform

47. + + Skills Incentive + + Resources ActionPlan Managing Complex Change CHANGE Vision Breaking Ranks II: Strategies for Leading High School Reform

48. Happiness does not arise from the achievement of a given purpose, but from the sense of purpose itself. The Philosophical Jonathon Haidt The Happiness Hypothesis

49. ThePractical Happiness is dancing a polka.

50. Spilling the Beans Joint Convention 2009 Presented by: John Swanson, TIE