The Phenomenon of Momentum Leading Up

1. The Phenomenon of MomentumLeading Up Cloud-Rainosek & Associates, LP

2. Who We Are • Cloud Rainosek & Associates, LP Dr. Jackalyn Rainosek, Ph.D. – Entrepreneur, 40 yrs Liz Cloud, CPA – Entrepreneur, 15 yr • Since 1991 – corporations, family owned businesses, government entities, non-profits and individuals • Experts in Habitual Behavior and Emotional Connection • Online Habitual Behavior Self Assessment • Selected Kouzes & Posner LPI & Challenge based on common views of leadership

3. Values • Accountability • Compassion • Emotional Connection • Honesty • Innovation • Integrity • Persistence • Support of Social Justice

4. Working with Organizations Administer the LPI Teach about the habitual patterns that damage organizational systems

5. Illusion of Politeness • Do I worry about imposing upon, inconveniencing or bothering someone? • Do I avoid telling someone the unpleasant truth because I think of myself as someone who isn’t harsh or unkind? • Do I want to gloss over a negative response to avoid offending another person?

6. Illusion of Politeness • Worry or imposing affects the behavior of giving people a choice about how to do their work – Enable Others to Act • Avoid talking with someone doesn’t make certain that people adhere to agreed-on standards – Model the Way • Glossing over prevents experimenting and taking risks or to try new approaches – Challenge the Process

7. Client Story • Sahira Abdool, Director and Chief Clerk, Houston Municipal Courts Administration • Appointed by Mayor Bill White – 2007 • Houston Municipal Courts is largest fine only and paperless court in America • Largest Municipal Court in Texas • Generates $70 million in fine payments

8. Client Story • Process 1.4 million violations annually • 6,000-8,000 customers daily at 19 courts • Over a $13,000,000 administrative budget • More than 300 employees of diverse ethnicity, education, and experience

9. Client Story • Charged with: • Increasing public confidence and expanding access to justice • Building staff confidence and court efficiency • Improving fiscal accountability

10. Client Story • Employee surveys showed: Wanted improved communication to and from management Were eager for additional training and career development Eager for recognition More emphasis on effective management

11. Client Story • Sahira developed vision: Create an organizational culture and environment that demonstrates progressiveness, professionalism, integrity and advocates a passion for service excellence and high performance.

12. Client Story • Sahira’s vision was communicated to all employees through one on one meetings, group and departmental meetings and town hall meetings • CRA selected as consultants to bring communication, habitual behaviors and LPI and Challenge to all levels • Purpose was to implement a full change program

13. Client Story • Participated in developing Leadership and Ethics Statement as well as organizational values • Developed and presented a two day communication program including habitual patterns to the Executive Team including Sahira plus one day LPI program • Asked participants to complete skill practices regarding blocking behaviors and LPI development

14. Client Story • Skill practices sent in emails in designated time frames – Executives did not do well on skill practices • Experienced some progress as well as resistance from the executives – habitual behavior of working too much as an excuse • Director was ready to move to next level

15. Client Story • Repeated the same process with 30 managers and supervisors • Taught the Communications, Habitual Patterns and administered the LPI • Phenomenon occurred – the 30 did their skill practice and became enthused • They were so hungry for knowledge they were eager and committed to participating

16. What we did Habitual Blocking Behaviors: • Excuses • Rationalizations • Changing the subject • Judgmental • Playing the devil’s advocate • Avoidance

17. Skill Practice • From the Habitual Behavior Patterns of a Person handout, select the behavior that fits the scenario • Determine which of the Five Practices the scenario impacts

18. Skill Practice • I make statements such as “If I wait the situation will change;” “I can’t help it, I’ve always been that way;” and “This always happens to me.” Rationalizations/Justifications and Dependency Challenge the Process: seeking out new opportunities, trying out new and innovative ways to do work, experiment and take risks

19. Skill Practice 2. I will explain what prevented me from finishing a project on time. I will provide many pieces of information that “substantiate” my point, and use this information to feel better about missing my deadline. Rationalization/Justification, Excuses Model the Way: set a personal example; follow through on promises and commitments.

20. Skill Practice 3. When I want to control what’s going on around me, I hone in on something my “adversary” ahs said. I ridicule, question, or judge them about their choice of words. Focuses on others, Control Enable Others to Act: actively listen to diverse points of view and treat others with respect.

21. Results • Began questioning the Executive Team • They challenged the process with the Executives • Sahira questioned – the Executives were squeezed in between • Momentum of excitement began change with the Executives

22. Results • Now the Executive Team has become involved • Employees are excited and wanting to be next

23. QUESTIONS?