Creating a Great Organization

1. Creating a Great Organization And working together within It Minnesota

2. In the Beginning • Let’s put down the day (week)……… • Lord?.....

3. Why is Change Difficult? • Video

4. What is GREAT? • A great organization is one that is effective at a sustained elite level for an extended period of time- (over 15 years) • Very rare. • The secret is to create a sound, healthy, robust organizational culture. • This is a key outcome of leadership -- it’s moral obligation

5. Best Example of a Great Organization • Judeo/Christianity- thousands of years old and the only organization that continues to grow organically and works every time it’s tried. • Reason: God, the power, effect, and principles of the Kingdom are unique, and eternal.

6. Why I Care about Greatness • The Kingdom of God is Great- • YOU part of that Kingdom • We represent a GREAT King, we are the Church • God is Great • We are created in His image. • Greatness is part of who we are. • As I look at the “world” I have a single question: • Where is the Church?- it needs to be great. • The world needs more great organizations • We are capable of it…..

7. Down to Earth “Good to Great” • A 2002 study by Jim Collins and his team of graduate researchers. • Criteria- identify public companies who were performing well……. • ….which then achieved a breakthrough in which they outperformed all other publicly traded companies. • Breakthrough lasted for 15+ years • Not a study in economics, a study greatness

8. Good to Great • 11 companies were found to be great • Out of 1,435 studied.

9. Good to Great Companies • Abbot- pharmaceuticals • Fannie Mae- Financial • Gillette- Personal Care • Kimberly Clark- consumer products (Huggies) • Kroger- Grocer • Nucor- Steel • Philip Morris- cigarettes, beer, consumer goods • Pitney Bowes- office equip and admin • Walgreens- drug store- invented the “malt” • Wells Fargo- bank • Circuit City- Consumer Electronics • SOME have fallen…..

10. Greatness Traits • Level 5 Leadership- Strong Will with Humility • First Who, Then What- • Confront the Brutal Facts- 2nd session will help with this • The Hedgehog Concept- Strategic Mechanism-three circles • A Culture of Discipline- people, thought, action • Technology Accelerators- in synch with your need • The Flywheel - momentum • Core Ideology- Core Purpose and Values • But how do you get there?

11. How to make the Leap • Discover your Core Purpose and Values • What we PROVIDE------How we behave • Select the RIGHT people. • Competence Character and Chemistry • Identify the OUTCOMES- • Jobs that achieve- even the volunteers • Processes that are always getting better. • Vision- how you will change the world.

12. YOUR GOAL • Create a Great Association - • CREATE A “POCKET” OF GREATNESS, in your church. • INFECT THE HOST……

13. The Foundation • Purpose- what is it you offer the world that if it didn’t happen, the world would be worse off and because it happens the world is better ? (you find it, not create it ) • All continuously high-performing, long-term (50-100 years), great performing organizations, have a succinct Core Purpose that drives everything they do. • Disney- Make People Happy • Wal-Mart- help regular people buy the same things as rich people. • APICS- Continually Building Competence. • Cretex Concrete- Do what’s right. • Crystal D- Turn emotions into memories • HOW DOES THIS HELP US TO FULFILL OUR ……….? • Purpose is NOT a mission statement.

14. Values- How we behave • Values identify: • How we treat each other • How we do our work- • Should empower and agree with our outreach behavior. • Two sets of values are a huge red flag • Values should be real…..not aspirational • Value statements are not doctrine • They govern how we work and treat each other.

15. The RIGHT People • Competence Character and Chemistry • Competence- can DO the job • Character- share and live the values and purpose • Chemistry- the 8 hour test • The right people are…. • The wrong people are….

16. Specific Expectations • Focus and Clarity- • Outcome Based Jobs • Volunteers and Paid Staff. No difference • Great People ask: What do you want me to accomplish? • The RIGHT people want this- do it or lose them. • Then get out of their way. • EVERYTHING you do should begin with the outcome you desire. • Core Purpose drives all the other outcomes • How will this program, process, job, fulfill purpose?

17. Continuously Improving Processes • Standard Work- record your daily, weekly, monthly- do it. • Have an improvement process- (Cause Mapping) • 5 why’s, kaizen, visual indicators, 5s • Solving Problems =status quo • Performing well is the beginning • Record the processes- (tribal knowledge) • Improvement = better, not problem solving. • Create a work environment for the “best” to happen. “Take the best and go” • Repetition and follow-through are key

18. Vision • A Statement- What is the impact we will make on the world in the next 15-20 years. • THEN, detailed “word picture” . FEFW- • Purpose-Help people do great work with great faith. • Vision- To create a world in which goods and services and information are exchanged and transacted, for mutual benefit…in love.

19. Commitment is KEY • Discover your Core Purpose and Values • What we PROVIDE, daily---------How we behave • Select the RIGHT people. • Competence Character and Chemistry • Identify the OUTCOMES • Jobs, events, programs, groups….begin with outcomes • Build processes that are always getting better. • Establish Vision- how you will change the world?

20. BREAK • TAKE a Break • Use Culture handout to assess your assoc, or your church staff culture/

21. Crucial Conversations Tools for Talking When Stakes are High

22. About the Book • New York Times Best Seller • Authors: Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzer • Paperback, 230 pages • Information available online at www.crucialconversations.com • Not affiliated- I just like the book • Best book on the subject in 30 yrs.

23. What is a Crucial Conversation? • A Crucial Conversation is a discussion between two or more people where: • Stakes are high, • Opinions vary, and • Emotions run strong.

24. Some Examples • Talking to a coworker who behaves offensively • Giving the boss feedback about his/her behavior • Critiquing a colleague’s work • Talking to a team member who is not keeping commitments • Giving an unfavorable performance review • Talking to a coworker about a personal hygiene problem

25. Crucial Conversation • Video

26. Three Options • When faced with a Crucial Conversation you can do one of three things: • Avoid it • Face it and handle it poorly • Face it and handle it well Talk it out or Act it out

27. Reasons We Handle Them Poorly • Our instincts betray us. (fight or flight) • When we are under pressure we have a barely functioning brain.- • Caught off guard, we improvise • What we don’t know, we make up and its always bad.

28. Reasons to Learn to Handle Conversations Well • Positive impact to your career • Organizational Effectiveness • Improve your relationships • Improve your personal health • High performing teams • Create the culture you want. • It Loves your neighbor. Wisdom- these conversations are a lot easier with the RIGHT people.

29. KEY: Stay in Dialogue • Dialogue is: • The free flow of meaning between two or more people • What it is not: • Debate or argument, trying to “win” • Hints, sarcasm, innuendo, verbal attacks, accusations (These are signs) • Giving the silent treatment, running away • Playing games- • Speak it out or Act it out your choice pool of shared meaning

30. Creating Dialogue • Put down the day…… take a breath. • “Start With the Heart” – Check your own motive, focus on your own “state”- • Stay focused on your goal no matter what • If you fall out of dialogue ask the QBQ • What can I do to improve my actions right now? • What do I want for myself? • What do I want for others? • What do I want for the relationship? • How would I behave if I really wanted these things? • THESE ARE PERSONAL ACCOUNTABILITY QUESTIONS

31. Tool: Make it Safe • Safety means no harm will be done. • Use safe words- Own your stuff. Use “I” phrases not WE. • Talk WITH mutual purpose and give respect • Does the other person believe you care about their goals? • Tell THEM • Does the other person trust your motivation? Should they? • Tell THEM • Does the other person believe you respect (value) them? • SHOW them

32. How do you know you’re in dialogue? • Do I feel safe? • Is the other person running? • Is emotion coming out sideways? (sarcasm) • No –talk rule in effect? (what you don’t say) • Is the other person accusing? • When all these are positive…. You are in dialogue.

33. When Safety is at Risk When mutual outcomes and or respect are at risk, it is no longer “safe” and you are no longer in dialogue! • Tools to make it safe- • Apologize (when? -you just know and sincerely) • Use Contrast to gain understanding

34. Tool: Use Contrasting • A don’t/do statement that: • Addresses others’ concerns that you don’t respect them or that you have a malicious purpose • Confirms your respect or clarifies your real purpose • “I know you’ve got a lot on your plate, and I don’t want to make your life more difficult”………. But I need to talk ….. • (Begin with the “heart”) Pray- • Contrasting not apologizing • Provides context and proportion • Useful for prevention or first aid (safety) • “I Don’t want (something) to happen”…… • I know you work really hard and always try your best…. • What I want to happen is……….. • How can we accomplish this?

35. Tool: Master Your Story • We EACH tell ourselves a story • Offensive claim Others don’t make you mad – YOU make you mad!! • How? In between a persons action and our reaction, “we tell ourselves a story” • Stories: • Our interpretation of the facts • Help us answer why and how and what- fills in the blanks/gaps • What we don’t know we make up……….

36. Here’s the Normal Path To Action TELLS a STORY SEE / HEAR FEEL ACT Hurt Worried Anxious Angry Silence Cheap shots Coworker meets privately with the boss to discuss a joint project. He does not trust me. He thinks I’m weak. If I say anything I will look emotional.

37. Have I fallen out of “dialogue”? What am I feeling right now? What factual evidence do I have that supports this story? What “story” is creating these emotions? Instead Retrace Your Path SEE / HEAR TELL A STORY FEEL ACT

38. Clever Stories To Watch For • Victim Stories- it’s about me • Villain Stories- it’s about her • Helpless Stories- it’s hopeless • “What we don’t know…we make up, and it’s usually bad. “

39. Tell the Whole Story • Turn victims into victors- accountablility • Am I pretending not to notice my role in the problem? • Turn villains into humans- God loves him\her too. • Why would a reasonable, rational and decent person do what this person is doing? Therefore……..there must be….. • Turn the helpless into the able • What do I really want to happen? (pray) • What would I do right now ifI really wanted these results? • Mutual benefit is the key--- • Love your neighbor (the one nearby) …………..

40. Tool: S.T.A.T.E. • When you need to share controversial, touchy or unpopular views: • Share your facts--- • Tell your story- • Ask for other’s paths- - • Talk Tentatively- • Encourage Testing-

41. Tool: STATE • Share your facts first • Non-controversial…. Focus on what is • Facts are stubborn • Facts are least insulting- no opinion • But they do “challenge” • Facts are not opinion

42. Tool: STATE • Tell your story • “Based on the facts, this is how it appears to me” • Be confident, but don’t pile on…. “Just my opinion” • Watch for safety problems (Heart)

43. TRUTH is KING FACTS BELIEFS TRUTH

44. Tool: STATE • Ask for other’s paths • What are their facts? • What is their story? (Belief about the facts) • Listen --- Nils Friberg

45. Tool: STATE Your Path • Talk Tentatively • What would think of … or In my opinion… Let me run something by you….. • But - Don’t be wimpy and do your message a disservice • Be humble and confident. (with faith)

46. Tool: STATE Your Path • Encourage Testing - • Just say no, veto, let’s go • Encourage others to challenge you • Invite opposing views • “Does anyone see it differently?” • “What am I missing here?” • Play Devil’s Advocate • “What if I’m wrong here…?”

47. STATE • Share your facts • Tell your story • Ask for other’s paths • Talk Tentatively • Encourage Testing (what to do) (how to do it)

48. Here’s how to turn it…. • Video

49. In Conclusion • When stakes are high, opinions vary and emotions run strong: • Stay in Dialogue- “shared meaning” • Make it Safe • Use Contrasting • Tell the Whole Story • STATE your path • Walk your talk- always…but especially in crucial conversations.

50. The Foundation For Excellence in Faith and Work • www.GodsworkinProgress.org KTIS Faith Radio October 6, 2013 4:30 PM And on-line jeff@godsworkinprogress.org