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Building a High Performance Workplace

Whittle Consulting Group. www.WhittleConsultingGroup.com. Doug D. Whittle, PhD 515. 208.4500 doug@WhittleConsultingGroup.com. Building a High Performance Workplace. ?. WHO are you? WHY are you here? WHAT do you need? WHAT is a HP workplace?. At the end of the day…. Identify our

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Building a High Performance Workplace

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  1. Whittle Consulting Group www.WhittleConsultingGroup.com Doug D. Whittle, PhD 515. 208.4500 doug@WhittleConsultingGroup.com Building a High Performance Workplace

  2. ? WHO are you? WHY are you here? WHAT do you need? WHAT is a HP workplace?

  3. At the end of the day… Identify our vision of the future and what it will take to get there Experience tools & models to lead my team Today’s focus

  4. Aim Fire Fire Aim Ready Ready

  5. T ruths • There is no silver bullet • One size does not fit all • Building a high performing workplace……both a skill and an art • Getting there requires CHANGE

  6. If you always dowhat you’ve always done,you will always getwhat you’ve always got.

  7. success Today’s ground rules for • Tell the truth • Think outside the box • Be willing to take risks • What’s said here stays here

  8. Models & Tools

  9. YES Desired State Current State No

  10. YES Desired State Desired State Current State No

  11. ORGANIZATIONAL CULTURE (High) GROUP BEHAVIOR INDIVIDUAL BEHAVIORS Difficulty INDIVIDUAL ATTITUDES KNOWLEDGE (Low) Time involved (Short) (Long)

  12. Visioning

  13. GOOD is the enemy of GREAT

  14. The real question is not, “Why greatness? but “What work makes you feel compelled to try to create greatness?” p209

  15. ALIGNS DIRECTS INSPIRES A well-developed VISION Business Performance, Employee Satisfaction, and Leadership Practices,, Michael Leimbach, PhD

  16. 5 The minute change vision

  17. 5 understanding interest in minutes

  18. 2007 Visioning

  19. future Describe your organization’s vision

  20. Culture

  21. current Describe your organization’s culture

  22. My PERCEPTION of TODAY gaps My VISION of the FUTURE

  23. My PERCEPTION of TODAY obstacles My VISION of the FUTURE

  24. Classify your obstacles Who/What can I CONTROL? Who/What can I INFLUENCE? Who/What is OUT OF MY CONTROL?

  25. The good-to-great companies did not focus principally on what to do to become great; they focused equally on what not to do and what to stop doing.p11

  26. A great company is much more likely to die of indigestion from too much opportunity than starvation from too little. The challenge becomes not opportunity creation, but opportunity selection. p136

  27. Leading the vision

  28. LEADERSHIP is the art of accomplishing more than the science of management says is possible. General Colin Powell

  29. ? WHAT is LEADERSHIP

  30. I don’t really know where we should take this bus. But I know this much: If we get the rightpeople on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it some place great. p. 41

  31. Ground Rules

  32. SAMPLE Be one team, one voice • Understand & accept that our agreement will not be unanimous at all times • We will speak with one voice • We will support the team decisions when apart

  33. Values

  34. Two models of selling Trust 40% 10% Trust Qualify 30% 20% Qualify 30% Present Present 20% 40% Close Close 10%

  35. Dealing with resistance Proposing Gaining commitment Identifying needs Follow-up Before the sale begins

  36. Commitment Denial Resistance Exploration Anger Checking Out

  37. Reasons for I don’t get it! I don’t like you! I don’t like it! RESISTANCE

  38. People don’t resist change… …they resist being changed Edgar Schein

  39. Power & Empowerment

  40. MANAGER LEADER

  41. The difference between A boss says “GO!” A leader says “LET’S GO!” a BOSS and a LEADER E.M. Kelley

  42. POWER AUTHORITY

  43. 65% Top training need: Leadership 69% Job satisfaction: Leadership 39% Bottom line employee satisfaction: Leadership The impact of LEADERSHIP Business Performance, Employee Satisfaction, and Leadership Practices,, Michael Leimbach, PhD

  44. The Hedgehog Concept p96 What you are deeply passionate about What drives your economic engine What you can be the best in the world at

  45. You can’t manufacture passion or “motivate” people to feel passionate. You can only discover what ignites your passion and the passions of those around you. p109

  46. High performance Ask the right questions Refocus your work Develop powerful leaders Recognize the power within people

  47. Coaching vs. Management

  48. Helping people to learn rather than teaching them Unlocking a person’s potential to maximize their own performance COACHING

  49. Principles of A skillful coach rarely provides or prescribes solutions Coaching focuses on future possibilities not past mistakes It may be harder to give up instructing than it is to learn to coach COACHING

  50. Perhaps the hardest thing a coach has to learn is to SHUT UP!

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