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Keeping Your Cultural Changes Alive and Well: Did your FISH Stick to the Can Do Attitude ?

Keeping Your Cultural Changes Alive and Well: Did your FISH Stick to the Can Do Attitude ?. Prepared by Jim Messina, Ph.D. What is your Vision for Cultural Change in your Organization?. Does Having A Can DO Attitude mean for you: Choose your attitude Be there Make their day Play

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Keeping Your Cultural Changes Alive and Well: Did your FISH Stick to the Can Do Attitude ?

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  1. Keeping Your Cultural Changes Alive and Well: Did your FISH Stick to the Can Do Attitude? Prepared by Jim Messina, Ph.D.

  2. What is your Vision for Cultural Change in your Organization? Does Having A Can DO Attitude mean for you: • Choose your attitude • Be there • Make their day • Play • Provide Legendary Service • Develop Raving Fans

  3. Keeping your efforts alive! • The challenge in changing your organizational culture to increase your productivity and profitability is to move from External Energy to Internal Energy • Reality is that novelty brings excitement but once a “new” way of working is underway-gravity pull of the “old” way begins and you can fall off

  4. External vs. Internal Energy to Sustain Change! • Initially “novelty” is an adequate source of energy but it is external • But over time a deeper more sustainable source of energy must be found which must be internal to the people and the organization! • What does it take to sustain your vision for your organization’s cultural change?

  5. Vision Moments • A vision comes alive by identifying and bringing to life possibilities that are always present but never acted upon until now! • These become “vision moments” once they take action • Your own vision must be • Focused • Specific • Personal • You find your own vision through conversations by identifying the philosophy and your place within the vision

  6. Have conversation about the Vision with your staff! • What are we creating here with our precious life energy? • To what are we committed? • What is our personal role inside the vision? • What is at stake for us? • What does success look like? • How will we support each other in keeping from backsliding • Ask deep questions about work that get people to pause and think about what they do and the way they do it!

  7. You must havereal andfierce conversations • Real: they must be authentic and not just pretense or posturing • Fierce: the amount of time you spend at work makes these conversations vital to a satisfying life for you and your staff and coworkers

  8. COMMIT to IT • You must FIND IT! By personalizing the Vision! • You must personalize the vision for the renewed culture in your organization or it just remains external to you and it is not internalized • By personalizing the vision as your own, you have given the vision sustaining energy which will ground you as you have conversations with your workers about the vision • You must commit to the vision as if it is your own vision

  9. What is FINDING IT? • Finding it is having conversations with your team as to what it takes to personally commit to the vision and how to personalize it for themselves • It requires weekly face to face meetings in which these vision conversations are conducted • These conversations help you and your team discover and rediscover the unique vision which your organization is pursuing for itself

  10. BE IT! • LIVE IT! Grab Opportunities to BE IT! • Once you are clear about the vision for your organizational culture, opportunities to live it will become more obvious • These opportunities to live the vision are called: vision moments • Vision-sustaining energy builds as you live as many vision moments as you can! • You must LIVE THE VISION in your life in the organization and don’t wait for others to make it happen! BE THE VISION FOR OTHERS!

  11. What is BE IT? • Living it is spontaneous creativity fueled by a strong commitment to the vision • In committing to something big, you see opportunities you might have otherwise missed • You become open to opportunities to live the vision whenever and wherever you can and recreate it every day by the way you live at work • It is you “being” the vision when you do the work of your organization which makes the vision live!

  12. COACH IT! • Coaching is feedback you give to each other on your team • By “calling each other” on when you or your coworkers are not being true to your vision, keeps your vision alive! • You coach to keep the vision alive and not to go on some “power trip” which is ego satisfying • You coach about • How you do your work • The way the team works together • What is in the best interest of the customers and team

  13. What is Coaching? • Evidence that you have taken your responsibility seriously-because it is hard to coach • It is done by those who are deeply committed to making your organization great-not just good! • You demonstrate your commitment to the vision by coaching • You also demonstrate your commitment to the vision by allowing others to coach you • It is the glue that holds your team together • It is the fuel for little corrections that keeps the light of the vision burning bright • It can be the stimulus for little innovations that reinvent you and your organization

  14. You must become the PATHFINDER for your Vision • Your organization’s vision is unique to your organization so you cannot borrow steps that other organizations have taken to make them work for you • You must “STEP OUT” and find your own path to make your vision become real! • You must chose methodology that you and your team feel comfortable with as being uniquely your own • It takes courage to take the risk to create your own vision path • It takes courage to go down a path filled with uncertainty and unknowns

  15. Challenge each other to Acquire the Can Do Attitude • Challenge your organizational staff members to begin to have regular conversations on such topics as: • When in your workday do you know you are living the vision? • What is the experience we are trying to create for one another and our customers? • How do you personalize this vision? • How can we support each other in keeping our new vision and way of working alive and well?

  16. Taking Action is Living the Commitment to Your Vision • To keep the vision alive each member of the team must commit to living the vision every day on the job • Each member must be it by personalizing the vision as his or her own vision when at work • Members much coach one another in the vision and how to live the vision • You must COMMIT-BE IT-COACH IT

  17. References • FISH! A Remarkable Way to Boost Morale and Improve Results (2000) by Stephen C. Lundin, Ph.D., Harry Paul and John Christensen. Hyperion Books, New York • FISH! Tales Bite-sized Stories. Unlimited possibilities (2002) by Stephen C. Lundin, Ph.D., Harry Paul and John Christensen. Hyperion Books, New York • FISH! Sticks Make Change Stick (2003) by Stephen C. Lundin, Ph.D., Harry Paul and John Christensen. Hyperion Books, New York • FISH for Life (2004) by Stephen C. Lundin, Ph.D., John Christensen and Harry Paul, Hyperion Books, New York • When Fish Fly: Lessons for Creating Vital and Energized Workplace from the World Famous Pike Place Fish Market (2004) by John Yokoyama and Joseph Michelli, Hyperion Books, New York • Catch! A Fishmonger’s Guide to Greatness: Stop Floundering and Become More Effective in Your Life and Work (2004) by Cyndi Crother and the Crew of World Famous Pike Place Fish, Berrett-Koehler Publisher, San Francisco, CA Where can you get the Fish books? http://www.fishphilosophy.com Graphics come from http://www.charthouse.com/ecards.asp?whoenter=

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