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HOPE IS NOT A STRATEGY

HOPE IS NOT A STRATEGY. I HOPE MY SCORES WILL IMPROVE I HOPE I GET PROMOTED I HOPE TO GET BETTER RESULTS I HOPE TO LOSE SOME WEIGHT I HOPE TO BE THE BEST AT WHAT I DO I HOPE THINGS WILL CHANGE. YOU CAN’T CHANGE PEOPLE, THEY HAVE TO CHANGE THEMSELVES.

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HOPE IS NOT A STRATEGY

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  1. HOPE IS NOT A STRATEGY

  2. I HOPE MY SCORES WILL IMPROVE • I HOPE I GET PROMOTED • I HOPE TO GET BETTER RESULTS • I HOPE TO LOSE SOME WEIGHT • I HOPE TO BE THE BEST AT WHAT I DO • I HOPE THINGS WILL CHANGE

  3. YOU CAN’T CHANGE PEOPLE, THEY HAVE TO CHANGE THEMSELVES. EVERYONE THINKS OF CHANGING THE WORLD, BUT NO ONE THINKS OF CHANGING HIMSELF.

  4. People resist what they: • **Don’t understand • **Don’t know how to do • **Don’t believe in

  5. LET GO OF THE BANANAS

  6. “ENJOY THE LITTLE THINGS, FOR ONE DAY YOU MAY LOOK BACK AND REALIZE THEY WERE THE BIG THINGS”. • “DO SOMETHING TO POSITIVELY AFFECT A COLLEAGUE WITH SOMETHING THAT YOU DO ALL THE TIME.” • “IF YOU CAN MOVE A PERSONS COMMITMENT FROM THEIR HEAD TO THEIR HEARTS—YOU’VE GOT A CHANCE TO MAKE THEM BETTER AT WHAT THEY DO”.

  7. FIND YOUR ONE THING. Jack Palance, City Slickers • “Those who don’t hear the music think the dancer’s mad”. • “Do the common thing uncommonly well”.

  8. SUCCESS COMES IN FOUR LETTER WORDS. • PLAN • RISK • IDEA- NURV • GOAL • FEAR- FAIL- GUTS

  9. ONCE PEOPLE GET TO A CERTAIN LEVEL OF PERFORMANCE, THEY BEGIN TO MOTIVATE THEMSELVES.

  10. GOALS- BREAKING POINTS • HP- SCALE FROM 1-10. • IF YOU GO FROM LEVEL 1 TO 8 OR 9, TAKE THEM TO BREAKING POINT. • LEVEL 1-4- STRETCH • LEVEL 5-7- STRAIN (can handle with support) • LEVEL 8-10- BREAKING POINT

  11. LOFTY GOALS-LITTLE SUPPORT—DOOMED FOR FAILURE. • If you’ve been at level 5 for some time and feel comfortable with it, it can be your new level 1. Keep stretching people.

  12. SET YOUR BENCHMARK- THINK OF PEOPLE WHO HAVE BROUGHT OUT THE BEST IN YOU….. • THINK OF TOP PERFOMERS IN YOUR LIFE..

  13. LEADING CHANGE

  14. BARRIERS TO CHANGE • ERROR #1: Allowing Too Much Complancy. • Plunging ahead without establishing a high sense of URGENCY in fellow managers and employees. • Without sense of urgency, people won’t give that extra effort that is essential.

  15. People cling to the STATUS QUO. • Won’t make needed sacrifices • When you get good- Hesistancy to become great.

  16. Luigi- Italian Daredevil

  17. ERROR # 2: FAILING TO CREATE A SUFFICIENTLY POWERFUL GUIDING COALITION. • Head of the organization must be an active supporter.

  18. Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome TRADITION and INERTIA except in very small organizations.

  19. EFFORTS THAT LACK A POWERFUL GUIDING COALITION CAN MAKE APPARENT PROGRESS FOR A WHILE. • Sooner or later, countervailing forces UNDERMINE the initiatives.

  20. ERROR # 3: Underestimating the power of VISION. • Vision helps to direct, align, and inspire actions on the part of large numbers of people. • Without vision, transformation efforts dissolve into time consuming projects.

  21. RULE OF THUMB: Whenever you cannot describe the vision driving a change initiative in 5 minutes or less and get a reaction that signifies both understanding and interest, you are in trouble.

  22. ERROR # 4: Undercommunicating the Vision by a Factor of 10 (or 100 or Even 1,000).

  23. 20%- Top Performers • 70%- Employees • 10%- Should be gone • Work on the top 90%

  24. People will not make sacrifices, even if they are unhappy with the status quo, unless they think the benefits of change are attractive and unless they really believe that a transformation is possible.

  25. Without credible communication, and a lot of it, employees’ hearts and minds are never captured. • THREE PATTERNS OF INEFFECTIVE COMMUNICATION:

  26. 1. A group actually develops a pretty good transformation vision and then proceeds to sell it by holding only a few meetings or sending out a few memos.

  27. 2. The head of the organization spends a considerable amount of time making speeches to employee groups, but most managers are virtually silent.

  28. 3. Much more effort goes into newsletters and speeches. • Cynicism among the troops goes up while belief in the new message goes down.

  29. NOTHING UNDERMINES CHANGE MORE THAN BEHAVIOR BY IMPORTANT INDIVIDUALS THAT IS INCONSISTENT WITH THE VERBAL COMMUNICATION.

  30. ERROR # 5: PERMITTING OBSTACLES TO BLOCK THE NEW VISION.

  31. Implementation of change requires action from large numbers of people. • People will feel disempowered by huge obstacles in their paths. • Mostly roadblocks are only in our heads.

  32. Sometimes the obstacle is the organizational structure. • Key: One well placed blocker can stop an entire change effort. • Lip Service and Behavior must go hand in hand.

  33. If obstacles aren’t confronted, you disempower employees and undermine change. • “Obstacles are those things you see when you take your mind off your goals”.

  34. ERROR # 6: FAILING TO CREATE SHORT-TERM WINS • REAL TRANSFORMATION TAKES TIME. • MUST BE SHORT TERM GOALS TO REACH AND CELEBRATE.

  35. MOST PEOPLE WON’T GO ON THE LONG MARCH UNLESS THEY SEE COMPELLLING EVIDENCE WITHIN 6-18 MONTHS THAT THE JOURNEY IS PRODUCING EXPECTED RESULTS.

  36. WITHOUT SHORT-TERM WINS, PEOPLE WILL JOIN THE RESISTANCE. • MANY REFORM EFFORTS FAIL BECAUSE IT TAKES A LONG TIME.

  37. ERROR # 7: DECLARING VICTORY TOO SOON. • Victory is often declared when we see the first major performance improvement. • It can take 3-10 years for chanages to sink down deeply into the culture.

  38. The time frame for most organizations to too short to finish this kind of work and make it stick. • Premature celebration stops momentum. • Then powerful forces associated with tradition take over.

  39. Weary troops convince themselves that they won. • Soon thereafter, change comes to a halt and irrelevant traditions creep back in.

  40. ERROR # 8: NEGLECTING TO ANCHOR CHANGES FIRMLY IN THE ORGANIZATIONAL CULTURE.

  41. Change sticks when only when it becomes “the way we do things around here”. • Seeps into the bloodstream of the work unit. • PEOPLE WHO DO WELL ALWAYS USE THE SAME LANGUAGE.

  42. Current trend is stability is no longer the norm. • THE FIRST FOUR STEPS HELP DEFROST A HARDENED STATUS QUO. • PHASES 5-7 INTRODUCE MANY NEW PRACTICES. • PHASE 8 ANCHORS THE CHANGE.

  43. PEOPLE UNDER PRESSURE TO SHOW RESULTS WILL OFTEN TRY TO SKIP PHASES IN A MAJOR CHANGE EFFORT. • SUCCESSFUL CHANGE WILL GO THROUGH ALL 8 PHASES.

  44. NORMALLY PEOPLE SKIP STEPS BECAUSE THEY ARE FEELING PRESSURES TO PRODUCE. • SUCCESSFUL TRANSFORMATION IS 70-90% LEADERSHIP AND ONLY 10-30% MANAGEMENT.

  45. MANY ORGANIZATIONS TODAY DON’T HAVE MUCH LEADERSHIP. • MANAGEMENT IS EASIER TO TEACH THAN LEADERSHIP. • ONLY LEADERSHIP CAN MOTIVATE THE ACTIONS NEEDED TO ALTER BEHAVIOR IN A SIGNIFICANT WAY.

  46. The solution to the change problem is not one larger-than-life person who charms thousands into being obedient followers. • In organizations with 100 employees, at least 24 must go beyond the normal call of duty to produce a significant change.

  47. Then come the “BUTS”. • But, our organization is as good as most. • But, the problem is not here. • But, there is nothing else I can do. • But, I’m doing my part.

  48. SOURCES OF COMPLACENCY

  49. Too much happy talk from senior management. • The absence of a major and visible crisis. • Too many visible resources. • Low overall performance standards.

  50. 5. Human nature, with its capacity for denial, especially if people are already busy or stressed. • 6. Lack of sufficient feedback from external sources. • 7. Internal measurement systems that focus on the wrong performance indexes.

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