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REALITY-BASED LEADERSHIP
Q&A with Cy Wakeman: Ensuring Teams Are Ready for What’s Next
Reality-Based Leadership
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Reality-Based Leadership 2@cywakeman@cywakeman
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THE DUAL ROLE OF LEADERS
Reality-Based Leadership 3
Designed by Teams
Created by Process
Measured by Outcomes
Management holds teams accountableto their processes
Efficiency Loyalty
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Empathy - Responsiveness
People who are loyal to you ask for two things
Teamwork
THE DUAL ROLES OF LEADERS
Reality-Based Leadership 4
Efficiency Loyalty
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THE DUAL ROLES OF LEADERS
Reality-Based Leadership 5
When you have a good working team
resources are abundant
Individual coaching & development
Leadership builds:
Management creates:
Efficiency Loyalty
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Current Performance(Am I fluent in the now?)
+Future Potential
(Am I ready for what’s next?)-
3X Emotional Expense
(What’s my drama quotient?)
=
EGO BYPASS TOOL
Reality-Based Leadership 6
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5 EMOTIONALLY INEXPENSIVE COMPETENCIES
Reality-Based Leadership 7
Driving for Results
Reality-Based Thinking
Capitalizingon Change Organizational
Alignment
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Reality-Based Leadership 8
PERSONAL ACCOUNTABILITY
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LEARNED HELPLESSNESS
PERSONAL ACCOUNTABILITY
9
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The mindset that results happen because of
one’s actions, not in spite of them.
Accountable people believe that they choosetheir own destiny.
PERSONAL ACCOUNTABILITY
Reality-Based Leadership 10
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The willingness to do whatever it takes to get results.
The ability to stay the course in the face of obstacles and setbacks.
The acceptance of the consequences of our actions, good or bad.
The perspective to see success and failure as learning experiences to fuel future success.
PERSONAL ACCOUNTABILITY
Reality-Based Leadership 11
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TITLE ACCOUNTABILITY DEVELOPMENT
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DEVELOPING PERSONAL ACCOUNTABILITY
Reality-Based Leadership 13
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TITLEENSURING OUR
TEAMS ARE READY FOR WHAT’S NEXT
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1996:John Kotter’s eight-step change
model was launched via Harvard Business School.
HISTORY OF CHANGE MANAGEMENT
Reality-Based Leadership 15
1948: Kurt Lewin’s three states of change – unfreezing, moving, and refreezing.
1979:William Bridges, a speaker, author, and consultant, uses a change model of transition as ending, neutral zone, and
new beginning.
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Reality-Based Leadership 16
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CHANGE MYTHS
CHANGEIS HARD
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Reality-Based Leadership 18
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CHANGE MYTHS
NEED TIMETO GRIEVE
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Reality-Based Leadership 20
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CHANGE MYTHS
TOO MUCH CHANGE
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CHANGE MYTHS
WE ARECHANGE
FATIGUED
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Reality-Based Leadership 23
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INDIVIDUAL RESPONSES TO
CHANGE
Reality-Based Leadership 24
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UNREADY FOR CHANGE
Reality-Based Leadership 25
SURPRISE
PANIC
BLAME
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Reality-Based Leadership 26
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TITLE
Reality-Based Leadership 27
GROUP RESPONSESTO CHANGE
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ThreatBelief
ReactionPast
PLAYING FAVORITES
Reality-Based Leadership 28
Play it SafeLacks Meaning
Don’t CarePast/Future
OpportunityCreativityResourcePresent
or
RESISTANCE
ISSUE EVENT
MAINTENANCE VISION
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PLAYING FAVORITES
Reality-Based Leadership 29
WORK WITH THE WILLING
LEADERS MANAGE ENERGY
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Reality-Based Leadership 30
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TITLE PYRAMID OF READINESS
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To transform our mindsetsfrom change being least
disruptive to the employee to being least disruptive to the
business.
CHANGING MINDSETS
Reality-Based Leadership 32
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Traditional Change Management is transactional
Business Readiness is a transformational strategy
CHANGE MANAGEMENT(LEAST DISRUPTIVE TO THE PEOPLE)
BUSINESS READINESS
Reality-Based Leadership 33
BUSINESS READINESS(LEAST DISRUPTIVE TO THE
BUSINESS)
It works to help people cope and survive change
It places the responsibility of making change least disruptive on
the leadership team
The goal is making change less disruptive to the business..
It requires the ability to quickly align and adapt as a given and the responsibility of the employee.
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Abandoning “change management” and focusing on “business readiness” gets people fluent in the now and ready for what’s next.
Reality-Based Leadership 34
BUSINESS READINESS
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DRIVERACTIVE
PARTICIPANT
ADVOCACY
WILLING
AWARE
PYRAMID OF READINESS
Reality-Based Leadership 35
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ACTIVITY
Reality-Based Leadership 36
AWARENESS
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Gaining and maintaining a working knowledge of one’s industry, trends, marketplace disrupters, organizational strategies, necessary deliverables, and business cases for changes, initiatives and projects.
AWARENESS DEFINED
Reality-Based Leadership 37
a·ware·nessəˈwernəs/
Verb
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• Communication is transparent and ongoing
• Shared responsibility in getting and maintaining awareness
• Use assignments to generate awareness and evolution (Help us..Find this…)
• Must pass the “Quiz” in order to participate further
AWARENESS
Reality-Based Leadership 38
AWARENESS TIPS
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• How will you adapt the way you work and the work of your teams?
• How do you need to evolve personally to be fluent in the now and ready for what’s next?
• How do you need to evolve to deliver easily on the business case required?
• How do you need to evolve your team to meet the organizational needs of the future?
AWARENESS
Reality-Based Leadership 39
CALL TO GREATNESS
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ACTIVITY
Reality-Based Leadership 40
WILLINGNESS
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WILLINGNESS DEFINED
Reality-Based Leadership 41
The first step in accountability
The commitment to do what it takes to support business initiatives
Buy-in is a verb and a personal choice made by the employee
Stay in joy or go in peace - no third option
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• Resist bargaining or emotional blackmail. • You can’t buy buy-in.• Willingness is a choice to move beyond
preference to potential.• Revealed via one on one conversations. • Going for clear, verbal “yes”• Work with the willing.
WILLINGNESS
Reality-Based Leadership 42
WILLINGNESSTIPS
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Reality-Based Leadership 43
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• Can I count on you?• On a scale from 1-10, what is your
level of commitment? • What is your plan to get (more) willing? • What is your plan to get on board?• If choosing to not get on board: What
plans do you have to find a role that’s a better fit for you? How can I help?
WILLINGNESS
Reality-Based Leadership 44
CALL TO GREATNESS
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ACTIVITY
Reality-Based Leadership 45
ADVOCACY
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Employees are openlyvocal about their
willingness to support and work toward making the necessary change
successful.
ADVOCACY DEFINED
Reality-Based Leadership 46
Employees are consistently providing
visible encouragement and
support for the change effort.
Employees have a clear understanding of the business case and can influenceothers by providing
compelling reasons for making the
transformation.
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Reality-Based Leadership 47
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• Spend time supporting each team member crafting their elevator speech and fluent in the story line
• Be careful not to entertain conversations outside of meetings that others were unwilling to have inside of meetings.
• Great frustrations with challenge – and what are you willing to do in response?
• “Pass the microphone” Ask for someone else with expertise to speak to add more.
ADVOCACY
Reality-Based Leadership 48
ADVOCACY TIPS
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• Are you willing to advocate in a public space?• Are you willing to ”sell” the change even when I am
not present as your leader? • What is your plan for the meetings after the
meeting?• Are you operating in integrity – accountable to your
word and promises? • Are you ready with your script?
ADVOCACY
Reality-Based Leadership 49
CALL TO GREATNESS
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ACTIVITY
Reality-Based Leadership 50
ACTIVE PARTICIPATION
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ACTIVE PARTICIPATION DEFINED
Reality-Based Leadership 51
AWARE OF TODAY’S REALITY & WILLINGLY DELIVERS BUSINESS RESULTS
ADAPTIVE. SUPPORTS NEW
REALITIES & MAINTAINS
READINESS
FOCUSED ENERGY & EXPERTISE TO
MOVE THINGS FORWARD
QUICKLY FORMULATES, IMPLEMENTS & ADJUSTS PLANS
“HOW WE CAN”
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• How will you deliver on what the organization requires?
• How will you remake your teams and functional areas to be ready for what’s next?
• “What is your plan for adapting? • What is the course of action to deliver? What
do think is required of you to make this change? How will you meet that requirement?”
• What projects are you willing to sign up for?
ACTIVE PARTICIPATION
Reality-Based Leadership 52
CALL TO GREATNESS
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• What can I count on you to lead?• What deliverables are you committing to? • What team of people have you identified to help
you? • What does success look like? • How are you going to structure your work to deliver
what is required?
ACTIVE PARTICIPATION
Reality-Based Leadership 53
CALL TO GREATNESS
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ACTIVITY
Reality-Based Leadership 54
DRIVER
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DRIVER DEFINED
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Driver’s “do” before the leader tells
Drivers constantly scan
the horizon. They’re scouts.
Drivers become internal disruptors – the pre-emptive, innovative
thought leaders.
Employees are close to the marketplace, and can be an invaluable resource for helping define “what’s next.”
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• Drivers must earn their license by climbing the pyramid successfully
• True drivers talk about how it can work and how it will work, with a constant gaze to the future.
• Top performers and technical geniuses constantly scan the horizon for obstacles and trends coming down the pike.
– They act by innovating and removing barriers.
DRIVER
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DRIVERTIPS
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• Clarify what you want to achieve• Clarify what you want to avoid• Combine the two into an “and” question by
asking, “I wonder how I can achieve _________ and avoid __________?”
THE POWER OF “AND”
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TO GETTO “AND” THINKING
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TOOLS TO SHIFT GROUP ENERGY
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NEGATIVE BRAINSTORMING
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THINKING INSIDE THE BOX
Reality-Based Leadership
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