is our org two faced.final (2)

Is Our Organization Two-Faced?The Paradoxes of Getting Things Done

What the heck is a paradox?

What the heck is a paradox?

A paradox is a seemingly true statement

that leads to a contradiction or a

situation which seems to defy logic or

intuition.

Paradox

A man says he’s lying.

Is his statement true or false?

Paradox: We say we want to improve…


Strategy


Execution

Strategy

…but we resist the change that’s required.

Today’s takeaways

– Examine 3 paradoxes that hinder performance

– Identify areas of frustration and opportunities for improvement

– Provide 3 sets of leadership actions to improve performance

– Extra offer for Ownership Thinking fans

“Culture eats strategy for breakfast”

ExecutionCulture

Strategy

ExecutionCulture

Strategy

“Culture eats strategy for breakfast”

ExecutionCulture

Strategy RESULTS

We’re perfectly aligned to get the results we’re getting

Paradox #1

Paradox #1

Paradox #1: We do not valuebehaviors we say are valuable

#1 Leadership action

Take a fresh look at our values

1. Are our values in writing?2. Do our values look like everyone else’s or do they

describe our distinctive personality?3. Do our values reflect our real behavior?4. Do our values serve as a filter for decision-

making?

Greatest satisfaction for your team?

Top motivator of performance is “progress.” Harvard Business Review, Feb. 2010

Greatest satisfaction for your team

Top motivator of performance is “progress.” Harvard Business Review

The bottom-line impact of culture

The New York Times, Sept. 4, 2011

One-third of 12,000 entries were “unhappy, unmotivated or both. Gallup estimates the cost of U.S. disengagement at a staggering $300 billion in lost productivity annually.”

Paradox #2

The New York Times, Sept. 4, 2011

One-third of 12,000 entries were “unhappy, unmotivated or both. Gallup estimates the cost of U.S. disengagement at a staggering $300 billion in lost productivity annually.”

Paradox #2: Leaders and staffwant the same thing: Progress.


Ensure that every employee knows…

1. …why we’re here.2. …what’s expected of them.3. …how they’re doing.4. …what’s in it for them.5. …where to go for help.

Who are we?

History & Values

Why people buy from us

Our personality

Our bestcustomer

Our mission

What we do best

How we deliver on promises

Who are we? The Identity Pyramid™

HBR: “The dirty little secret is that most firms cannot articulate their strategy.”


Who are we?


Who are we?

Customers


Who are we?

Customers

SatisfactionLongevityRepeat bizReferrals

Partnership


Who are we?

Customers


Partnership

OUTSIDE


Who are we?

Customers


Partnership

OUTSIDEColleagues

CommitmentRespect

AccountabilityTrust

Partnership

INSIDE


Whatever it takes – The Heroic Event

Customers


Partnership

OUTSIDEColleagues

CommitmentRespect

AccountabilityTrust

Partnership

INSIDE



Customers

Has this happened?

OUTSIDEColleagues

INSIDE



Customers

Has this happened?

Our response?

OUTSIDEColleagues

INSIDE



Customers

Has this happened?

Our response?

The cost?

OUTSIDEColleagues

INSIDE



Customers

Has this happened?

Our response?

The cost?

Preventable?

OUTSIDEColleagues

INSIDE


“Whatever it takes” kills performance

Customers

Has this happened?

Our response?

The cost?

Preventable?

OUTSIDEColleagues

How often?

Who responds?

Who pays?

Who’s accountable?

INSIDE


Paradox #3

Customers

SatisfactionLongevityReferrals

PartnershipTrust

OUTSIDEColleagues

RespectCommitmentAccountabilityPartnership

Trust

INSIDE

History & Values


Paradox #3

Customers

SatisfactionLongevityReferrals

PartnershipTrust

OUTSIDEColleagues

RespectCommitmentAccountabilityPartnership

Trust

INSIDE

History & Values

Paradox #3: We treat people outside our organization with

greater care than our colleagues.

Accountability’s impact – What’s the cost?


Values = Observed behavior = Culture

Customers

OUTSIDEColleagues

INSIDE

History & Values


Root cause analysis

CustomerSatisfaction

OUTSIDEColleagueCommitment

INSIDE

History & Values

People Process


Problems with Process


OUTSIDEColleagueCommitment

INSIDE

History & Values

People Process

1. Work flow2. Training3. Communication

History & Values



OUTSIDEColleague

Commitment

People Process

1. Skill2. Will3. Fear

INSIDE

Problems with People


Remove barriers hindering performance

1. When did we last ask “What’s not working?” and then act on it? Are we driving to root causes?

2. Do we ask our people “What do you need to be more effective?” on a regular basis?

3. Does everyone know the difference between a mistake and under-performance?

4. How do we respond to a mistake? What’s it like in our culture to speak truth to power?

5. Does our behavior match our values?

Today’s takeaways

– Examine 3 paradoxes that hinder performance

– Identify areas of frustration and opportunities for improvement

– Provide 3 sets of leadership actions to improve performance

– Extra offer for Ownership Thinking fans

What one change can you make

to create the most significant positive impact on your

organization’s performance

in the next 60 days?

Extra for Ownership Thinking fans

All-day accountability workshop in Dallas Friday, March 30

Exercises, tools + a formula guaranteed to drive accountability Greg Bustin’s newest book, That’s A Great Question Breakfast and lunch provided

Preferred pricing for Ownership Thinking fans

Individual registration $345 – get $40 off Team registration for 4 or more $295/each – get $40 off each person Go to link and type “Ownership Thinking”

http://accountabilityworkshop.eventbrite.com

http://accountabilityworkshop.eventbrite.com/