naba symposium - make it happen, karl ahlrichs
DESCRIPTION
Professionals sometimes struggle to achieve professional goals. Often, we are so busy juggling conflicting priorities and tasks that well-intentioned objectives stay indefinitely on our to-do lists or only half-heartedly get accomplished. This session helps you find the discipline to ensure that they make the things that are important happen.TRANSCRIPT
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www.bizlearning.net
Make it Happen!Productivity in the “New Normal” World
Karl J. Ahlrichs, SPHR.Expertspeaks.com
September 26, 2014
6 Seconds
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Today’s issues:
ComplexityIntegrity
Today’s answers:
Subway MapCEO pay & Soccer
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Massimo Vignelli 1931 - 2014
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Making it Happen is about
engagement teamsthat
observe analyze communicate
Making it Happen is not about
charts and datait’s about
wisdom motivation and productivity
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PRODUCTIVITY In the future
is not aboutOutlook Calendars
To Do Lists
Process diagrams or org charts
Task and Checklists
PRODUCTIVITY In the future
is about
Communicating with all generations
Understanding motivation
Technical competence
Wisdom and coaching
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PRODUCTIVITYwill be measured by:
Output and impact
Cost and value
Input and contribution
Basic Survival or sustainability
you mustTAKE CONTROL
of the
people in the workplace
what should you
know?
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You needto know:
MarketingMotivation
Management
Power of Summary
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Punch Line
Punch Line
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Punch LinePut the
first!.
Superior Producers
Top 16%
PoorProducers
Bottom 16%
Average Producers
68%
Produce -20%
Produce 60%
Produce 60%
Karl Ahlrichs - [email protected]
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IntegrityPersonal Security
A Sense of PriorityVision
Influencing
Great OutcomesGreat
CustomerService
Engaged Culture,Job Fit
High Performing Employees
Hiring &Managing
Smart
What does YOUR CLIENTcare about?
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Is this a competitive advantage?
Q: If you are 10% better than your competition at keeping high performers
no matter their age…
CompetenceComposureLikeability
HonestyEnergy
Similarity
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When should you learn this?…before you need it.
What do we need?• A crisis to add a sense of urgency
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So, What’s
New??
Generations Birth Years Age - 2014
Veterans 1925 - 1945 69 – 89
Old Boomers 1946 – 1954 60 - 68
Young Boomers 1955 - 1964 50 – 59
Generation X 1965 - 1976 38 – 49
Millennials/Y 1977- 1993 21 - 37
Gen Wireless 1992 - ? 20 -
Two surprises!
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2 Simple Truths1. All generations value belonging
to a group, high integrity leadership, and being rewarded
for getting it right
2. The best thing you can do to engage any employee at any
level is appear to listen to them
Millennial Facts36% are living with their parents
17% Unemployment rateIf employed, often dissatisfied with job
They often say they are unhappy in general.
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The Formula:
Happiness = Reality - Expectation
Success
Years
Boomer Expectations
RealityHappy!
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Success
Years
Millennial Expectations
RealityNotHappy!
The Echo Chamber
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Pop Quiz
Which generation matches each style of feedback?
– I want it once a year, with lots of documentation
– Feedback whenever I want it, at the push of a button
– Sorry to interrupt, but how am I doing?
“When Generations Collide at Work Quiz” at humanresources.about.com/od/conflictresolution/a/generationquiz.htm
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Most Indifferent?
Boomers
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Most Important?
Gen X
Most Talked About?
Millennials
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Most Scary?
GenWi-Fi
Why did is Gen Wi-Fi scary?
What are high school students saying about ethics?
Let’s ask the Josephson Institute of Ethics
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Have you cheated on an exam at least once in the past year?
0%
10%
20%
30%
40%
50%
60%
70%
80%
2012 2011 2010 2009
Yes!
In the real world, successful people do what they have to do to win, even if others consider it cheating.
57%
57%
58%
58%
59%
59%
60%
60%
61%
61%
62%
2012 2011 2010 2009
Yes!
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These will be your new hires.
Note to self: Schedule ethics classes, build
Integrity and ethics into every possibleinteraction with new hires
Video Games
Where did this come from?
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Work on Feedback And Communication
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Original Rules
• Good• Fast• Cheap
•Perfect
•Now
•Free
Internet Rules
The Rules Have Changed
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Key Point:
Everyone(audit clients, co-workers & bosses) is developing:
shorter attention spans
higher standards
You must understand
clientsDefine them with two key descriptors:
How much Information do they want?
How much of a Relationship do they want?
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The Interaction Model
Relationship0
Transaction Oriented
• Low Information, Low Relationship– Price, Price, Price
– Speed, Speed, Speed
– Accuracy, Accuracy, Accuracy
– Often “Theory X” thinking style
“I just want it good, fast and cheap”
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Information Oriented
• High Information, Low Relationship– Want you to keep them informed
– Don’t necessarily want to be your friend
– Love info on trends, big picture issues
“Here’s my e-mail. Keep me posted.”
Relationship Oriented
• Low Information, High Relationship– Interested in personal advice
– Want you to have intimate knowledge of their department
– Want your problem solving
“You’re the Expert. What Do You Think?”
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Partnership Orientation
• High Information, High Relationship– Want to create and sustain a long term,
mutually beneficial relationship
– Want all of the attributes of all the types
“Join our Executive Team as a Member”
Ask Information Questions
• How much do you want me to keep you up to date on details?
• How important is it that I help you gather, synthesize and understand data?
• To what extent do you want me to inform you about industry trends and new technologies?
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Ask Relationship Questions
• How important is it that my people know people in your department, and vice versa?
• How important is a mutually beneficial relationship and joint long-term goals?
• To what extent do you want me to advise you?
Key Learnings
• Treat client as they want to be treated– Some never want to be a partner
– Your free gift? Not wasting time..
• All quadrants care about time and money
• Organizations value you as consultant and broker of information
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Consulting Disciplines
• Thinking Strategically– Anticipating ways to create value
• Managing Information– Delivering focused, usable information
• Advancing the Relationship– Increasing trust and commitment
• Orchestrating Resources– Form a team and manage it well
When should you learn this?
…before you need it.
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Audit Action Grid
Mastery
- Success
Wheel Spinning
- Frustration
Victim
- Helplessness
Letting Go
- Relief
Can Control Can’t Control
TakeAction
NoAction
A Perfect Storm is a Perfect Opportunity.
317-250-9081 www.gregoryappel.com/download
Karl Ahlrichs317-250-9081