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I See Love

I See Love. But you got me singing La laba dee da La laba de da How could I have been so blind But now you got me singing La laba dee da La laba dee da For the first time in my life I see love Keb’ Mo’ - Suitcase , 2006. Key Formula for Business (and you for that matter).

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I See Love

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  1. I See Love But you got me singing La laba dee da La laba de da How could I have been so blind But now you got me singing La laba dee da La laba dee da For the first time in my life I see love Keb’ Mo’ - Suitcase, 2006

  2. Key Formula for Business (and you for that matter) • G + L + F = Joy

  3. Leading Cultural Transformation “In Search of Adventure”

  4. INSPIRATION When you are inspired by some great purpose, some extraordinary project, all your thoughts break their bonds; Your mind transcends limitations, your consciousness expands in every direction, and you find yourself in a new, great and wonderful world. Dormant forces, faculties and talents become alive, and you discover yourself to be a greater person by far than you ever dreamed yourself to be. Patanjali (300-100 B.C.)

  5. Adults are always asking kids what they want to be when they grow up ‘cause they’re trying to get ideas. Paula Poundstone

  6. Clarify Your Intention What does Tom… Really Really Really Really Want?

  7. “Cherish your visions and dreams, as they are the children of your soul, and the blueprints of your ultimate achievements” Napoleon Hill My Passions

  8. My Markers I always wanted to be somebody, but I should have been more specific. Lily Tomlin

  9. My Mission Igniting inspiration by enthusiastically coaching people around the world to discover the simple truth that loving ourselves leads to manifesting our passions and fulfilling our need for purpose

  10. Focus Tom’s Intention Row, Row, Row, Your Boat Gently Down the Stream Merrily, Merrily, Merrily, Merrily Life is But A Dream

  11. Unique Ability Enthusiastic, positive, consensus builder who advocates fresh, but often unpopular ideas in a way that leads to self discovery & change.

  12. My Values Joy Integrity Loving Spirit Synchronicity Passion

  13. Mission Igniting inspiration by enthusiastically coaching people around the world to discover the simple truth that loving ourselves leads to manifesting our passions and fulfilling our need for purpose

  14. Go confidently in the direction of your dreams. Live the life you have imagined. Henry David Thoreau

  15. Imagine a Place…Where people are valued more than things.

  16. Where there is shared respectand trust.Where listeningis more powerful than speaking.

  17. Imagine a Place…that you go to almost every day.Not because you have to but because you want to.

  18. Because one person believed it could be so, 35,000 other people believed it too.

  19. It’s who he was…It’s who we are. Tribute to Robert B. Wegman, Wegmans Food Markets, 1918 – 2006 Fortune Magazine’s Top 100 Hall of Fame; # 1 in 2005 and Top 10 the last five years

  20. The New Theoriesof Organizational Effectiveness* • Cultural Capital is the new frontier of competitive advantage. • Measurement matters. If you can measure it, you can describe excellence, can develop it and can manage it. • Organizational transformation begins with leadership’s personal transformation. * Richard Barrett – Building a Values Driven Organization, 2006

  21. Whole System Change*: Preparation Phase 1. President commits to attend XLR8 YOU!!! 2. CTT Values Assessment 3. Create Mission & Vision 6. Survey of Key Drivers 1a. Leadership Team Defines “Full Spectrum” Leadership 4. Choose Values, Define, Select Behaviors 7. Develop Implementation Strategy 5. Develop Compelling Reasons for Change 8. Develop Objectives and Key Performance Indicators * Richard Barrett – Building a Values Driven Organization, 2006

  22. Service Faith,Humility, Long-term Results Full Spectrum1 – Level Five Leadership2 Making a Difference Succession Internal Cohesion Passion, People/job alignment Accountability, Breakthroughs,Continuous Improvement, Entrepreneurship, Professional Will Being the Best,High Standards Transformation Self - Esteem Discipline Relationship Economics Survival 1 – The Full-Spectrum Leader by Richard Barrett, to be released 2008 2 – Good To Great by Jim Collins, 2001

  23. Vision Service Wegmans Leadership Strengths* Who We Are Making a Difference Making a Difference Internal Cohesion Caring, Integrity, Trust, Passion Empowerment, Employee Development High Standards Transformation Self - Esteem Respect Relationship Survival * Chosen by store operations leadership February 2002, N=28

  24. Mike Keating “Desired” Wegmans Leadership Values vision making a difference caring integrity trust passion diversity employee development continuous improvement high standards respect customer service Mike’s Values 8 Assessors' Top 11 Values adaptability caring empowerment high standards integrity intuition open communication respect shared vision working together high standards (5) customer service (4) fairness (4) balance (home/work) (3) commitment (3) continuous improvement (3) development for all (3) initiative (3) respect (3) self-confidence (3) working together (3) PL = 10-0 IROS (P) = 3-5-2 IROS (L) = 0-0-0 PL = 7-0 IRO (P) = 3-3-4 IRO (L) = 0-0-0 PL = 11-0 IROS (P) = 3-4-4-1 IROS (L) = 0-0-0 3 matches 4 matches 4 matches LEGEND Underline = ILV & ALV match Red = ALV & DWLV match P = Positive I = Individual Red = ILV & ALV & DWLV match L = Potentially Limiting R = Relationship Blue= ILV & DWLV match (hollow dots) O = Organizational S = Societal Leadership Values Assessment Corporate Transformation Tools /The XLR8 Team May 2002

  25. Michael Keating Personal Values Current Culture Values Desired Culture Values 1. accountability 2. being the best 3. commitment 4. employee recognition 5. goals orientation 6. internal competition (L) 7. mission focus 8. process orientation 9. results orientation 10. tradition (L) 1. adaptability 2. being the best 3. compassion 4. empathy 5. honesty 6. independence 7. making a difference 8. openness 9. respect 10. vision 1. balance (physical/emo- tional/mental/spiritual) 2. being the best 3. compassion 4. continuous learning 5. customer collaboration 6. empowerment 7. honesty 8. shared values 9. shared vision 10. trust PL = 10-0 IROS (P) = 1-3-6-0 IROS (L) = 0-0-0-0 3 Matches PL = 10-0 IRS (P) = 5-4-1 IRS (L) = 0-0-0 1 Match PL = 8-2 IROS (P) = 1-2-5-0 IROS (L) = 0-1-1-0 1 Match LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organizational Blue = PV & DC match S = Societal Corporate Transformation Tools  August 2003 Values Assessment

  26. Mike Keating “Desired” Wegmans Leadership Values Mike’s Values 17 Assessors' Top 15 Values high standards (12) cont. improvement (10) caring(9) empowerment (9) being the best (8) balance (home/work) (6) compassion (6) success (5) ambitious (4) community service (4) customer service (4) development for all (4) making a difference (4) shared vision (4) working together (4) balance (home/work) caring development for all empowerment high standards integrity making a difference open communication shared values vision vision making a difference caring integrity trust passion employee development empowerment high standards respect customer service PL = 10-0 IRO (P) = 3-4-3 IRO (L) = 0-0-0 PL = 15-0 IRO (P) = 4-5-6 IRO (L) = 0-0-0 PL = 11-0 IROS (P) = 3-4-4-1 IROS (L) = 0-0-0 6 matches 6 matches 7 matches LEGEND Underline = ILV & ALV match Red = ILV & ALV & DWLV match P = Positive I = Individual Red = ALV & DWLV match L = Potentially Limiting R = Relationship Blue= ILV & DWLV match (hollow dots) O = Organizational S = Societal Leadership Values Assessment Corporate Transformation Tools /The XLR8 Team, Inc. February 2006

  27. Wegmans Food Markets (2441) Personal Values Current Culture Values Desired Culture Values 1. customer service (1307) 2. caring (1076) 3. being the best (964) 4. continuous improvement (745) 5. community contribution (724) 6. teamwork (720) 7. high standards (622) 8. making a difference (570) 9. commitment (543) 10. working together (534) 1. caring (1404) 2. dependability (1219) 3. humor/fun (997) 4. honesty (929) 5. accountability (909) 6. family (881) 7. teamwork (868) 8. commitment (818) 9. respect (761) 10. compassion (709) 1. caring (1005) 2. customer service (992) 3. accountability (941) 4. continuous improvement (857) 5. teamwork (800) 6. open communication (729) 7. best practices (715) 8. commitment (698) 9. employee development (646) 10. working together (644) PL = 10-0 IROS (P) = 1-4-5-0 IROS (L) = 0-0-0-0 4 Matches PL = 10-0 IRS (P) = 3-7-0 IRS (L) = 0-0-0 3 Matches PL = 10-0 IROS (P) = 1-2-5-2 IROS (L) = 0-0-0-0 6 Matches LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organizational Blue = PV & DC match S = Societal Cultural Transformation Tools April 2007 Values Assessment

  28. Leadership Team 2003 - 2007 20032007 • Values Alignment CC/DC 77 • Values Alignment PV/CC 26 • Limiting Values in Top 10 00 • Entropy 9%3% Green = Excellent, strong healthy culture Yellow= Somewhat able to bring values to work

  29. Wegmans: Buffalo (2441) Who We Are Values -71 -97 126 -160 +25 Left Column – Current Culture; Right Column – Desired Culture 1. Caring in Top 10 of PV, CC and DC2.High Standards & Making A Difference in Top 10 CC not DC 3.Respect not in Top 10 CCor DC, but in PV 4. Empowerment not in PV, CC, or DC Cultural Transformation Tools/The XLR8 Team, Inc. March 2007 Positive Values

  30. Wegmans: Buffalo (2441) Who We Are Values - Drivers -56 +123 -94 -154 +4 * Values Jump – not in CC or DC Top 10 Cultural Transformation Tools/The XLR8 Team, Inc. March 2007 Positive Values

  31. Vision Service Friendship Public Charter School* Leadership Strengths Balance (Whole Self – PEMS) Making a Difference Commitment, Teamwork, Integrity Internal Cohesion Accountability, Achievement, Cont. Improvement, Adaptability Results Orientation, Best Practice Transformation Self - Esteem Accessible Relationship Survival * Developed by the FPCS Leadership Team – 11/06

  32. Ethics Service Rochester City School District Rochester Children’s Zone Principal Leadership Strengths* Collaboration Making a Difference Commitment, Honesty, Humor/Fun Internal Cohesion Transformation Empowerment, Teamwork, Positive Attitude Instructional Excellence Self - Esteem Open Communication Relationship Safety Survival * Developed by the RCSD-RCZ Leadership Team – 11/06

  33. * * Most Important Driver of Leadership Success - 750 CEOs surveyed by CCL - 2003

  34. What Matters Most In Development*(Absolutely Essential or Very Important) * 6,000 Senior Executives from 77 companies, Leader to Leader Fall 1999

  35. What Leaders Really Do*The Leader Who Makes a Difference… • Leadership Compliments Management, It Doesn’t Replace it • Sets Direction • Vision & Strategies • Aligns People • Communicates Vision & Values • Motivates People • Releases the Human Spirit • Creates a Culture of Leadership • Institutionalizing a leadership-centered culture is the ultimate act of leadership *John Kotter, 1999

  36. Why is change so difficult? Can it be more effortless?… A Search for Adventure!!!

  37. What Got You Here…Won’t Get You There*Good is the Enemy of Great** * Marshall Goldsmith, 2007; ** Good to Great – Jim Collins, 2001

  38. Becoming a Positive Force*The Leader Who Makes a Difference… • Understands/Develops Self • Leads Others • Transforms the Culture *The Leadership Challenge, Kouzes & Posner, 2002

  39. In Search of Adventure !!! Passion & Purpose

  40. In Search of Adventure Cultural Transformation Passion & Purpose Competence Character

  41. In Search of AdventureMeasures CVA Cultural Transformation Passion & Purpose What do you - Really, Really, Really, Really…WANT? Row, row, row, your boat… LVA 3600 Tri-Metrix Self Assessments Leadership Practices - 3600 Competence Character

  42. XLR8 YOU!!! Leadership University“In Search of Adventure”Creating a Leadership Development Learning Community • Leadership Excellence • Leadership In Action • Learning to Lead

  43. Whole System Change: Implementation Phase 9. Structural Alignment XLR8 YOU!!! Leadership University 14. Values Awareness Program 10. XLR8 YOU!!! Leadership Excellence (Rest of Executive Group – Business Unit Leaders) New employee/executive selection New employee/executive orientation Employee/executive performance evaluation Employee/executive promotion criteria Talent selection and development programs Management development programs Leadership development programs Potential PointTM Appreciation Program specifically designed for executive, managerial and employee populations to reinforce values, beliefs, & behaviors; values-based business simulations, ethical dilemmas, theater, Etc. 11. Cascade Down XLR8 YOU!!! Leadership in Action 12. Cascade Down XLR8 YOU!!! Learning to Lead 13. XLR8!!! Teams Business or Functional Unit 15. Values Management of Organization, Business Units and Sub-Units and Behavior Alignment of Executive Population

  44. XLR8 YOU!!! Leadership Excellence In Search of Adventure Graduation & Continuous Learning Orientation (2-3 months prior) Leadership Week (4½ days) Follow-up Coaching • Pre-Kickoff Preparation for • Leadership Week • (6 hours) • Complete Self & 3600 assessments • Review Self Assessments Success Discovery Process with XLR8 Coach • Listen/read/debrief pre-work materials • Gather Unique Ability data • Partner with participant’s supervisor • Attend Leadership Week • (4 ½ days) • Enhanced Self Awareness • Clarity re: Inner Guidance system: Passion & Purpose • Realistic assessment of leadership practices and leadership values • Improved coaching capabilities • Create “In Search for Adventure” notebook • Preliminary Leadership Development Plan • Creating a unique learning community • Coaching Sessions • (12- 15 months) • Share “In Search for Adventure” notebook with raters and supervisor • Finalize Leadership Development Learning Plan • 3600 raters’ feedback • Supervisor’s input • Extend learnings to direct reports • Self Assessments & Success Discovery coaching • Teambuilding • Cultural Values Assessment • Ongoing plan monitoring & revisions • Periodic co-coaching sessions with Supervisor • Continue Leadership Journey • (2 – 3 months) • Complete 2nd 3600 assessments: measure improvements • 3600 raters’ feedback • Update/revise Leadership Development Learning Plan • “Graduation” session with Supervisor – “hand-off” ongoing coaching • Recommended • Repeat Cultural Values Assessment and Development with ongoing coaching

  45. XLR8 YOU!!! Leadership University • Leadership Excellence (Coaching – External: The XLR8 Team, Inc.) • Understands/Develops Self • TriMetrix Self Assessments: Success Discovery Process • Inner Guidance System • Leads Others • 3600 – Leadership Values & Leadership Practices • Team Values Assessment • Transforms The Culture • Organizational Values Assessment • Leadership in Action (Coaching – Supervisor/Internal Coach) • Understands/Develops Self • TriMetrix Self Assessments: Success Discovery Process • Leads Others • 3600 – Behaviors/Motivators/Attributes/Values (Job Specific) • Learning to Lead (Coaching – Supervisor) • Understand/Develops Self • TriMetrix Behaviors: DISC Success Discovery Process

  46. XLR8 YOU!!! Leadership UniversityCreating a Leadership Development Learning Community • Coaching & Mentoring • Skill Development - Common Tools • Follow-up of Plans • Access to Development Resources • Assessments: Self, 3600, Organizational • Internal “Certification” • Books/Tapes; RxCD’s; Training • Sharing Best Practices • Appreciative Inquiry methodology • Key Enablers for Success Teams • Internal Champions

  47. Whole Systems Change: Timeline Year 1 Year 2 Year 3 Time Executive Group XLR8 YOU!!! Leadership Excellence Compelling Reasons for Change Create Vision and Mission Executives Coaching Leadership Population Repeat Culture Assessment Develop Values and Behaviours CEO XLR8 YOU!!! Leadership Excellence Values Management System Executive Group & Divisional Teams XLR8!!! Teams Cascade Down Leadership In Action Develop Strategy for Implementation Executive Leadership Teambuilding Define “Full Spectrum” Leadership Cascade Down Learning to Lead Develop Objectives and Key Performance Indicators, Integrate into Potential PointTM Culture Assessment Structural Alignment Performance Management

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