Change Champions & Associates Presents: The 2011 BETTER BOSS Workshop

Change Champions & Associates Presents: The 2011 BETTER BOSS Workshop Char Weeks

Transitions

CHANGE CHAMPIONS & ASSOCIATES Juggler, Leader, Manager? Recruitment and retention Maintain positive work environment Flexible work place © 2011 Change Champions & Associates Performance and behaviour management Keep staff enthused and engaged Achieve KPI’s within financial constraints Manage accountability for poor performance with need to motivate Manage technology, change and rate of change Horizon, helicopter view and minutia Keep up with new information Manage different generations, expectations, personalities, work ethics Political Correctness Adequate communication Time management Delegate without micromanaging

Comparing Leadership and Management Leadership Vs. Management Lundenburg FC, Leadership versus Management: A Key Distinction – At Least in Theory, International Journal of Management, Business and Administration, Vol 14 (1), 2011.

Impact of leadership styles on driving climate Leadership that gets results, Daniel Goleman HBR March 2006 Thanks to Bernie Harrison, Clinical Excellence Commission, NSW Health

Resistance Styles

CHANGE CHAMPIONS & ASSOCIATES Wicked Problems and Leadership Failure • Complexity of problems -Interconnectedness - Access and speed of information transfer - Social and organisational networks • Few single cause problems • ? No obvious solution due to complexity • Iterative approach to problem solving • Incompatible with deadlines and tight agendae • Accommodates ambiguity not certainty • Facilitation skills • Ted Cadsby, HBR Blog Network 6 June 2001 © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Proud of My Boss….Not “when she was in a bad mood everyone knew about it and would walk on egg shells around her” “takes all the credit for the teams efforts (took my research and presented as own won an award and a promotion)” “hangs you out to dry in public” “yells, screams, raises their voice at you; to the point that you'd rather not come into work” “comes to work late and leaves early” “clock watches and tells you off for coming back late from lunch” “blame others for their own mistakes” “lies” “picks favourites, participates in 'cliques‘” “unapproachable, never available to us…but always had time to suck up to his boss” © 2011 Change Champions & Associates

Ripe for Development Boss Quotes… (with love from their direct reports) “Get in here and explain yourself” “When are you going to get it into your thick head?” “You used to be so happy here. You are bringing every body down. You should look at your attitude.” “Keep your head down and stay quiet. You are not very well liked at the moment by anyone, including me” “You should have known ..... the deadline, the expectation, the required outcome..... without me telling you” “I don't think you're used to being so closely managed - I need to know everything you're doing all the time” “I don't care what you all think, we are going to do this my way, I'm your boss” © 2011 Change Champions & Associates

Toxic Leaders – slow acting poison • Unconcerned for welfare of team • Generates maximum anxiety over minimum significance • Rationalises behaviour as doing what is needed/easier to ease up.. • Personality or interpersonal technique negatively affects organisational culture • Oblivious to breeding contempt and unrest • Leads by instilling fear, people too scared to complain • Leader is motivated by self interest • “arise to their station in life over the carcasses of those who work for them” • Don’t add value even if successful • Diminish confidence, cohesion and esprit de corps • Can inspire juniors to emulate • Solutions – purge, climate assessments, 360s, expose behaviour and name it, coach juniors From Toxic Leadership, Col George E Reed US Army, Military Review July- August 2004: 67-71

7 Habits of Highly Ineffective Leadersby Geoffrey James • Be a know it all • Manage numbers not people • Embrace the status quo • Divide and conquer • Do it yourself • Expect mindreading • Sharpen the axe

CHANGE CHAMPIONS & ASSOCIATES Case Study – Todd Tort –Part 1 Todd Tort’s catch up monthly meeting with his boss, Felicity Flashpoint had been cancelled 3 times. Felicity was apparently too busy on an assignment to have time for individual catch ups. Todd had emailed Felicity to argue the urgency for a meeting. He needed her decision to proceed or not with the preparation of tender submission. When the meeting finally took place, Felicity welcomed Todd into her office with a very friendly “Come on in, handsome.” Soon her mood turned when she discovered that there was now only two days to submit the tender. “Why didn’t you tell me about this,” she snarled, voice raised. “It’s too late to do anything now, you nit wit.” © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Case Study – Todd Tort –Part 2 Todd Tort had just been scolded by his boss, Felicity Flashpoint, for something that wasn’t completely his fault. In a tense meeting, he reminded her that Adam Antzan was ultimately responsible for writing tender submissions and his own role was to just facilitate the sign offs to proceed before the writing began. Felicity called a meeting with Adam and Todd to discuss what had gone wrong with the approval to start the tender preparation. Adam and Todd explained that they were hamstrung pending Felicity’s decision to proceed. Felicity was adamant that they should have been more organised and more persistent about achieving her imprimatur. The lack of progress was their fault not hers. She gave Adam a verbal warning that his performance vis a vis the tender was unsatisfactory and from now on he was to advise her weekly in writing about the decision points and details of progress towards due dates for submissions. To Todd she winked, “And you…you are a naughty boy…don’t do this again!” She demanded that Adam and Todd worked together to prepare the tender and submit it without peer review by the deadline. Both employees begrudgingly stayed back until 22.00 on two consecutive nights to finish the work. When the tender was finally dropped by Todd in to the post box, he phoned Felicity and left a message to report the work had been completed. © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Case Study – Felicity Flashpoint Felicity Flashpoint was excited that her company had been awarded a $4m tender. She contacted her boss immediately to share the good news. “Brilliant work, Felicity”, he said. “Thanks for going the extra mile to make this happen. I appreciate your dedication. And we will remember this at bonus time.” “It was my pleasure,” she replied. “As you know I am very results driven. I am always happy to stay late and do whatever it takes…” © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Recognising the Better Boss • High staff retention rates • Low absenteeism • Team • Happy, friendly, motivated, respectful, confident • Initiative, creative, productive, efficient, flexible • Innovative • Embraces diverse/conflicting views • Learning, changing, adapting, high performing • Goes the extra mile, problem solves • Efficient • Great vibe, wins celebrated • Healthy, cool © 2011 Change Champions & Associates

Emotional Intelligence at Work Daniel Goleman, “What Makes A Leader” Harvard Business Review, November-December 1998

CHANGE CHAMPIONS & ASSOCIATES Orientation Beyond the Tea Room • Organisational culture • How do your values align • Managing managers • Staff management • Support, guidance • Governance • Policy, procedures, code of conduct, bullying harassment, OH&S, equal opportunity • Decision making authority = responsibility © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Orientation Beyond the Tea Room • Who is in your team • What do they really do • Job descriptions v actual job • Look at reporting relationships • Clear • Well aligned • What makes them tick • Motivation, aspirations • ? Restructure jobs or parts there of to play to strengths • How do they like to be managed • What are their expectations about you • Promotion • Where do your best work buddies fit now? © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES The Better Boss ….. • Lets people get on with the job • Challenges but knows when to back off • Treats employees like adults • Is fair • Honest – no sugar • Make exceptions • Rewards good work • Builds the team • Skips the office politics • Leads • Teaches • Learns • Listens • Values people • Sets SMART goals • Compliments • Constructive feedback • Good manners • Inspires From Riches Management May 2011 © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES If only I had first known… • Journey not a destination • Trust and verify • Listen • Know yourself…and how you are perceived • Humble • Resilient • Confident • Measured • Patient • Respectful and loyal • Emotional intelligence • Leaders follow and need followers • Put the team first • Complimentary talents build strength • Allow people to be who they are • Avoid people pleasing/trying to be liked • Know when you need help and ask for it • Nervous around you • Build coalitions with peers • Mountain air • Trust carefully • Focus on problems not people • Learn to balance • Heart and head • Home and work • Line between boss and friend • Only certainty is uncertainty © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Case Study – Patricia Slap Pat Slap, a nurse unit manager, was holding a team project meeting, when nurse Ella confessed that she had been too busy looking after patients and didn’t finish her part of the project. Since Ms Slap had changed her mind many times about the actual task, Ella was confused about what she was supposed to do. Ms Slap thanked her for her efforts. “Yes, we all busy”, she acknowledged before taking Ella’s report. As she handed Ella’s report to Hetty Hambro, Pat Slap remarked, “Here, let’s give this to someone who we can trust to get the job done properly.” © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Case Study – Tamara’s Test Tamara, a corporate lawyer, was enthusiastic, dedicated and loved her job. Her boss was a task master with a “my way or the highway” attitude. Tamara did her best to meet her boss’s high standards. But, unbeknown to Tamara, her boss didn’t agree with the way she was dealing with her clients. Recently the boss had commenced contacting Tamara’s clients directly to suggest changes to the way cases were researched and built. Tamara had no idea her boss was intervening until she phoned one of her clients who announced, “Your boss has just phoned to say that you are off the case!” © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES How are you perceived? Gordon Goofoff considered YosefaHorrosplot the ideal employee. On demand, she made his coffee, collected his drycleaning and stayed late to type his urgent letters. She even made excuses to his boss when he was MIA (again) or came back late after a boozy lunch. One day he asked to her to stay back even though she had wanted to leave on time for an important engagement. Again, she reluctantly put her personal life on hold for him. The next morning, when he called her to make his coffee…she did..and, much to the amusement of her colleagues, spat in it before delivering it to him. © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Case Study – Too Friendly? JillyJango confided in her executive assistant, Sam Spam, about almost everything. Sometimes they hit the town in the evenings together. The morning after a big night out Sam didn’t quite make it to work on time. He didn’t phone in to say that he would be late because Jilly already knew why. When Jilly appeared huffy about his 10.30am arrival, he was baffled. After all, he had been amused the day she had phoned to say she was ill when he knew differently…. Upset that his pay had been docked for the 90 mins he was late, Sam approached Jilly, who coldly snarled, “What do you think this is, Sam? A sheltered workshop?” © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Better Bosses…..Believe • Experience & qualifications ≠ brilliant manager • Professional conduct • Friendly…but • Polite, attentive • Accept and take responsibility • Make the hard decisions • Deal with problems swiftly • Delegate responsibly & with authority • Give clear instructions • Set reasonable deadlines • Boundaries for acceptable behaviour • NO leadership laceration • Healthy staff, healthy boss = healthy organisation = successful, profitable 2011 McKinsey & Co • Emotional balance • Fairness, equality • Consistent • Know what they don’t know • Don’t need big chair • Use power for good not evil • Share the glory • Read the play • Understand dynamics • Self monitoring, evaluating • Role model • Lead by example • Insightful - What got you to here is great, but will it take you to the next step? © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Better Bosses…..Believe • Servant Leader • Staff = customer • Committed to service excellence • Professional • Fair and just • Quality review & feedback • Persevere • Share information • Open to scrutiny • Justifies decision making • Wrong (?more) often than right • Good at apologising • Manage Workloads • Constant dialogue • Constant evaluation • Appropriate adjustment • Accessible (Within Reason) • Time to manage • Pre-reading/ preparation/ seek expert advice/second opinion • considered responses • clarifies understanding • clear direction • ? Open door © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Better Bosses…..Believe • Builds the Team • Share the credit and mistakes • Investments > withdrawals • Shares knowledge/experience • Nutrition → endurance/sustainability • Teach people to fish • Sum of parts is a greater whole • Answers often lie within • Not every great leader has the title • Foster self evaluation, discovery • Find the lessons in errors and learn • Supervision • Higher positions = greater freedom • Lower level positions = closer supervision • Empowers • Freedom to experiment, create • Diversity of views adds to experience • Tailor for individual needs, working styles • Performance Management • Clear, measurable deliverables • Deliverables that match KPIs • Negotiate reasonable deadlines • Assist to excel • Dignified approach to constructive feedback © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES According to Staff, Better Bosses …. • Say “hello” and know your name • Say “thank you” • Listen AND hear • Show compassion, empathy • Value contribution, opinion and effort over success • Give credit appropriately • Focus on outcome not clock • See positives • Solve rather than blame • Make it easy for people to admit to errors • Focus on development, improvement, motivation • Give feedback all the time… • Make negative feedback a positive learning experience • Create challenges for high calibre employees • Guide, support and chip in to help • Know their team is effective without them • Don’t take themselves too seriously • Realise that their stress belongs to them • Are decisive..eventually • See from all sides • Suspend judgment while discovering facts • Reward achievement • Early mark, buys cakes • Give and take on hours, start/finish • Deliver on promises © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Ending the Blame Game Identify consequences for business • Lost opportunities, extra costs, bad karma etc Deal with real, contentious issues • Whatever happened to Chloe? Challenge the plonker statements • “It was Finance’s fault!” • Joint workshops, job rotation to build trust Connect objectives with people • Engage and motivate staff Open effective communication - One team Connect Boardroom/Executive and front line • High visibility executives Build trust - Perceived as doing what’s right - Tell the whole story - Be empathic - Follow through consistently • In the same boat = consistently tell same story Reward right behaviour Build a formal feedback system Richard Bloomfield, People Management, 24 June 2003 © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Absenteeism Genuinely sick v genuinely not sick No interrogation, intimidation or accusation Gentle points of enquiry approach Skull on the shelf metaphor Create inconvenience - Actually speak with intending absentee Catch up meeting straight away - ? Potential guilt, awkwardness Publicly air impacts of unexplained absenteeism Team brainstorm- workloads, service standards, customer satisfaction, stress James Adonis, Team Leaders 19 July 2011 © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Building Confidence • Confidence = security = +ve emotion =  performance • Piano practice, Malcolm Gladwell’s 10,000 hrs • quality improvement, expertise, innovation • Don’t hesitate…and ask for help • What can offer/how you add value • Not what you think other people will think • Seek honest feedback • Embrace new opportunities • Can do • What is the limit of your capability © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Delegating vs Buck passing To delegate = to assign or to appoint to trust someone To buck pass = to shift responsibility/to blame To go-fer = to run errands Robot = replicates human function and movement as programmed Under v over Weak v strong Effective Delegation • Objective • Timing • Who, what, why, when • Standard • Expect outcome/result • Freedom, innovation • Credit • Thank Responsibility to manage & support © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Improving Productivity by Sleeping • Improves focus and memory • Clear head space – write down to-do list • Set yourself a strict bed time • Spend at least 45 mins winding down before bed time HBR Blog 5 July 2011 © 2011 Change Champions & Associates

CHANGE CHAMPIONS & ASSOCIATES Steve Jobs “Here's to the crazy ones, the misfits, the rebels, the troublemakers, the round pegs in the square holes... the ones who see things differently -- they're not fond of rules... You can quote them, disagree with them, glorify or vilify them, but the only thing you can't do is ignore them because they change things... they push the human race forward, and while some may see them as the crazy ones, we see genius, because the ones who are crazy enough to think that they can change the world, are the ones who do.” © 2011 Change Champions & Associates

Change Champions & Associates Presents: The 2011 BETTER BOSS Workshop