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Module 1: Know Yourself

Welcome to the National Hispana Leadership Institute 2011 webinar series: Leading Effectively Through Change: Developing Personal & Organizational Capacity to Thrive During Transitions

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Module 1: Know Yourself

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  1. Welcome to the National Hispana Leadership Institute 2011 webinar series: Leading Effectively Through Change: Developing Personal & Organizational Capacity to Thrive During Transitions About NHLIThe National Hispana Leadership Institute is the premier leadership organization preparing Latinas for positions of national influence, public policy impact, and to contribute to the advancement of the Hispanic community. www.nhli.org Module 1: Know Yourself

  2. A few tips to enhance your webinar attendance: • Today’s presenter, Victoria Aguilar, will answer some of your questions during and at the end presentation. • After the webinar, you will be prompted to complete a short survey. Your feedback will allow us to tailor our webinars to your needs. • The webinar will be recorded and will be made available on NHLI’s website: www.nhli.org. • For questions e-mail webinar@nhli.org

  3. Leading Through Change Why Follow Me?

  4. The Basic Premise "I am personally convinced that one person can be a change catalyst, a "transformer" in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader." Stephen R. Covey

  5. A STRUCTURED APPROACH TO: • Understanding yourself and others in time of change • Minimizing disruptions caused by change • Leading yourself through change Needs to be embedded in our DNA

  6. Webinar Objectives • Our Webinar objectives are to have you: • Understand the Adoption Curve of Change • Gain exposure to a set of tools that will enable you to better manage your own and others’ perspectives • Internalize how to apply these tools • Practice strategies that will assist you in making an impact with people as you lead or drive change

  7. Apportion Curve of ChangePeople React Differently to Change AdoptionCurve Wait & See (Optimistic) Wait & See (Skeptical) Early Adopters Naysayers

  8. Interpreting and Analysis

  9. “F” AnalysisExercise Passage FINISHED FILES ARE THE RE- SULT OF YEARS OF SCIENTIF- STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS OF ANALYSIS FROM WALL STREET.

  10. “F” AnalysisExercise Passage 1-3 4-5 6-7 8

  11. FINISHED FILES ARE THE RE- SULT OF YEARS OF SCIENTIF- STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS OF ANALYSIS FROM WALL STREET. 5 F’s Research Phrase 8 F’s • See – The same situation differently • Interpret – Identical circumstancesdifferently. • React – To identical conditions differently. All Points of View And Reactions Are Valid & Important

  12. New ToolkitTo Help Distinguish Perspectives Purpose • Enableseveryone to participate and clarify their perspective • Encourages structured and diverse brainstorming so that an issue can be viewed from all angles • Stretches us to move beyond our perspective to consider other points of view • Fosters creative thinking • Increases our focus on the issue at hand • Validates our point of view thereby decreasing our resistance

  13. Introducing The Hats The Reasons It May Not Work Issues • Problems • Reasons why it wouldn’t be adopted or sustainable Information & Data Data or facts needed • Lessons learned from past similar efforts Feelings and Intuition Emotions or hunches • No reason or justification needed Building on It Possibilities • Alternatives • New ideas or concepts What It Will Take Conclusions • Action plans Adapted from Edward de Bono’s “Six Thinking Hats”

  14. Black Hat Analysis Why It May Not Work

  15. Encourage vs. TransitionBringing It All Together – Black Hat Basic Premise If Underused If Overused Risks and challenges not fully understood. Could increase chances for inefficient execution or failure. Potential to be viewed as a naysayer and obstructionist in ways that might hamper successful adoption. I have concerns that it may not work. • What stumbling blocks might we face? • What risks do you envision in this project? • Where are the real challenges in achieving our goals? • Have efforts like this ever failed in the past? Why? Encourage Transition • I recognize this may look impossible, but if it were possible how would you attack the problem? • How would you mitigate the risks that you've identified?Have efforts like this ever failed in the past? Why? • What other information might we get to shed additional light on the risks here? • What other approaches might we try to solve this problem?

  16. White Hat Analysis Information andData

  17. Encourage vs. TransitionBringing It All Together – White Hat Basic Premise If Overused If Underused Effort could proceed without the necessary facts to maximize successful implementation. Potential to be viewed as too slow to move and too cautious to implement change. I need more data or information to get comfortable with this. • What information do you think we need to be prepared? • Are there metrics we should be considering here before we start? • I wonder if there's other data we might consider? • Are you aware of other efforts like this that we might draw "lessons learned" from? Encourage Transition • I'm curious, information needs aside, how do you feel about the project? • What other opportunities come to mind when you think of this effort? • What thoughts to you have about how to approach this initiative? • Where might we start on an effort like this?

  18. Red Hat Analysis Feelings and Intuition

  19. Encourage vs. TransitionBringing It All Together – Red Hat Basic Premise If Overused If Underused Project could be uninspiring and bogged down in facts and figures. Potential to be viewed as emotional or not grounded in what it will take to get the job done. I have strong feelings or an intuition about the effort. • What's coming up for you? • Are you comfortable with this approach? • You seem (excited, withdrawn, happy, upset, etc.). Am I reading that correctly? • How are you feeling about this effort? Encourage Transition • I get where you're at and I understand why you might feel that way. • Would it help if I offered you some additional information? • Have you thought about these other potential benefits? • Imagine what this might mean to you/us.

  20. Green Hat Analysis Imagine ! What If ? BuildingonIt

  21. Encourage vs. TransitionBringing It All Together – Green Hat Basic Premise If Overused If Underused I see other opportunities or possibilities here. Innovation and creativity could be stifled leading to a less than optimum solution. Potential to be viewed as undisciplined, scattered and lacking the focus to produce a positive result. • Are there other ways of accomplishing this effort that come to mind? • I know the effort seems daunting but if you were to take it on, how would you go about addressing the major challenges? • Can you think of alternatives that would be more attractive? • I wonder if how our colleagues at XYZ Corp (our competitor) would attack this problem? Encourage Transition • You have some great ideas, what information do you think we'd need to get started? • Have you considered how many people or budget we'll need to succeed. • I wonder if there are others in our company who have tried this before so we could seek their advice? • It's likely that this would be very successful but if something went wrong what would it be?

  22. Blue Hat Analysis What Will It Take?

  23. Encourage vs. TransitionBringing It All Together – Blue Hat Basic Premise If Overused If Underused Potential to be viewed as too quick to act without the appropriate amount of prep work to produce a positive result. Initiative may bog down and never get off the ground without some driving action to make it happen. Let's get going and make this happen. • You make excellent points. What’s the best way to start strong? • Excellent points of view, let’s bring them together and create an action plan? • We've done some excellent background thinking on the effort. Who can suggest a path forward? • You seem passionate about the project. Would you be willing to take the first step ahead? Encourage Transition • I admire your desire to get going. Where might we hit our first road block? • I understand your impatience to move ahead. How about we find out what information we need to begin? • I admire quick decision making and would like to start. Where do you think the major risks are? • How might we get others excited in order to get buy in?

  24. Let’s Review • Our objectives are to have you: • Understand the relevance of the Change Adoption Curve • Gain exposure to a set of tools that will enable you to better manage individual and team perspectives to achieve goals • Internalize how to apply these tools • Practice strategies that will assist you in making an impact with people as you lead, drive, or manage change

  25. Summary: What Leaders Do During Times of Change • Leverage strengths and offset their own style limitations and those of team members • Respect differing styles, recognize they are needed and teach their teams to do same • Use styles to gain insight into sources of and solutions to team conflict; teach team to do same • Address assignment, selection, motivation and recognition needs of team members • Use “Hats” as a tool to help self and others temporarily modify styles to help move through change

  26. Change Happens In Closing • Change is Inevitable and Essential – for innovation and forward movement. BE PART OF THE SOLUTION • Make Change Happen – stand for what’s possible and initiate or drive change within your “circle of influence” • Be Supportive - of management even when there are mistakes • Use the Hats - to enhance collaboration

  27. Thank you for attending NHLI’s webinar: Leading Effectively Through Change: Developing Personal & Organizational Capacity to Thrive During Transitions To stay connected and get news of future webinars, events and programs: Join NHLI’s mailing list @ www.nhli.org. Follow NHLI on Twitter: Twitter.com/nhli and become a National Hispana Leadership Institute (NHLI) fan on Facebook. For questions on NHLI webinars, e-mail webinar@nhli.org

  28. NHLI Dates to Remember: 2012 Executive Leadership Program applications are due Aug. 12, 2011 2011-2012 Advancing Latina Leaders in Nonprofits Program are due August 26, 2011 Executive Leadership Training Conference and Mujer Awards November 2-4, 2011 Los Angeles, CA presents the Latina Personal Power Program Module 1: Know Yourself Follow NHLI on Facebook, Twitter, & www.nhli.org for more updates!

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