Leading By Listening 2008

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Ryan Williams

Summary presentation about employee surveys.

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“ What I’ve asked them to do is sit down and tell me how you want to be communicated to,” Chief Supt. Rick Betker, Island District RCMP commander

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The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do. By the end of this broadcast, you will be able to: • Identify the four-critical important non-job roles that apply n all industries; • Apply a role description framework for shifting the focus from the job to performance; and • Appreciate that performance has many dimensions not captured in the job description.

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Presented on February 10 from 1:00 - 2:00 pm ET as part of the KaiNexus Continuous Improvement Webinar Series. Presented by Dr. Cynthia J. Young, Founder/CEO of CJ Young Consulting, LLC In this webinar, you will hear about some of the methods used in practicing knowledge management that also support achieving continuous improvement goals. Methods we will discuss include: Checklists and check sheets Reports Lessons learned After action reviews Mapping (Process, Knowledge, and Mind) Communities of practice Kanban Gamification Battle rhythms When you use these methods, you reduce the training required to bring your team up for speed, you can keep costs low because you aren’t having to buy new tools, and it helps your workforce become better problem solvers. This webinar will also be beneficial for ISO 9001-2015 certified organizations since it includes knowledge management, as Clause 7.1.6 Organizational Knowledge and ISO 30401:2018 Knowledge Management Systems, while not a certifiable requirement, is applicable to any organization. Dr. Cynthia “Cindy” J. Young is the Founder/CEO of CJ Young Consulting, LLC, a knowledge management consulting firm, as well as a curriculum developer and instructor with Leidos. About a decade ago, she retired as a Surface Warfare Officer after 23 years in the U.S. Navy which is where her love for knowledge management began. She holds professional certifications as a Project Management Professional, a Lean Six Sigma Master Black Belt, and as an ASQ-Certified Manager of Quality/Organizational Excellence. Cindy is a past-Chair of ASQ Tidewater, Section 1128 in Virginia Beach as well as having held terms as the Vice Chair and Secretary. Her doctoral study, Knowledge Management and Innovation on Firm Performance of United States Ship Repair, provided her the opportunity to gain additional professional and academic expertise to facilitate improvements in organizational knowledge management. In September 2020, she gave a TEDx Talk called “A Knowledge Mindset: What You Know Comes from Where You Sit" which provides actions organizations can take to improve trust and retention through use of knowledge management practices.

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I'd like to share with you my experiences in managing stakeholders, this is just one example of how to go about it.. My chosen step wise approach is a) define the problem, b) fully understand the situation and c) lead discussions to gain consensus on the way forward and with stakeholder buy-in. I consistently worked across many organisational levels and boundaries utilising a variety of communication and negotiation techniques e.g. presenting the problem definition in written form, setting up a dialogue (e.g. conference call/meeting) to openly discuss and iteratively documenting options/conclusions to take forward for stakeholder agreement. As an overriding principle I strongly believe that acting towards others in a way that engenders trust is a sure fire way of achieving the best outcome for all. NB for the purpose of anonymity the roles and issue details referenced are hypothetical.

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Managing Readiness For Change Introduction to the Armenakis, Harris, & Feild Model MSM6635/MGT6681 Dr. Dennis Self * Five Elements of the Readiness for Change MessageDiscrepancy: Why change?Appropriateness: What Change?Efficacy: Able to change?Principal Support: Who supports Change?Valence: WIIFM/Us? Desired PO outcomes. Change Message StrategiesActive ParticipationPersuasive CommunicationMgt. of Internal/External CommunicationsFormalization ActivitiesDiffusion PracticesRites and CeremoniesHuman Resource Practices The Change Message Discrepancy Appropriateness Efficacy Principal Support Valence Change Leader Attributes Organizational Member Attributes Change Strategies Active Participation Persuasive Communication Mngt. of Internal & External Information. Formalization Activities Diffusion Practices Symbols, Rites and Ceremonies HRM Practices Implementation Strategies for Creating and Maintaining Readiness Change Agent (or Change Leader) __________________________Credibility of leaderHonestyCompetenceForward-lookingInspirationalProximity of leaderImmediateGlobalInside/outside Consider Machiavellian styles, Servant Leadership styles, Transformational vs. Transactional styles. * Change Target (Or followers, or employees) ______________________________Age/Tenure/ExperienceGenderTrust in LeadersLocation Also: Organizational Culture or Climate _______________________Organizational CultureNormsValuesPhilosophyRules (formal and informal)Organizational Climaterecurring patterns of behavior, attitudes and feelings that characterize life in the organization. Schein describes three levels: Artifacts, Espoused values, Fundamental Assumptions. Artifacts: What you see, hear, feel about the organization. It can be the language, technology, products, style (clothing, manners of address, myths, stories). Easy to observe, but difficult to decipher. Symbols are ambiguous. Espoused Values: What the organizational leaders say are the values of the organization. “we are team-oriented” but are they? Basic Assumptions: The deepest core of the organizational beliefs. For example, they may say we are team-oriented, but the belief of the founders/leaders may be very hierarchical in actual behavior (I make the decisions, you do what I tell you). * Active Participation3 dimensions:Doing (Enactive Mastery)Observing (Vicarious Learning)Participative Decision-makingLearning is two-way (for change leader as well as change target)Shapes “why, what, who, how, and ‘what’s in it for me.’” * Learn by doing. By actually trying a task we learn how to do it. Learn by watching others perform. We learn by watching training videos. Participative Decision-making means that we participate in the decisions about issues that affect us. It is a democratic approach. Research suggests that those who are able to participate in the process of deciding courses of action are more willing to support actions even if they disagreed with ...

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