Welcome Back Session 2 MG 6310 Agenda Agenda • Administration. - • Old Business (next slide) – – – • Journals and Journaling Team Charter (AAR) The 5th team!!! New Business – – • Bio Summaries Forming Teams (Discussion around Robbins readings) The Leadership Challenge (Ch 1-4) Preparation for next class What else should we add, delete or modify ? Management 6310: Work Teams Team 1 Team 2 Team 3 Team 4 Team 5 Jeremy Anglebeck William Beckman Amanda Burian Lani Chang Tracie Wiegand Jared Cook Jonathan Dandurand Byron Dennis Mike Flaxbeard Tommy Daher Nathan Harper Christina Foster Gabriel Jones Pat Kellerman Jeff Hitchings Matt Kolakowski Melissa Ling Kurt Foster Andrew Nieters Tristan Steinberger Chris Nordby Matt Vance Brian VanHecke Ryan Vickers Old Business: Journals and Journaling From Review of Journals Responded to all… Notes vs Reflections Listing the course… .doc or email… Point about leadership tends to reflect most recent experience… GOOD point… 6. Point about stressful beginnings—a new semester. 7. Suggested topic: Team establishment… 8. Going forward… new on old… 1. 2. 3. 4. 5. Old Business Teams and Team Charter Exercise - What is the right structure for a team charter? - Was what was asked appropriate - When’s the right time to have the conversation? - What’s the role of the mission statement? - How might you adapt them for your use? - How comfortable were you in preparing it? - What’s the reason for signatures? - What is the application of this exercise where YOU work? Teamwork Teamwork New Business: Organizational Behavior Essentials Robbins New Business: OB Essentials (Robbins) As a class… 1. Defining groups and teams… 2. Describe the importance of the Asch studies… what so they suggest? 3. In Ch 8, What is missing from the table (p.125)? 4. What was of interest to you (either chapter)? New Business: The Leadership Challenge An Introduction to: The Leadership Challenge (preface) 1. What is the fundamental approach to the research that was done resulting in the findings presented in this book? 2. What are the assumptions underpinning the book? 3. What might limitations of this book be? An Introduction to: The Leadership Challenge (preface) 1. What is the fundamental approach to the research that was done resulting in the findings presented in this book? Qualitative data—case descriptions of extraordinary leadership models/ experiences. Analysis of data to reveal themes. - - 2. What are the assumptions underpinning the book? - “Extraordinary leadership” is something different from other types. Readers can discern how to apply the 5 practices (and 10 commitments) to their own unique work settings. Extraordinary leadership can be performed by ordinary people (p.xiii). … and co-workers will respond to it. Leadership development is development of the self (p. xvii) 3. What are the book’s limitations? An Introduction to: The Leadership Challenge (preface) 3. What are the book’s limitations? - Does not tell us how to deal with an ineffective leader. - It may suggest that extraordinary leaderships will get extraordinary results. - Aren’t there other key practices? New Business: The Leadership Challenge As a team… Overall Structure • An introduction (ch 1) and Credibility (ch 2) • Model the Way (chapters 3, 4) • Inspire a Shared Vision (chapters 5, 6) • Challenge the Process (chapters 7, 8) • Enable Others to Act (chapters 9, 10) • Encourage the Heart (chapters 11, 12) New Business: The Leadership Challenge As a team… Chapter 1: The Leadership Challenge - At the most basic level, what explains Dick Nettell’s effectiveness? - How does he model the 5 practices? - What practices of Clair’s are appropriate? (p.9-13) - Would you adopt the same practices… ? How would you approach them differently? (Cite evidence—quotes from the book) - The critical consumer’s point of view! How Dick Nettell Models the 5 Practices (p 3-8) Credibility (foundation for the 5 practices) Leadership turnover, ”changes in priorities” (p4); he listened… 3 whole days to talk and listen (p4); “you said-we did reports during town hall” (p7); over the next 6 weeks he held 22 45-minute state-of-the-center meetings (p.5) 1. Model the Way. Presented his findings to Sr. leadership (p4); what was missing in my life was… ability to help others “be the best they can be.” (p6) 2. Inspire a Shared Vision. Sticky notes describing possibility (p5); Worked with management team, “began to craft a vision… We will be seen as a World Class Call Center…” (p5) 3. Challenge the Process. Folks “couldn’t speak their minds (p.4); asked how “they would like the call center to look (p.5); 5 post-it notes (p5); “if you would wave a magic wand…(p5); “if we’re not willing to innovate and do things differently …(p8) How Dick Nettell Models the 5 Practices (p 3-8) 4. Enable Others to Act. Involved others in process (p4-5); “challenged everyone to take the initiative to make the new vision a reality (p6); 5. Encourage the Heart. Stories of earlier situation (p5); monthly town hall …celebrating heroes (p7); The source of his leadership was …? Is there a hint on pg 6, 2d para… “I realized that I’m really passionate about working with folks to get them to think differently about themselves…” Chapter 1 From My Perspective. What are other assumptions in Chapter 1 of the book? - We all lead… well or not… whenever we choose step up and into the issue at hand. - The 5 practices are underpinned with an effort to understand who we are. - We can learn how to use the 5 practices. - Leadership requires an investment in relationships. (p23) - What is the role of work in our lives…? Chapter 2 Credibility is the foundation of leadership Chapter 2 What are the interesting points that emerge from study of the two tables (p. 30-31)? What are the implications? Chapter 3 Clarifying Values and [Finding Shared Values] “Everyone in his own environment must strive to practice true humanity toward others. The future of the world depends on it. Great values are lost at every moment because we miss opportunities, but the values that are turned into will and action constitute a richness that must not be undervalued.” Albert Schweitzer From Albert Schweitzer, Out of My Life and Thought (Baltimore: The John Hopkins University Press, 1998), pp. 81-95; originally in English from (New York: Henry Hold and Company, 1933), pp. 102-118; as cited in Leading Lives that Matter. Mark R. Schwehn and Dorthy C. Bass (editors) from (William B. Eerdmans Publishing Company Grand Rapids, Michigan/Cambridge, UK), pp. 29-36. Shared Values Make a Difference People feel: • Less personal and job-related stress • That organizational policies are guided by ethical standards • That organizational goals are important • More personally successful • More committed to the organization and to key stakeholders • More willing to work harder and longer hours • Clearer about organizational values But, what are values ? “Values are personal convictions about what one should strive for in life and how one should behave.” (From George and Jones, Organizational Behavior 4ed., 2005) Values Work Values Intrinsic Work Values Extrinsic Work Values Ethical Values Justice Values Utilitarian Values Moral Rights Values Values…assorted flavors! “Values are personal convictions about what one should strive for in life and how one should behave.” (From George and Jones, Organizational Behavior 4ed., 2005) Values Work Values Intrinsic Work Values Extrinsic Work Values Ethical Values Justice Values Utilitarian Values Moral Rights Values Work values: Personal convictions about outcomes and behaviors at work Intrinsic: Values related to the nature of the work itself Extrinsic: Values that are related to the consequences of the work. Ethical Values: Personal convictions about what is right and wrong Utilitarian: Decisions produce the greatest good for the greatest number of people Moral right: Decisions protect the fundamental rights and privileges of people Justice: Decisions allocate benefits and harms in a fair, and equitable way From George and Jones, Organizational Behavior 4ed., 2005) The Impact of Values Clarity on Commitment High Clarity of 4.87 6.26 4.90 6.12 Organizational Values Low Low High Clarity of Personal Values The Impact of Values Clarity on Commitment Clarity of Org. Values Text P. 55. High - What is degree of commitment in industry today? “Engagement?” 4.87 6.26 4.90 6.12 Low Low High Clarity of Personal Values - Is it just “clarity of the organizational values? - Why is it that the personal values clarity is the dominant factor in organizational commitment? - What does the 4.87 vs either of the 6s suggest? Bottom line: Personal values drive commitment. What does commitment drive? “Finding Voice ?!@#%$@!?” • Why is this so central to the authors thinking? (give examples) • How do we stand? • How do I go about finding it? WHAT MIGHT I DO ? HOW DO WE IMPLEMENT? As a team discuss these questions and prepare a response. “Finding Voice around Values” • • “Express yourself in ways that are uniquely your own.” “You cannot lead through some else’s words. You cannot lead out of someone else’s experience.” • Shared values provide a “common cause.” • Shared values provide a “common language.” • What is/are the risk of shared values? • “Unity is forged, not forced” Align Actions with Values !? Spending Time Communications and Interactions Critical Incidents Symbols and Rituals Stories Rewards Chapter 3. Find your voice: - Why is the discussion of values such an important issue from the perspective of the authors? Ans. [show the tree! And finding my voice leads to expression of behaviors.] - Instrumental values: Processes or means. Means... the way we behave. - Terminal values: Ends or vision. Ends… what we orient our behavior toward. (chs 5&6) -Lillas, “Every evening I ask, ‘What have I done today that demonstrates this value is near and dear to me?’” -Understanding our values has relevance to the extent that they influence my behavior. Commitment # 1: “Find your voice by clarifying my values.” Do your organization’s values connect with yours? What are the results? “Finding Voice around Values HOW do we do this in organizations? – – If organizations articulate the values.. How are they developed… and used subsequently. IF they were “forged” at some point… how does the story of those values continue? If the organization “forced” them into existence. What are the implications… how are they then used in a positive way? Instrumental and Terminal Values HOW do I do this for myself? An exercise for you to consider (see handouts). This week, two options: (report on 1 in Journal) - Short Values exercise - Long Values exercise Chapter 4 Being an example. As a team, assess how Mr Thompson models the notions found in chapter 4. Chapter 4. Set the Example. Developing shared values through example. - Do we, in our work place, or work, discuss shared values ? Should we? Why or why not? - How often do we try to find out other’s values, goals? - What is the danger in accepting another’s values? - How well does action align with values? - How well does some of this discussion relate to your organization? - We have to learn to listen? But, this requires that I am willing to do so, and believe that the other has something to say. - Values espoused vs values in practice? Do my values propel my behavior? INTEGRITY. Integrity is NOT honesty. - Why is a discussion of values relevant to me at my workplace today? Chapter 4 concludes with the next commitment: Commitment #2: “Set the example by aligning actions with shared values.” - create alignment around key values. - speak about shared values with enthusiasm and confidence—even drama. - teach and reinforce through symbols and artifacts. - put storytelling on your meeting agendas. - ask questions. - keep score. - do a personal audit. - be intentional about personal development. Homework/Preparation for next class