Tag Archives: leadership

Organizational Change Beginning with Stakeholders

How has the economic shift impacted your organization, your culture and your employees? With the significant changes in the world, is there any organization that has not had to make major changes in how they operate? Whether private or public, how our organizations work and how we determine success has changed.  We have seen and heard of a lack of accountability in key financial areas with the integrity of important people or organizations being called into question. The level of accountability is even higher for organizations. Most organizations will look more at facilities, money and lose focus on their most valuable resources – their employees. Organizations are required to more with less. How do they do this while gaining commitment from employees who are looking for a work-life balance? How do we bring together employee and the organizations need with an eye to the return ratio?

Working with a large organization recently, I heard from several people that they operate in silos. Like so many organization, this one is at a cross roads, the status quo has been challenged. This organization has the opportunity to create a new future, if they pick up the challenge and engage in successful initiatives.

There is sound evidence that our happiness is directly linked to our psychological and physical well-being. The mid-century view from Maslow was “The science of psychology has been far more successful on the negative than on the positive side. It is as if psychology has voluntarily restricted itself to only half its rightful jurisdiction, and that, the darker, meaner half (Maslow, 1954, p. 354).” This century the focus is the understanding of human emotion and how positive psychology contributes to health and happiness. And in true scientific fashion, there is debate on what this means and what is the value, if any, of positive psychology.

Most organizations are still operating with the 1954 model! How organizations treat their stakeholders, how they engage dialogue during any change initiative determines the outcome of such an adventure. In the 2006 issue of The Journal of Positive Psychology, the authors challenged their peers. They laid out a plan for current and future psychologists to assess, to respond to and to potentially find applications within their practice. They brought in the stakeholders!

This change in psychology can be compared to the change within an organization, that it is inevitable and that the people in charge of such change have competence, legitimacy and passion for leading that change.

Working with individuals and organizations looking to Appreciative Inquiry for positive change we are now challenged to dig deeper into how change occurs within organization. We have experienced the high of a simple training exercise or full scale summit using AI. The energy and the employee engagement for change is there and it’s glorious and they are ready to take off.  Does this excitement realize actual lasting change in organizational culture? Because the energy is there, the passion is highlighted, the shared values are expressed and open commitments are made, many people think this is it. That our work is done for this project is done. One day and that energy is now on auto-drive. The work indeed, is just beginning. The generative value of AI and how we maximize that value is crucial. Gervase Bushe in his research has found that this AI’s real power is in the ability to focus on the preferred future. He states “Rather than planning and controlling, leadership needs to look for any and all acts that move the organization in the desired direction and find ways to support and amplify those efforts. I call this tracking (looking for where what you want more of already exists) and fanning (adding oxygen to a small fire to create a blaze)” Bushe, OD Practitioner, Vol. 39, No. 4, pp30-35, 2007).

Change begins with employees and other stakeholders.  Engaging employees in the Company story, finding what makes them happy and fills them with gratitude.

The organization noted earlier in this paper will need to gain commitment from their employees to create a silo-less culture. How they begin this inquiry is crucial. What do the employees see as their preferred future? By focusing on the positive does not mean that you do not evaluate problems and take any actions necessary to fix them. To understand what gives employees gratitude, appreciation and happiness you focus on what they want more of? How can we do things differently? What actions will employees commit to?

Organizations that succeed know that it is not about the perks – it’s about the culture. These organizations support the whole person and the whole person is engaged in the organization. The organization is seen by employees and clients as a community.  Developing this type of organization is not a linear process but rather a meandering path that may have a few bumps along the way. Some tips for this organization and others who are seeking change:

Look at your culture: Do your employees live the culture? Do they have a belief in the organizational mission? Does the organization operate with integrity? Is learning valued in the organization?

Is there an emphasis on your most valuable asset – your employees? How is the whole balance of the employee viewed? Is management top-down? Flat? Does top management model the organizations values?

Are employees and stakeholders proud of the organizational mission? Does the mission speak of integrity, value and empowerment?

Organizations may or may not have the ability or skills to evaluate their effectiveness and their readiness for change. They may need advice on change management or how to facilitate dialogue through these changes by an experienced facilitator with a strong background in traditional organization development and Appreciative Inquiry. “AI can be generative in a number of ways. It is the quest for new ideas, images, theories and models that liberate our collective aspirations, alter the social construction of reality and, in the process, make available decisions and actions that weren’t available or didn’t occur to us” (Bushe).

Resource: http://www.gervasebushe.ca/AI_pos.pdf

Be Irreplaceable at Work

One can debate whether or not we are moving out of a recession; however, one thing that is certain – our current economy is centered on cutting costs. 85 to 90 percent of a business’ operating costs are comprised of labor expenses. As a result, companies minimize these costs by laying off employees.

For the workers that remain, job security is of great concern to them. Learn how to become indispensible at work. Below are some tips to build your personal strategic plan and maximize your value on the job:

Brand Yourself

Team BuildingOne of the best preventive ways to ensure you survive company downsizing is to create and market “your brand.”  Branding yourself is crucial when developing your personal strategic plan. The first step in creating your brand is reflection. Take time to define who you are and who you aren’t. Ask yourself questions like, “What sets me apart from my coworkers?” “Am I reliable?”  “Do people see me as trustworthy?” “Am I known for being responsible or a multi-tasker?” Write these attributes down.

Now that you have taken time to define yourself, use the adjectives or phrases that identify you and begin to live them. We live in a culture that is flooded with distractions; we are texting our friends, tweeting what we had for lunch, juggling emails, and updating our Facebook page. Amidst the onslaught of media and barrage of white noise, individuals that brand themselves and attract attention for their admirable characteristics (i.e. great listener, dependability) will have a decided advantage.

Be Excellent

Do you know what the biggest difference is between replaceable and irreplaceable employees? The answer is the employee’s willingness to go “above and beyond”. The work you produce should be excellent, not subpar. Never assume that someone else will pick up the slack. In times of downsizing, individuals will be proactive and will be looking out for their best interest. To be truly irreplaceable, you want to be the first person your boss turns to when he or she wants something done right the first time.

Take the Lead

Volunteer to take on new assignments and responsibilities that you are interested in or see being neglected. Taking the initiative increases your workplace participation and will put you far ahead of the competition and may earn you a job promotion or increase in pay. When taking on additional assignments and responsibilities, make sure they align with the company’s business strategy and whose outcomes will make a genuine difference within the company.

Honor Your Commitments

Prove that you are reliable. If you say that you are going to do something, you want your supervisors and your coworkers to know that they have nothing to worry about. It’s important to always inform others of what you are thinking, what you are doing, and what you have done. If you are unable to deliver what you promised, for whatever reason, it’s important that you communicate that to the stakeholders involved as soon as possible. Take ownership of all of your responsibilities. Luke Kreinberg, a career coach with San Francisco’s Work In Progress said, “You might disappoint, but if you take ownership for things that go wrong as well as things that go right, you will only strengthen the sense that people can trust in you.”

Be Positive

Attitude is everything.  If you constantly berate yourself with negative thoughts or fear of failure, your actions will begin to reflect what you think or feel. Project confidence, enthusiasm, and optimism in the work or projects you work on. You will notice that people interact and respond well to individuals who display positive and enthusiastic attitudes and will become contagious. If you ever feel overwhelmed or stressed, just take a deep breath and think of all the things you have to be grateful for. Positive outlooks correlate with increases productivity and efficiency within the workplace.

Learn to Adapt

We mentioned earlier that employers are looking for employees that go above and beyond their job description. If someone asks you to do something that you don’t think is your responsibility, do it anyways. Never say “that’s not my job”. This will not resonate well with anyone and will prevent any chances for you to grow in the company. When asked to do something, perform the task with pride. Consider everything you do to be valuable to the company – regardless if the task is or isn’t part of your job description.

Understanding Company Politics

Being sucked into company politics can be like playing with fire; however, if done correctly can be a strategic career move. When you are at work, look around and observe the dynamics in your environment. Ask yourself, “Who’s respected?” “Who’s not taken seriously?” “Who’s connected?” Try to immerse yourself in the culture of the fast-trackers at work. Emulate their actions, such as: arriving to work early, asking questions, volunteering for projects, etc. A great way to grow and succeed in a company is to hook up with the winners who are climbing their way up the corporate ladder.

Know Your Market

Demonstrate interest in your work. Companies often seek input from their employees and may offer bonuses to individuals who submit great ideas. It’s important that you know your company’s competitive advantages in relation to its competitors and be aware of any upcoming trends in your company’s industry. Knowing this information will allow you to generate ideas that may make your company more efficient, profitable, and competitive. Reading newspapers, blogs, magazines, trade publications, etc. is a great way to learn of what’s going on in your company’s industry. We also suggest signing up for industry-specific websites; many of them email newsletters that contain articles that may be relevant to your job, your company, the industry, etc. Social networking sites also prove to be a useful tool in researching industry trends. Social networking sites, like LinkedIn, a professional networking site, is a great place for professionals in all industries to learn and network from one another.

Demonstrate Leadership

discussion-groupGreat leaders are irreplaceable, but what makes a great leader? Leadership is not a one-time decision, it’s an everyday discipline. Heard the saying, “practice what you preach”? As a leader, people will watch and evaluate how close your actions match your words. Leading by example will earn you the respect and loyalty of the people in your organization. A good leader also recognizes and gives praise to individuals whose performance aligns with that of your organization’s mission and values. Recognizing people’s accomplishments increases morale and sends a message to others about what you, your team, and your company deem important.

Demonstrate your leadership skills by volunteering to head projects – big or small. When you and your team are able to deliver exceptional results, it looks good to everyone that was involved in the project, especially the leader – you. When you are consistently successful at leading a team, you will have demonstrated to your boss that you have the charisma to foster individual growth and morale within your team.

Continue Learning

Invest in yourself and your career. In today’s rapidly changing environment, it’s important that you take the necessary steps to ensure that you will be irreplaceable in the future. As companies merge, management changes, everything is redefined – meaning you will have to quickly adapt, which may require skills that you don’t currently possess. Take time to identify key positions within your company – positions you feel would give you extra value in the company. Enroll in seminars, workshops, or trainings that will provide you new tools or skill sets. Increasing your portfolio of skills, as well as engaging in a broad-range of experiences, can be your strength and will increase your value within the company. As your skill sets grow, share what you have learned and become a viable contributor to your company.

Be an Effective Team Player

An effective team player encourages and motivates its team to success. Come to team meetings prepared with information, ideas, knowledge, and experience that will be beneficial to the team to get the project done. Being an active participant in team meetings will encourage others to contribute their own ideas and thoughts. During group discussion, it is important that you are able to receive criticism without becoming defensive. Practice active listening by acknowledging, comprehending, and considering thoughts and ideas of your team members without interrupting. To encourage good dialogue, a good rule of thumb is to listen first and speak second.

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Resources

All Business: A D&B Company. Black Enterprise, 1 Jan. 1993. Web. 21 July 2009. <http://www.allbusiness.com/specialty-businesses/minority-owned-businesses/349520-1.html>.

Lindstrom, Martin. “How to Be Indispensible at Work.” Parade 12 July 2009: 14-15. Print.

“Ten Qualities of an Effective Team Player.” Dummies.com. Wiley Publishing, 2009. Web. 6 Aug. 2009. <http://www.dummies.com/how-to/content/ten-qualities-of-an-effective-team-player.html>.

Ten Tips: Becoming a Better Leader. MindEdge Learning, 20 July 2007. Web. 24 July 2009. <http://leadership.atwork-network.com/2007/07/20/ten-tips-becoming-a-better-leader/>.

10 Ways to Become Indispensible at Work. Woman’s Day, 14 July 2008. Web. 21 July 2009. <http://www.womansday.com/layout/set/print/Content/Money/10-Ways-to-Become-Indispensable-at-Work>.

Cheri Torres

Cheri-Torres1

What might be possible if community and organization members were fully engaged and using their strengths to collectively achieve shared visions?

This is the question that motivates Cheri Torres and has her focused on collaboration. Given current global challenges, Cheri uses strengths-based organizational design practices to help clients respond effectively to increasing levels of complexity in their environments and growing demand for innovation and change. Her strategy is to expand collaborative capacity in communities and organizations using Appreciative Inquiry, Sociotechnical Systems Design, and Experiential Learning.  She does this by partnering with her clients to intentionally design workplace environments, multi-stakeholder conversations, organizational systems and individual and team training to maximize value for all stakeholders.

Her experience has taught her that systems and events that are intentionally designed for collaboration elicit our inherent collaborative capacity, regardless of our differences in background, views, or values. Expanding that capacity through lessons and intentional practice leads to increasing competence in thinking and working together with joy and creativity, resulting in sustainable innovation and ever-evolving excellence.

Cheri believes people are capable of extraordinary contributions when given the opportunity; consequently, she works with organization and community leadership to design for full engagement, and she provides strategies for people to expand their capacity to take advantage of new opportunities.  Her training and coaching programs are uniquely designed for immediate and long-term impact, focusing on changing workplace practices rather than people.

Cheri has worked in education, healthcare, manufacturing, service industries, government, military, and community services thoughout the United States as well as in Mexico, Canada, Ireland, and Great Britain. She has trained thousands in the practice of Appreciative Inquiry and Experiential Learning and she has authored or co-authored numerous articles and books, including Dynamic Relationships: Unleashing the Power of Appreciative Inquiry in Daily Living, The Appreciative Facilitator, and From Conflict to Collaboration. In 1996 she co-designed a patented, award winning, innovative portable challenge course training using Appreciative Inquiry, which is used in hundreds of schools, community youth programs, military training programs, and corporations around the world.

Cheri holds a Ph.D. in Educational Psychology with a specialization in Collaborative Learning from the University of Tennessee. She also holds an MBA, a Masters in Transpersonal Psychology, Level II certification in Spiral Dynamics Integral, and training in the Sociotechnical Systems Design Process.

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Specialties:

  • Appreciative Inquiry
  • Appreciative Process
  • Collaborative Decision Making
  • Communication
  • Conflict Resolution
  • Leadership
  • Learning Styles
  • Management Development
  • Myer-Briggs Type Indicator (MBTI)
  • Service Learning
  • Team Building