7 key leadership learnings to help you to thrive on the challenges of change

© Ian Berry All rights reserved worldwide

7 key leadership learnings

to help you to THRIVEon the challenges

of changeMaverick Thinking - Changing What’s Normal - Better Business Results since 1991

www.ianberry.biz +61 418 807 898 [email protected]


This September 2014 edition of my Changing What’s Normal strategies and tactics newsletter is in 7 sections.

At the end of each section are Possible ActionsYou can take.

When deciding on your actions think Quantum Leaps.

Maverick Thinking - Changing What’s Normal - Better Business Results since 1991www.ianberry.biz +61 418 807 898 [email protected]

Common misconception: A "quantum leap" does not

mean a big jump, even though many people use it that way. In fact, it's an infinitesimally small change, but the key is that it's a direct jump from

to



Here

There

Change championsare experts at

taking quantum leaps


1. It’s not about You. Yet it is!2. Every human being is uniquely gifted. Enhancing people’s gifts is the number one role of leadership.3. Helping other people achieve what’s important to them is the simplest way to achieve what’s important to you.4. Solving society’s problems is the purpose of business.5. There’s two sides to every coin; finding the relationship harmony point between the two is what matters.6. Culture is King and change leadership is Queen.7. All great leaders are change champions.

Leadership isthe art of inspiring people

to bring everything remarkablethat they are

to everything they do.


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Leadership faltersand usually badly

without management.


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Management isthe practice of making

it simple for peopleto bring everything remarkable

that they areto everything they do.


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#1. It’s not about You. Yet it is!



of change

The servant-leader is servant first… It begins with the natural

feeling that one wants to serve, to serve first. Then conscious choice

brings one to aspire to lead.

Robert Greenleaf in "The Servant as Leader", an essay that he first published in 1970.


The concept of servant leadership was around long before Robert Greenleaf

The king [leader] shall consider as good, not what pleases himself but what pleases his subjects [followers]. The king [leader] is a

paid servant and enjoys the resources of the state together with the people.

Chanakya 4th century BCE


A great paradox is at work.

To serve others we need a high degreeof self-awareness, otherwise we can be

blind in our awareness of others.

In my view self-awareness is the number 1 people/leadership skill. Awareness of others is number two.


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The greatest competitive advantage in business and life is self-awareness.

Scott Belsky @scottbelsky

Possible actions You can take

1. It’s OK to ask What’s in it for me? (WIIFM?)Servant leaders maintain a harmony between WIIFM and asking others What’s in me for you? Could You be more about others and less about You? What action will you take?

2. What can you do in the next month toa. Become more self-aware?b. Increase your awareness of others?



Here

There

Where are you?Where do you want to be?

What quantum leapswill you take?

Do Your Work


#2. Every human being is uniquely gifted. Enhancing people’s gifts is the number one role of leadership.




of change


Always remember that you are absolutely unique. Just like everyone else.Margaret Mead


The number one role of leadership

is to enhance people’s gifts (talents),

your own, and those of the

people around you.


In this great book authors Bill Conaty and Ram Charan state:

Talent will be the big differentiator between companies that succeed and those that don’t. I couldn’t agree more.They also state:Talent masters understand the subtletiesthat differentiate people.andThe enlightened CEO recognizes that his top priority for the future is building and deploying the talent that will get it there.

How enlightenedare You?


1. What are the key components of your talent leadership and management system?On the next slide are my thoughts.



2. Do you also have a system that is specifically about enhancing people’s gifts?Consider mine if you don’t. See next slide. My Enhancing Their Gifts System is matters to master about change in a box (or online) made bespoke through No BS Mentoring.



www.ianberry.biz/what-i-do/enhancing-gifts-system


You can access my systemthrough joining my

Options begin for as small an investment of just $165.

Find out more atwww.enhancingtheirgifts.org/maverick-thinkers-studio-membership-options/


3. What tools do you use to help you to identify people’s gifts (talents), both your current employees, and when you are recruiting?

is the best tool I’ve come across. Contact mycolleague Mike Lowe to find out more atwww.discovertheother.com.au or call Mikeon +61 435493545



4. Read these two books by Ken RobinsonAll the exercises in Finding Your Element recommended



Here

There



Do Your Work


#3. Helping other people achieve what’s important to them is the simplest way to achieve what’s important to you.




of change


Your employees don’t careabout your business goals.

Not relative to their own goals. Help your employees achieve

what’s important to them. Then they’ll help you

achieve your business goals.



1. At least once a year ask your employees about their aspirations. Help them to document 90 day plans about how they will achieve their aspirations with your help.


Such 90 day plans only need to be one side of an A4 sheet of paper. On the other side help your employees to document their piece of your strategy execution plan.If’d you like an example of what these 90 day plans look like email [email protected] and I will send you mine.



Strategy islike a compass

Execution is like a

quilt map(every employee

must have their piece) www.ianberry.biz


When you’re employees

have their pieceand they get that achieving theirown aspirations

is integral,significant liftsin performance

result.

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Providingyou become anexpert in having appreciation and

accountabilityconversations

with your employees,and they with each other,

every dayabout their 90 day plans


Here’s the first of 45 such conversations that I teach my clients

Ask how’s things going?

+ responseAsk How does that make you feel? (silence)Respond Great, Brilliant or whatever is appropriateThen ask, Any other areas I can help you with? (silence)

- response

Ask What happened? (silence)Then Ask What do you need to do to get back on track? (silence) Then Ask Is there anything I can do to help you? (silence) Then Ask Anything else? (silence)


Action 2.How could you and your people

do better at having such conversations?


People don’t wantto be appraised,

they want to be appreciated.We need to end

everything to do with performance appraisals.

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3. Before you hire a new employee or promote someone ask them about their personal aspirations and discuss how achieving them is a key part of their new role.


Here

There



Do Your Work



#4. Solving society’s problems is the purpose of business.



of change


I am currently studying this book.

It provides a compelling argument

and gives great examples that

the premise is true.


Some really innovative companies

have solved problems

we didn’t even know we had!


The BIG questionsthough are:

what problemsare you solving?

and how are you making a difference in the communities

in which you’re operating?



1. When was the last time you surveyed your customers and asked them about their challenges/problems and followed up on their answers with solutions? Now is a good time!

2. At all the key transaction and interaction points your customers have with your business, how empowered are your employees to “fix things” on the spot?Not as much as they could be I suspect. Time to make changes.


Please allow me to survey You

What challenges/problems are keeping you awake at night?

Please email your thoughts to [email protected] the subject line What’s keeping me awake at night.


Here

There



Do Your Work



#5. There’s two sides to every coin; finding the relationship harmony point between the

two is what matters.



of change


AspirationsAppreciation Accountability

We’ve already looked at two sides of one coin and what keeps the two in harmony


?Leadership Management

Possible actions. 1) What keeps leadership and management in harmony for you?


Peoplefirst;

Systemssecond

Leadership Management

My answer would be


?Personal Business

Possible actions. 2) What keeps personal life and business life in harmony for you?


Personal Business

My answer would be

1. Self-awareness2. Family3. Friends

4. Business



3. What other opposites do you need to find the relationship harmony point between?


Here

There



Do Your Work



#6. Culture is King and change leadership is Queen.



of change


Cultureis King.

Change leadershipis Queen.

Check out my June 2014 article about this atwww.ianberry.biz/complimentary/


Strategy and executionare servants of cultureand change leadership

Strategic planning like change managementand people management are oxymorons!


Culture is often described as “the way we do things around here”

In my article ‘Culture is King and Change Leadership is Queen’ I suggest 3 special ways to ensure culture is King. One of these ways is to invest time, energy and money every day in ensuring shared-view.

Yours Ours Mine

The three worlds and the immense power

of shared view

Real leaders don’t compromise. They do co-promise

© Ian Berry 1990-2009


Change Champions are brilliant at discovering and maintainingshare-view about

where you are (reality)where you're going (possibility)why you're going there (purpose)how you will get there (strategy)who will do what and when (execution)how you will know you’re on track(milestones and lead measures)how you will behave along the way (values)



In each of the critical areas of shared-view outlined on the previous slide, where are your gaps? What will you do to close your gaps?


The more you have shared-view, the more what your employees are feeling, saying and doing when you’re not there, will be

what you want and need.


Here

There



Do Your Work



#7. All great leaders are change champions.



of change


Regardless of yourproduct/service

you’re in thechange business

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Mastering how you respond to and create change

= Success in your business

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To thriveYou need

change championseverywhere

in your business

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My clients are the 1 in 100 who believe that

All change ispersonal first.

Relationship changeis second.

Organisational change isa distant third.


The 99 when they talk about changewhat they really mean iseveryone else changing

and not them.


The Law ofthe Farm

Fertile Ground

Ploughing

Seeding

Nurturing

Harvest

ChangeYourself

Intention

Feelings

Thoughts

Actions

Outcomes

Change YourRelationships

Contact

Connection

Common-ground

Commitment

Continuity

Change YourOrganisation

Maverick thinking

Gift enhancement

Shared-view

Quilt conversations

Better results

You can watch a 5 minute summary video about the above at www.ianberry.biz



Change Champions play 8 roles remarkably well

Maverick ThinkerMaestro of gift/talent enhancement

Mentor for the Motivated/ Disrupter for the demotivated

Magnifier of MagnificenceConnoisseur of Candor

StoryTeller of SignificanceExemplar of Execution

Disruptive influence for good

How well are Youplaying these roles?

A keycharacter trait of

change championsis thinking like

mavericks.


Mavericks - rebels, radicals, dissenters, disrupters, heretics, non-conformists, contrarians,

the label doesn’t matter,think differently.



Here

There

Maverick thinkingwill lead you to

your best quantum leaps.


Maestro of gift/talent enhancement

mastery of seeing people as they can be rather than as they are and helping them bring their best to their work.


Mentor for the motivatedand Disrupter for the demotivated

continually preventing and removing barriers in the way of optimum performance and letting people loose within agreed boundaries.

mastery of accountability conversations.


Magnifier of magnificence

Continually catching people doing things right and doing the right thing.

Mastery of appreciation conversations.

Co-creating a culture where people feel valued, fulfilled, and loved.


Connoisseur of Candor

Saying what you mean;Meaning what you say;Speaking up - Speaking out; Being vulnerable by naming elephants in the room.


Storyteller of Significance

Inspirational sharing of stories other people feel themselves in about what is and what could be and how to go there.


Exemplar of Execution

Knowing and owning your piece of the quilt map and achieving it.


Disruptive influence for good

Being willing and able to disrupt the status quo when same is no longer serving and change what’s normal,for the good of people and our planet.



From what you feel and know complete the diagnostic on the next slide and decide on actions you can take to move to remarkable.

You are most welcome to contact me for a complimentary 1:1 conversation.


Coming soon

Join the conversation atwww.ianberry.biz/change-champions


Here

There



Do Your Work




Pioneer in 5 transformational change leadership and management tools

Strategy in a sentence

Execution on a page - personal and business

Shared-view Candid conversations

+ expert in linking living values, delivering value, feeling valued.


simplify strategy so that

everyone gets it

co-createa culture of

candor and trust

enableappreciation and

accountability conversations

to be integral to daily work

ensure your strategy

gets executed

develop behavioursthat mean

your values become virtues

These 5transformational

change leadership and management tools make it

simple to

Maverick Thinking - Changing What’s Normal - Better Business Results since 1991


www.enhancingtheirgifts.org Click on Joining Options

7 key leadership learnings to help you to thrive on the challenges of change

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