Matt Cartwright, consulting, coaching, facilitation - Professional Facilitator - Matt Cartwright

SHIFT HAPPENS...JOB CUTS and More...

29/8/2012

SHIFT HAPPENS

“If we don’t shift our intention, direction and action we will end up where we are headed”

SHIFT HAPPENS. So… start accepting it. Let go of trying to stop the change or slow it down. There are likely to be 7 billion other similar stories just like yours, they just have different characters and plots but the same underlying message. Everyone you talk to is sick of change. One approach is to be more effective rather than be affected by it.

Are you working in a stuck or non-stuck environment? If not….get yourself into a Teflon Team. Stop sticking to old habits, old processes, old teams, old whining and shift. There is a lot of bad press around the economy, job cuts, poverty, famine and war. It is serious, so get serious and SHIFT into gear.

Use all the gears to leverage your mindset and workplace to where it needs to shift.

In many facilitation exercises we talk about the current and future state, the important bits are in the middle…”the action state”…or the “shifting state.” The shifting state delivers targeted action, lots of it and regularly. Guess what? SHIFT happens. Most if it starts within the mind then shifts into behaviour.

“SHIFTING” is what I coined some time ago. It’s a deliberate process of shifting thoughts, behaviours, attitudes to develop a more adaptable, resilient and optimistic view in a shifting world. It’s a holistic process that deals with complex systems and aims to understand and respond to them with more agility and sustainability.

STRAINING…..Have you noticed how workplaces over-process, over-engineer, over-produce, over-change and over strain? It’s time to get over it…don’t you think?

UNDERSTANDING YOUR SHIFT

Whenever we change one type of behaviour or situation, we are losing as well as gaining something. In order to sustain real and lasting change in the workplace we need to change ourselves first. Everyone can shift. Shifting is challenging and requires effort but not straining. The juggling act is “knowing,” that is, knowing not to get caught up in everyone’s emergency, urgency or dramas. Of course we must balance what’s important and necessary. How you view or feel about a situation is always your choice.

So…SHIFT YOURSELF to think and do what matters most. Be more effective, be lateral, be creative, be a SHIFTER. Don’t get caught up in the change, we have limited influence and control over what people decide to change in the workplace but we can shift our focus.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Tackling the Elephant in the room in 10 quick easy steps

4/3/2012

Tackling the Elephant in the Room in 10 Quick Easy Steps

First principle, is not to shoot the elephant....that hurts and is unkind and morally wrong
Second principle, it takes courage and heavy lifting
Third principle, empower the group by holding them to account
Fourth principle, keep going

Okay its a common mistake not to address the elephant in the room.....I've been there and done that. I still see it being done by senior people who have influence and power.

I can't help myself, what a waste of time for everyone if we don't address it....Of course it needs to be done with sensitivity. Please share this with people who need help managing Elephants.

10 steps to help you... lets go!

Step 1. Ask permission to offer feedback.
Example: "Ok, I want to stop this meeting now and give you some input, I hope that is okay….I think the group would benefit from hearing my observations. . . is that OK?"

Step 2. Describe specifically what you’re observing
Example: "During the pre-prgram meetings I held with over half of you, the issue of some people not pulling their weight was mentioned by everyone as the most serious problem facing this team. We have been talking about team problems all morning and no one has mentioned this issue."

Step 3. Tell them about the direct impacts of their actions.
Example: "Since the issue of people not pulling their weight has not been mentioned, there's a good chance that these current discussions are not going to resolve your most serious team problem."

Step 4. Give the other person(s) an opportunity to explain.
Example: "You're telling me that this problem is not being discussed because it’s too sensitive and people are concerned about offending each other is that right?”

Step 5. Draw out ideas from the other person(s).
Example: "What do you think we could do to make it safe so that this issue can be discussed? What guidelines do we need to create to make it safe?”

Step 6. Offer specific suggestions for improvement only when necessary.
Example: "I think the guidelines you have come up with are excellent. I'd like to add a few ideas about how we can tackle this with sensitivity, they are only ideas."

Step 7. Summarise and express your support.
Example: "I want to thank you for being willing to tackle this tough issue, I appreciate your effort, thank you."

Step 8. Review.
Example: "I'm going to stop the meeting in about an hour and check with you to see if we are now tackling our real problems and if the guidelines we set are working."

Step 9. Reflect.
Reflect on the process of how you managed yourself, what did you learn about your faciliation, what might you change next time?

Step 10. Reward.
Give yourself some positive praise for tackling the Elephant in the room, that's your job as a facilitator, manager or leader.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Karpman Drama Triangle is Alive and Well in Projects

29/2/2012

Karpman Drama Triangle is Alive and Well in Projects

Blog Warning. You may find out something about yourself and….I had trouble keeping to a word limit on this post. I’m not apologizing, it’s just a warning.

I was witness to a memo today, only because of the high level of distress it caused in a colleague of mine. A classic all time smoke and mirrors job. Old school style really, but you still see it. The recipient’s names were not even attached, they were referred to as positions not people, no use of their personal names, and their position titles were incorrectly identified. “A Classic” and it was written by..... "Ahhh, I’m not going there….I don’t play those games"

It was unclear, it had no alignment to strategic or operational priorities and showed no concern for the welfare of this high performing and autonomous team. There was absolutely no respect or regard for these professionals or their work contribution. It was old school management operating in a contemporary paradigm.

So why do we still see this? Well let’s just say that in this case that person has been in a very senior role for a long time. You have to wonder why have they being perversely incentivized. That is, bad behaviour gets rewarded.

Do you know what I mean?
Have you seen it?
Have you experienced it?

That’s right, these behaviours physically wrench the guts out of people. This negatively impacts on their personal lives and reduces performance, productivity and finally results in resignation. This then costs the customer in the long term.

In discussion with my colleague, it was easy for me to be hooked into the saviour role, her level of distress was genuinely warranted. At a deeper level, it appeared like she may become the victim, the CEO was the bully and I began to assume the role of rescuer. But wait there is more…. I had no life jacket ….no rope….and no real desire to be taken down as well.

On this occasion, my role was to validate her feelings, express concerns about the situation and help her focus on what she had power, influence and control. It seems a little non-empathic, but it is reality. High performance people don’t hang on to negative people. You have 2 choices, stay or leave.

In the corporate, government and small business world poor management practice still exists and will for a long time yet to come. I’m being upfront. It is. Look at the behaviours of our officials in government. Look at what goes on in the tea room/coffee shop or smokers shack at work. What gets said?

Simply covert and overt bullying and conflict is not managed well.

Project teams are at enormous risk. People move from project to project and business to business.

One thing that you must understand is this. You must understand the interplay. If you don’t, you will be played, and the injuries and losses aren’t pretty.

The Karpman Drama Triangle was originally conceived by Stephen Karpman and was used to plot the interplay and behavioural moves between 2 or more people in conflict. I suggest you read his work.

The most common office and project team game that I observe is the game called the "Dysfunctional Triangle". There are three players: the Victim, the Persecutor, and the Rescuer.

What makes this dysfunctional triangle game interesting is that everyone changes roles.

In fact this model is used to describe bullying in schools and to help kids change their behaviours. This model is also used in domestic violence counseling. The paradigm has enormous merit.

I have taught this model to most of my clients and teams. Why? So I empower them with the knowledge and self-awareness to regulate their own choices. I am a great fan of those who accept ownership, accountability and responsibility. They are inspiring and admiring qualities.

I guarantee, we have all played the roles at some time in our work lives…. if you’re upfront with yourself. I hope that most of you recognize it. Your job as manager or leader is to ensure others understand the triad. Spend a good half an hour with your team on it. Refer them to this post. Get them talking about it.

Drive them, enable them, empower them…..

When I was managing projects I often discussed this model in the early days when people start whining, criticizing or defending others.

Below are typical statements, I’m sure you have your own examples. If you’re part of the conversation, you could be part of the triangle. Triangles are reinforced by the three sides.

THE DYSFUNCTIONAL TRIAD

Victim           ("it was better under the old regime or project")

Persecutor    (someone representing the cause of the Victim's apparent misery. ("Just do it!" You are being moved regardless), insensitive ("I don't care if…..)

Saviour         The Saviour expresses concern ("yes, I know, I know,”), offers help ("I'll finish the job for you, it’s awful what they have done, they shouldn’t do that), and is the go-to person for everything, often and also known as the rescuer

The key is to be aware and not play the game.

Think about how this might occur in your work area.
What is your preferred role?
When does it change?

ACTION

By actually talking action you get closer to what you really want in your work life.

What roles do you play work?
What roles do your team members play?
Who are they?
What behaviours need to stop?
What behaviours need to start occurring?
What behaviours will you change in yourself?

Remember if nothing changes…. nothing changes

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Secrets and 10 Tips for Managing Team Resistance

16/2/2012

10 Secrets and Tips for Managing Team Resistance

“If we do not change direction, we are liable to end up where we are headed” (Whitmore, 2006)

In my experience I’ve seen resistance, I’ve been resistant…….it always manifests with two forces at play, pain and pleasure and not much in between, except all the collisions between getting on board and getting off the boat.

We all know that resistance may be a sign of a loss, not enough information, lack readiness for change, therefore allow more time.

Two reasons for employee resistance, well there are more than 2, but they can be summarised here.

A lack of awareness about the change
Comfort with the ways things are and fear of the unknown.

Change is difficult…. Whenever we change one type of behaviour or situation to another we are losing something as well as gaining.

My research shows this loss can be difficult to cope with, no matter how unhelpful or productive the behaviour we are leaving behind. In order to sustain real and lasting change in the workplace we need to change our thoughts, feelings and behaviour. That is the challenge and resistance may be a symptom of it. Good news…there is a treatment for most anyway.

12 Reasons why employees resist change, in case you forgot

Past experience of change management failure
Lack of leadership
The individual's personal predisposition to change
Surprise and fear of the unknown
Climate of mistrust
Fear of failure
Loss of status and/or job security
Peer pressure
Disruption of cultural traditions and/or group relationships.
Personality conflicts
Lack of tact and/or poor timing
Not seeing the benefits

10 Tips to Manage Resistance
I’ll get to the point, as I know that you are eager to know the secret to managing team resistance.

Do change management right the first time
Expect it and plan for it
Address it formally and informally
Identify the root causes and remove, transfer or accept them
Engage the “right” resistance managers
Accept and understand it's about information, do not make it personal
Engage on matters of importance and significance to them and you
Make a change management plan, don’t make it up as you go
Engage the right leaders
Understand and prepare that people go through phases of change and resistance

BIG POINT, don’t label people resistant, you may not have provided them with enough information…..

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

50 Ways to Build Workplace Trust

15/2/2012

Inspiring Trust Behaviours, 50 Agreements from Team Facilitation's

Be accountable
Be responsible
Be congruent
Be adaptable
Be responsive
Be competent
Be honest
Be ethical
Be compassionate
Be open
Be on time
Keep relevant
Examine your motives
Talk straight
Demonstrate respect
Create transparency
Right wrongs
Show loyalty
Deliver results
Get better
Confront reality
Clarify expectations
Practise accountability
Listen first
Keep commitments
Extend trust
Create a trust action plan
Treating all others with respect, courtesy and appropriate confidence
Value each other’s background, experience and diversity
Keep each other informed, passing along information accurately, openly and consistently
Speak well of others, avoid gossip and behaviours which may harm others
Respect organisational values, goals, structure and roles
Speak openly and positively about their work, the organisation, and the future rather than negatively or with cynicism
Focus on the main issues and goals, not getting sidetracked by differences in details
Raise concerns, criticisms, and conflicts openly, and discussing them respectfully
Do what you say you are going to do and build credibility by doing so
Talk in terms of “we” instead of creating “us and them” culture
Recognise others when they have done something positive or different
Take responsibility for your actions/behaviour rather than making excuses or blaming others
Take care when providing feedback; do so in an appropriate time and place
Collaborate on important issues by seeking out others’ opinions and expertise
Show your human side and do not hide mistakes
Show respect to others by understanding that they have a stake in the organisation’s future and success
Listen to others and ask questions if you do not understand or agree; appreciate and value others opinions and say so
Own your area of responsibility and make efforts to improve the environment to make it function successfully
Avoid withholding information
Speak truth not UNtruth
Role model trustworthiness
Say sorry
Forgiveness I trust this helps you....

Journey well.
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008-12

Managing Change in your Workplace

15/2/2012

Managing Change in your Workplace

Greetings across the ether...I hope that you have had a good week. If not, this might be for you.

Are you change fatigued, guess what... its normal....but there are some processes that are just more effective than others. I'd like to help you on your journey.

I just wanted to share some info about change that may be of help. Please pass it on as you see fit.. and “Be the change you want to see in the world”

The pressure of work and juggling life is well upon most of us now. Whilst working with teams and change managers I’m becoming more concerned by the impact of change on teams. I ‘m seeing resistance, negativity, team conflicts, budget overruns, staff turnover, poor morale, lost customers and sense of helplessness. It's not all doom and gloom out there, many teams thrive effectively.

Change management isn’t rocket science but it’s a challenge.

I’m seeing many clients with issues of inability to embed, sustain and spread the change. One of the problems is that readiness for change processes have lacked enough consideration, planning and management. Also lack of sustainability for maintaining the change is problematic.

I just had to share one of the most effective constructs for managing change...an oldie but a goldie.....

It comes from John Kotter’s book, The Heart of Change. Kotter is one of the leadership and change management gurus and well respected Harvard Lecturer. I am sharing this info as I use this approach along with many others and with my clients and they get excellent results. This might save you and your team frustration down the track.

If you want to talk about change in your work place, review a change management program, or you need assistance please feel free to give me a call. We have a number of best practice change programs to assist teams deal with change and expertise to facilitate and coach change leaders.

Change will happen, its how transformational that you want it to be.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

From John Kotter's book, The Heart of Change, summary of key points that I like most are:

Increase urgency - inspire people to move, make objectives real and relevant.
Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels.
Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications, make technology work for you rather than against.
Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements.
Create short-term wins - Set aims that are easy to achieve – in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.
Make change stick - Reinforce the value of successful change via recruitment, promotion, and new change leaders. Weave change into culture.

Leadership and the influence on organisational learning and training

15/2/2012

Leadership and Influence on Organisational Learning and Training

I was in a forum this week about leadership influence and training. I thought to myself.... leadership is not a separate role, neither is training a separate function. Leadership and growth rests within all of us, everyone's responsibility, there are too many many dis-empowered workers out there, lead up, down and lead across or lead yourself out of there.

My best organisational learning experiences always came from elected leaders who bleeped me off, I find new ways of learning generally outside the organisation.

Nelson Mandela once stated that the trick of leadership is allowing yourself to be led..... and a sign of wisdom or effective leadership is persuading people to do things and make THEM think it was THEIR own decision. Apply this to the role of a trainer.

Imagine if employees no longer needed that guidance in the training scene, rather they were empowered to guide themselves?...is this possible? Again, apply it to the concepts of leadership, training and learning transfer.

Ultimately 'empowerment' is simply increasing the decision-making options or discretion of workers. Empowered employees have greater authority and responsibility for their work than they would in more traditionally designed organisations. Empowerment generally enhances their motivation, allows them to be more adaptive and receptive and minimises bureaucratic hurdles that slow action and learning transfer.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Making Decisons in Uncertain Times

15/2/2012

Making Personal Decisions versus Decision Dramas

Okay most of us are faced with personal and work based decisions that from time to time are tough. Yes me too, I''m not superman.

Here are some typical possible decision scenarios in a day

Will I change jobs, sack the boss, or take a vacation???
Will I buy the new car, lease or hold onto the current one???
Will I buy that new laptop???
Will I invest in staff training?
Will I, will I, will I, oh know its too much......
What will happen if I make the wrong decision???
Will I leave work early to be home with the kids?
Will I sort out the project team mess or leave it a bit longer until the next meeting?
Will I change our business processes this month or leave it a bit longer?.....And the rest of the day is filled with them, right! you bet ya.....they are.

“Your decisions influence your actions to either avoid pain or move toward pleasure”

It’s your life, are your decisions helping you achieve more of what you want from it?

Making decisions for many people is a struggle. “What will I do here, What will happen if I don’t do it, how wilt this effect me or others, if only I knew what to do, it isn’t fair, I’m stuck, what do I do and so it goes on until one day the opportunity has passed by or they get there but it hasn’t exactly been easy.

There are many decision making tools that you can use, but the simple and effective approach is often overlooked especially to personal decision making.

So how do you make better decisions? The secret lies within how you think, what you do and how you interpret your world. What references you attach to your decisions makes the difference, for example:

Decide to have a holiday versus decide on want to have a holiday. The first approach decide to have a holiday gives direction and action, whereas decide want to have a holiday is a preference which may not result in action or commitment. The pain might be saving more money which means less time with friends in the short term or the pleasure might be relaxation, meeting new people and seeing new places.

What I have learnt is the the key to effective decision making is to maintain your motivation and to see yourself moving in the direction you want to go and what benefits you will experience. I also know from my neuroscience research that brain likes pleasure, so make decisions pleasurable not painful.

Decision Points, Read and Take Action...It Helps.

Decide to have versus decide on wanting to have.
Action focuses you on direction.
Take consistent action to achieve more results.
Making good decisions requires practice, the more you make the more the energy you get, the more likely you learn how to move toward what you really desire.
Decide what to focus on.
Ask yourself what does this mean to me?
Ask yourself what do I do now?
Take massive action.
Notice what is working and not working.
Change your approach until it works.
Stay flexible but committed.
Link pain or negative consequences for not taking action.
Link pleasure and positive consequences for taking action.

“Fear of failure is created in our minds, so are dreams and realities”
“Coaching helps you make decisions and reach your goals faster and more effectively. You can always achieve more from life and work, just contact me at Inspiring Results to find out how.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

I've got some attitude and you're about to get it

10/2/2012

I've Got Some Attitude and You're About to Get It...

This week I've seen and heard it again..... How do I motivate my team, I'm not motivated, he's not onboard with us, she has a major attitude problem, you get the picture....

I ended the working week with an evening class, Friday night in my case, yes I do have a life but I am also am committed to my own professional development, after all I am a student of life.

Here are just some thoughts on attitude, I have done a lot of work in the attitude arena, and my biggest test was working with teenage mental health clients with serious behavioural and emotional problems... oh yes, my attitude sure got some working out.

5 Tips on Attitude Adjustment

Note, you can not change others attitudes, that's not your job, let go... and work on yourself first, then when you have mastered that, do it all over again

1. What you focus on is what you get
2. If you think you can't you won't
3. It's not whether you get knocked down, its whether you get back up
4. If you think you are beaten you are
5. If nothing changes, nothing changes

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Develop a Culture of Candor or Develop a Culture of Cancer

10/2/2012

Develop a Culture of Candor or Develop a Culture of Cancer

How often is the quality of open and honest expression lost in your workplace?

How many times have you wanted to have the hard conversation but shied away?

Or, when you did have the conversation the other person retreated into a helpless victim role and avoided responsibility. The result being deeper trenches and longer battles.

With political correctedness, codes of conduct, legislations and laws we may have developed a cotton wool culture or culture of uncertainty and powerlessness. Although we need external boundaries for order, people have gone the other way avoiding the issues in fear of reprimand, reprisal, rejection and retribution.

Lack of candor feeds corporate cancer by infecting it with cynicism, contention, competition, conflict, contention, comparison and childish tantrums. The result being a paralysis of truth and expression. Without expression we lose power, creativity and innovation. Our work places lose community to problem solve and move beyond mediocrity. The result, poor performance.

Imagine your workplace communication being open, frank, honest, truthful, free from bias, fair, impartial, accountable and upfront. It would be kind of nice, wouldn't it?.

What would change?
How would workplace relations differ?
What might improve?
What would happen to morale and job satisfaction?
How would it affect the bottom line?

What can you do? Candor starts with you. Work from the inside out.

Try these ideas, share these ideas, pass it on, use it as a 10 minute discussion topic for your next meeting. The following is taken from. A Culture of Candor, O”Toole and Bennis, Harvard Business Review 2009.

Tell the truth. We all have an impulse to tell people what they want to hear. Wise leaders tell everyone the same unvarnished story. Once you develop a reputation of straight talk people will return the favour.

Encourage people to speak truth to power. It's extraordinarily difficult to people lower in the hierarchy to tell the higher ups the unpalatable truths, but that’s what higher ups need to know, because often their employees have access to information about problems that they don’t. Create the conditions for people to be courageous.

Reward contrarians. The company won't innovate successfully if you don't learn to recognise, and then challenge your own assumptions. Find colleagues who can help you do that. Promote the best of them and thank all of them.

Practise having unpleasant conversations. The best leaders learn how to deliver bad news kindly, so people don't get unnecessarily hurt. That’s not easy, find a safe place to practise.

Diversify your sources of information. Everyone's biased. Make sure you communicate regularly with different groups of employees, customers, and competitors, so that your own understanding is nuanced and multifaceted.

Admit your mistakes, this gives everyone around you the permission to do the same. Build organisational support for transparency. Start with protection for whistleblowers, but don't stop there.

Hire people because they created a culture of candor elsewhere, not because they can out-compete their peers. Set information free. Most organisations default keeping information confidential which might be strategically private. Default to sharing information unless there is a clear reason not to.

Candor is something that we can all do better. We can help you achieve better outcomes through facilitation, coaching and team development. We offer a range of services and programs to address team communication, performance, team and individual effectiveness.

GFC Tip: We can continue to grow ourselves, our teams and our corporate culture.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12