Category: Facilitation

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

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6 Needs of Staff and 10 Free Coaching Challenges

19/3/2012

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6 Needs of Staff and 10 Free Coaching Challenges

I have yet to work on project or coach a workplace team where the underlying root cause of all problems hasn’t been related to people, process and roles and their responsibilities.

I have also observed the following to be true. That is, there are at least 6 basic human needs to help with people in projects or people going through workplace change. What I have found is that employees look for:

1.     certainty
2.     variety
3.     significance
4.     connection
5.     growth
6.     contribution

This isn’t always easy to find for the employee when you have limited power or influence. Think about it from the employee’s perspective.

As a manager or business leader there will be tests. It's not always about the mark you achieve its learning and applying the process. Lasting results requires continuous action. Habitual actions lead to be progress. Research also shows that people who have well-formed goals, written down are more likely to achieve those who do not. Up to 95% more likely.

Coaching Challenge for Frustrated and Fed Up workplace managers, supervisors or leaders.

1.     What might you be contributing to the workplace situation that causes others frustration?
2.     How are you helping the workplace team address the 6 basic human needs?
3.     Who in the workplace needs more of your assistance?
4.     How will you measure your contribution in assisting others in their success?
5.     To be more effective than you currently are at work what will you do more of?
6.     To be more effective than you currently are at work what will you do less of?

Okay, break it down into:

1.     What behaviours need to change?
2.     What attitudes need to change?
3.     What thoughts need to change?
4.     What processes need to change?

Imagine if you had on your own coach to help you or your team achieve greater success.

What might be the outcome?
What would that outcome give you?
What is holding you back from getting a coach?

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

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Karpman Drama Triangle is Alive and Well in Projects

29/2/2012

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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?

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Empowerment in group decision making

16/2/2012

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Empowerment in Group Decision Making

Empowerment… sounds a bit all new age, feel good, tree hugging stuff, or a tokenistic gesture of business profiteers of the new millennia. Maybe, maybe not. Anyway, I am a fan of the concept, It makes good business sense.

My thought is it’s here to stay, people are your power in the business. Give them appropriate power, along they go and along you go. Empowerment in groups needs better understanding.

When I am working with new clients I seek out what level of empowerment are we talking about, what does this mean, how will it be communicated and how will we know it?

Nothing causes greater mistrust than lack of clarity about empowerment levels. It’s very common for groups to assume they have final say in making a decision while management is merely asking for their opinion as input to a decision that managers be making later. Ever felt like that, ever seen it happen, ever heard people tell you something like this???

I experienced this confusion first hand just 2 weeks ago, when a high level group thought they had power to make decisions over a project….. uh uh, the CEO did. Sorry team, no project, 6 months of planning work squashed. The mood was doom and gloom and there were a few other strong adjectives shared around.

Here it is…..It’s essential that you clarify the level of empowerment at which a decision is being made and communicate that explicitly to the group at the start of any decision-making discussion. Yes it takes courage and you might cop a spray, but be warned, if you don’t, the backlash will be far worse. Ingrid Bens discusses 4 empowerment levels in her facilitation practice.

4 Empowerment Levels

Directive: Level 1 - this refers to decisions made by management without input from employees. Employees are informed of the decision and expected to comply.

Consultative: Level 2 -this is a decision made by management after seeking input from employees. Employees are consulted but have no actual say in the final decision and are expected to comply. An employee focus group is an example of this decision.

Participative: Level 3 - this type of decision involves employees discussing and recommending a course of action, but unable to act without gaining final approval. Problem-solving workshops are often set up as level III activities.

Delegative: Level 4 - in this type of decision the group has been given full authority to make a decision and implement action plans without having to seek further approvals.

Tip 1, ensure you and the group know what level they are empowered.
Tip 2, let go of people control, empower others, empower yourself

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

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

6 Needs of Staff and 10 Free Coaching Challenges

Karpman Drama Triangle is Alive and Well in Projects

Empowerment in group decision making

Matt Cartwright +617 3040 1129

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