What Shapes Action and Produces Results? · stick my neck out with the idea I’ve got. They’ll...

1

What Shapes Action and Produces Results?

JMW is a registered trademark of JMW Consultants Inc. © 2018 All Rights Reserved

How the Circumstances/ Situation/People

OCCUR to the person

HIGH PERFORMANCE MODEL

ACTION

Reliably Correlated

RESULTS

2

Impacting Results and Action


RESULTS

ACTIONWHAT PEOPLE SEE

& HOW THEY SEE IT

Reliably Correlated

• Literally• The future• Possible

3

Two Kinds of Futures


DESCRIPTIVE

ReportsAnalysisAssessmentsJustificationsOpinions

4

What is the predictable future?

• End 2019 • What’s predictable?

– Not doom and gloom– Not a rosy picture– Given the current trend, what is predictable

• Results• Customers / markets• What it’s like working here• Etc


5

Two Kinds of Futures

DESCRIPTIVE

WHAT’S POSSIBLE

COMMITTED

RequestPromise

Offer

Declaration

ReportsAnalysisAssessmentsJustificationsOpinions

ACTION


6

Purpose/Context

SupportingStructures & Systems

ExtraordinaryResults & Performance

Organizational Culture: A Conducive Environment

Model for Transforming Leadership


CAPABILITIES

• “Line of Sight”• Results that matter

• Lives in Conversation • Develops Organically

and in Stages

7

DefaultCreated

On WhichIn WhichMyself

ActionNon-Action

LanguageSpeakingListeningContext

Occurring

Action

Performance

Leadership Performance: Realizing a future that would not have happened within the prevailing context

A leader’s access to performance


8

Three Kinds of Learning


KnowingTransferAnswers

DoingCoachingPractice

AwarenessDiscovery

Insight

INFORMATIONAL

OPERATIONAL

TRANSFORMATIONAL

9

“The interactive nature of management means that most management work is conversational. When managers are in action, they are talking and listening.”

Eccles and Nohria, Beyond the Hype

What Managers Do All Day


10

Spectrum of Conversations™


Conversation for Being Related™

Purpose: To build a deeper, more profound connection among individuals and teams

Conversation for Possibility™

Purpose: To create new possibilities ina given domain

Conversation for Opportunity™

Purpose: To developstructures to fulfil aparticular possibility

Conversation for Action™

Purpose: To establish commitments to specific outcomes and/or actions

Conversation for Completion™

Purpose: To generate sufficient closure to move forward powerfully

11













12













13













14













15













16

Language for Effective Leadership


Talking that refers to things

Explanations/StoriesJustifications

OpinionsReports

Assessments/CriticismsJudgments

ReasonsComplaintsPredicting

DESCRIPTIVECOMMITTED

Past(after the fact)

Talking that makes things happen

Talking that makes things possible

Possibilities, Vision, Values Action and/or Outcome

DECLARATION

STAND

“I SAY”

17





OpinionsReports






Action and/or Outcome


Possibilities, Vision, Values

DECLARATION

STAND

“I SAY”

Now & Future(ongoing)

18





OpinionsReports









DECLARATION

STAND

“I SAY”


REQUEST

PROMISE

OFFER

19





OpinionsReports







Now & Future(specific)

REQUEST

PROMISE

OFFER



DECLARATION

STAND

“I SAY”


SELF-DETERMINED CIRCUMSTANCE- DETERMINED

BACKGROUND CONVERSATIONSUpdated June 2018

21

Sounds good to me!So we agree – let’s do it.

No worries

Good strategy

Great plan

Count me in!


22

… this won’t change anything… I hope they’ll actually

do something this time

…I’m not going to stick my neck out with the idea I’ve got. They’ll just shoot me down.

…I missed most of this conversation, but I’ll just go along with the group.

...easy for them to say – I‘m the one that’s got to do the work

…they’re full of it -they’re only

focused on the $’s

JMW is a registered trademark of JMW Consultants Inc. © 2018 JMW Consultants Inc. All Rights Reserved.JMW is a registered trademark of JMW Consultants Inc. © 2018 All Rights Reserved

23

Background Conversation

Conversation with yourself• Ongoing commentary about everything• Immediate and automatic• Biased, not neutral• Occurs as “real” and “true”• You are not present• Prevents hearing what is said• Shapes action

Only when the Background Conversations are recognized can new possibilities be seen and considered.


24

Resignation“Been there, done

that…”

Background Conversation: Filters


Assessment“That’s not right!”

Utility“How can I use it?”

Confirmation“I know this already.”

Closure“Get to the point!”

Looking Good“This could make me

look bad.”

Personally“This is happening

to ME.”

25

Background Conversation: Filters


Assessment“That’s not right!”Utility

“How can I use it?”

Confirmation“I know this already.”

Closure“Get to the point!”

Resignation“Been there, done

that…”

Looking Good“This could make me

look bad.”

Personally“This is happening

to ME.”

26

Background Conversations

What are the background conversations about:

• Having this meeting make a real and lasting difference?

• E-mail?• Consultants?


27

What Happened

StoryInterpretation

ConclusionMeaning

THE “TRUTH”

Background Conversation


28

Your Background Conversations

• Notice them: - Identify them…become aware that you are having one.

• Question their validity:– Even if you have evidence to support your background

conversations, they may represent only a point of view you have about the person, situation, or thing.

• Look to see what you are committed to:– Are you committed to viewing the person or situation limited by

your “background conversation,” or to some other view?• Listen from an empowering perspective:

– Relate to the person or situation you are interacting with from a perspective that empowers you in providing leadership.


Best Practices

29

Background Conversations & Effective Engagement• Notice them:

- Identify them…become aware that you are having one.• Question their validity:

– Even if you have evidence to support your background conversations, they may represent only a point of view you have about the person, situation, or thing.

• Look to see what you are committed to:– Are you committed to viewing the person or situation limited by your

“background conversation,” or to some other view?

• When interacting with others:– Put yourself in their shoes to see if you can identify their background

conversations around the given topic or situation. Start by addressing possible background conversations.

– (NOTE: Do not tell others they are having a background conversation.)


Best Practices

30

Other’s Background Conversations:

• Consider you are always interrupting someone’s Background Conversation

• Assuming that others are completely open, receptive, and just waiting for your words of wisdom may be a pitfall– Acknowledge what may be on the other’s mind

• Ways to acknowledge it:– Share your background conversations in a tactful manner– Ask them what may be on their minds in a way that engages them

and makes it safe for them to share • Critical Pitfall:

– If you attempt to tell people what their background conversations are (i.e. “what is on their mind”), even if you are accurate they will deny it

– People don’t like to be told what they are thinking


Best Practices

What Shapes Action and Produces Results? · stick my neck out with the idea I’ve got. They’ll...

Documents

Transcript of What Shapes Action and Produces Results? · stick my neck out with the idea I’ve got. They’ll...