New Work Habits

1
New Work Habits

• For a Radically Changing World
• AFOAM
• Sept 11th , 2008

2

• Shifting toward services and knowledge work.
• Estimated 66 of North American employees work in
  the services sector, and knowledge is becoming
  our most important product.
• This calls for different organizations, as well
  as different kinds of workers.
• Peter Drucker
• Post-Capitalist Society

3
13 Guidelines for Managing your job during
radical change Price Pritchett, CEO
Pritchett and Associates Inc.

• Become a quick change artist
• Show high capacity for adjustment, mobility and
  recovery.
• Take personal responsibility for adapting to
  change
• Challenge How do you embrace change?

4

• Commit fully to your job
• Expect employer to expect more from you.
• Business and consumers.
• Instead of simply throwing more people at
  problems, organizations now throw fewer. We have
  to do more faster and better with less which
  means we do things differently.
• Challenge Finding a balance between job
  commitment and wellness.

5

• Speed Up
• Slow kills organizations.
• Delegate decision making power to
  students/parents/communities you cant do
  everything.
• Operate with a strong sense of urgency
  Emphasize action.
• Challenge Speeding up might reduce quality and
  increase resistance.

6

• Accept ambiguity and uncertainty
• Your role is vaguely defined, your assignments
  may get altered constantly.
• Learn to create role clarity for yourself.
• Ability to tolerate ambiguity and uncertainly
  becomes a critical skill.
• Challenge How and when do you priorize?

7

• Behave like youre in business for yourself
• Take ownership of your actions.
• Empower your surroundings.
• You will require peripheral vision.
• Challenge Balancing personal responsibilities
  for the success of the entire school/division.

8

• Stay in School
• Lifelong learner, invest in your own growth,
  development and self-renewal.
• Increase your specialized knowledge develop
  transferable skills that gives portability to
  your career.
• Create options for yourself.
• Challenge Balance between acquiring new
  knowledge or increasing existing capacity.

9

• Hold yourself accountable for outcomes
• Responsibility, power and authority are being
  pushed down to the lowest levels.
• Individual employees will also get measured by
  your work groups collective results.
• Must consider the big picture, work access
  departmental boundaries avoid turf issues.
• Challenge Realizing how approach can interfere
  with outcomes.

10

• Add Value
• Using history to justify our continued employment
  can only hold for so long. We need to add value
  now!
• Its your contribution that counts prove your
  worth to the organization. Make a difference.
• Challenge The Loyalty issue is a little
  sensitive. How do you measure contribution?

11

• See yourself as a service center
• You need to know your market/community/
  students/parents. What are their needs? How can
  you contribute to their success?
• Dont be afraid to get closer to your
  students/parents/community.
• Build a strong relationship, deliver the highest
  quality service possible, anticipate needs and
  develop a reputation for responses.
• Challenge Never be afraid to try something
  new. Remember that a lone amateur built the Ark.
  A large group of professionals built the
  Titanic .
  Dave Barry

12

• Manage your own morale
• Expect yourself to stand personally responsible
  for your attitudes.
• Take charge of your moods, act up beat, show
  resilience, bounce back on your own.
• Dont allow yourself to drain in negative
  emotions such as anger, depression or grief.
• Challenge Finding balance between
  inter-personal communication and intra- personal
  communication.

13

• Practice Kaizen (continuous improvement)
• Quest for better ways of doing existing task
• Accept the fact that continuous improvement will
  come bit by bit.
• What we consider good today is seen so-so by
  tomorrow. Constant training and retraining is
  the norm.
• Challenge When does the wheel stop spinning?
  Is there a saturation point?

14

• Be a fixer, not a finger pointer
• Stop blaming! It takes lots of energy to
  criticize and complain.
• Have solution based on intervention
• We expect too much of our institutions and little
  of ourselves as individuals.
• The organizations results are merely the
  accumulation of singular peoples results.
• Challenge Everyone things of changing the
  world, but no one thinks of changing himself.
  
  Leo Tolstoy.

15

• Alter your expectations
• Organizations are merely responding to changing
  world expectations.
• Continuous conflict between individual rights and
  individual responsibilities.
• Embrace Change.
• Challenge I believe we will succeed in
  changing this world only if we can think and work
  together in new ways.
• 
  Margaret Wheatley

16
KEEP YOUR THOUGHTS POSITIVE. BECAUSE YOUR
THOUGHTS BECOME YOUR WORDS KEEP YOUR WORDS
POSITIVE BECAUSE YOUR WORDS BECOME ACTIONS KEEP
YOUR ACTIONS POSITIVE BECAUSE YOUR ACTIONS
BECOME YOUR HABITS KEEP YOUR HABITS
POSITIVE BECAUSE YOUR HABITS BECOME YOUR
VALUES KEEP YOUR VALUES POSITIVE BECAUSE YOUR
VALUES BECOME YOUR DESTINY
17
THE 11 COMMANDMENTS FOR AN ENTHUSIASTIC TEAM

• Help each other be right not wrong
• Look for ways to make new ideas worknot for
  reasons they wont
• If in doubt check it out! Dont make negative
  assumptions about each other
• Help each other win and take pride in each
  others victories
• Speak positively about each other and your
  organization at every opportunity
• Maintain a positive mental attitude no matter
  what the circumstances
• Act with initiative and courage as if it all
  depends on you
• Do everything with enthusiasmits contagious
• Whatever you want give it away
• Dont lose faith never give up
• Have fun! Ian Percy

18
Top 10 Team Building Tips

• To gain dynamic rapport among team members.
• To open the climate for streamlined
  communication.
• To stimulate creativity.
• To discover new ways of strategizing and solving
  challenges.
• To surface hidden problems agendas.
• To appreciate individual differences and
  strengths
• To learn trust.
• To welcome and handle change.
• To strengthen teamwork and motivation.
• To learn and have fun at the same time!

19
T.E.A.M
A TEAM IS A SMALL GROUP OF PEOPLE WITH
COMPLEMENTARY SKILLS, WHO ARE COMMITTED TO
A COMMON PURPOSE, PERFORMANCE, GOALS AND
APPROACH FOR WHICH THEY HOLD THEMSELVES
MUTUALLY ACCOUNTABLE
20
If you always do what youve always done, you
will always get what you always got.Walt Disney
21
Seven Natural Laws

• If the results of your behavior do not meet your
  needs, there is an incorrect principle on your
  belief window.
• Results take time to measure.
• Growth is the process of changing principles on
  your belief window.
• Addiction is the result of deep and unmet needs.
• If your self worth is dependent on anything
  external, you are in big trouble.
• When the results of your behavior meet your
  needs, over time you experience inner peace.
• The mind naturally seeks harmony when presented
  with two opposing principles.

22
Advice from Travis Roy

• BE YOURSELF
• DONT TAKE THINGS FOR GRANTED
• SET GOALS
• RESIST PEER PRESSURE
• CHERISH YOUR FRIENSHIPS
• TAKE PRIDE IN YOURSELF AND YOUR ASSOCIATIONS
• LOVE YOUR FAMILY
• KEEP YOURSELF OPEN TO LEARNING NEW LESSONS

23
RULES OF CHANGE

• People dont change unless they have a compelling
  reason.
• People dont change unless they have ownership in
  the change.
• People dont change unless their leaders model
  that they are serious about the change.
• People are unlikely to change unless they have a
  concrete picture of what the change will look
  like.
• People cant make a change or make it last
  unless they receive organizational support for
  the change.

24
JUST SAY IT !!
If you were going to die soon and had only one
phone call you could make, who would you call
and what would you say? And why are you
waiting? Stephen Levine
25
ROAD MAP
STEP 1 FOCUS ON THE WILDLY IMPORTANT STEP
2 BUILD THE MEASURES STEP 3 TRANSLATE GOALS INTO
ACTION STEP 4 ENGAGE AND EXECUTE
26
(No Transcript)
27
(No Transcript)