Keynote-Presentation-Adding-Strategic-Value.pdf
- 1. HR Strategy for the Future Adding VALUE no matter your role in the organization Richard Fagerlin Pea k S ol ut ions
- 2. HR Strategy of the Future = Strategic Thinking
- 3. PERMIT + PROMOTE = CULTURE CULTURE is the sum of what you PERMIT and what you PROMOTE
- 6. HEALTHY vs UNHEALTHY ORGANIZATIONS
- 7. Health is how the ship is run, no matter who is at the helm and what waves rock the vessel.
- 9. Team members have firm grasp of the guiding principles, strategy, values. They know where we are going and why! CLARITY
- 10. WE BUY-IN We are committed to working together to make this work. COHESION
- 11. Teams are efficiently aligned to achieve meaningful goals, they know their progress and hold each other accountable. They get it done. EXECUTION
- 12. ORGANIZATIONAL HEALTH Rank 1 - 3 Clarity 1 Cohesion 2 Execution 3
- 13. CLEAR & COHESIVE FUN (but not productive) CLARITY EXECUTION (RE-THINK) COHESION
- 14. COHESIVE & EXECUTE MISGUIDED (but together) CLARITY EXECUTION (RE-THINK) COHESION
- 15. CLEAR & EXECUTING QUICK RESULTS (but not long-term) CLARITY EXECUTION (RE-THINK) COHESION
- 21. TASKS vs PEOPLE
- 22. What is needed from me RIGHT NOW?
- 23. MINDSET MODEL ATTITUDES drive ACTIONS
- 25. WORDS THAT DESTROY progress | joy | self | others
- 26. WORDS THAT BUILD progress | joy | self | others
- 28. SOUNDTRACK: 1. Story you are telling YOURSELF about YOURSELF ? 2. Story you are telling YOURSELF about SOMEONE ELSE ?
- 30. You can tell whether a man is CLEVER by his answers. You can tell whether a man is WISE by his questions. Naguib Manfouz
- 33. Strategic THINKING Questions • What needs to be true for this to work? • What important topic are we NOT talking about right now? • What’s different THIS time? • What’s the WISE thing to do? • Why? Why? Why? Why? Why? • What’s the 1 thing…?
- 34. Strategic THINKING Questions Strategic THINKING Questions • And what else? • What’s the evidence of that? • What would you do? • What’s the real problem for you? • In what areas are we “UNDER” or “OVER” served? • How would you destroy this team in 3 easy moves?
- 35. Post Meeting: Questions to Ask Strategic THINKING Questions • How effective was this meeting? • How strategic were our discussions? • Did we get thoughtful input from everyone? • How prepared were you for this meeting today? • Did we have good resources to make this a healthy and effective meeting? If so…? If not….? • What was the best thing that happened today? • What could have been/gone better today. • What would you have missed had I not been here?
- 37. CLEAR FLEXIBLE
- 38. 1. Does this problem or tension keep RESURFACING?
- 39. 2. Are there MATURE ADVOCATES on both sides of the issue?
- 40. 3. Are the two sides of the tension INTERDEPENDENT?
- 41. The truth is that the best leaders don’t resolve ALL the tension. They learn how to USE TENSION For the sake of progress. Every organization, therefore, has problems that shouldn’t be solved.
- 44. Whose job is it to make sure that certain things DON’T HAPPEN? Whose job is it to prevent GOOD PEOPLE from leaving? Whose job is it to make sure the CULTURE doesn’t slowly creep away? Whose job is it to make sure POLICIES don’t have unintended consequences? Whose job is it to ask the tough QUESTIONS?
- 45. Time to Unlearn Some Things What do you need to Unlearn?
- 46. Your Choice… LEADER > EXPERT Choose LEADER over expert
- 47. Your Choice… Choose CLARTY over MORE SURRENDER vs. PROTECT rights Do the RIGHT thing Stop hiding behind POLICIES Rules without RELATIONSHIP leads to REBELLION Show up STRONG
- 48. HR Strategy for the Future Adding VALUE no matter your role in the organization Richard Fagerlin Pea k S ol ut ions