Change Leadership Watch
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Scooped by Deb Nystrom, REVELN
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Failure as Strength - The power of Failure for Innovation & Learning from Defeat

Failure as Strength - The power of Failure for Innovation & Learning from Defeat | Change Leadership Watch | Scoop.it

It’s really hard to talk about failure. The "Admitting Failure" website, connected to engineering failure stories at its creation, hopes to change that. 

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...acknowledging failure is often a catalyst for innovation... 
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It is painful for civil society organizations to acknowledge when we don’t meet our goals and objectives...   The paradox is that we do everything we can to avoid these pains even though we all know failure is the best teacher and we have to be open and talk about our failures in order to learn. ....acknowledging failure is often a catalyst for innovation that takes our work from good to great.
    

To address this conundrum we need a paradigm shift in how civil society views failure.  We think this starts with open and honest dialogue about what is working and what isn’t so Admitting Failure exists to support and encourage organizations to (not surprisingly) admit failure.
 

ad·mit   /ədˈmit/
verb: 
1. To concede as true or valid <admit responsibility for a failure>
2. To allow entry <admit failure into the organization, allowing a safe space for dialogue>
 

Fear, embarrassment, and intolerance of failure drives our learning underground and hinders innovation.
    
No more. Failure is strength. The most effective and innovative organizations are those that are willing to speak openly about their failures because the only truly “bad” failure is one that’s repeated.
   
Related posts by Deb on Learning and Failure:
   

   
   
    

 

Deb Nystrom, REVELN's insight:

"To begin again, this time more intelligently" is exactly why embracing failure is important to building high performing teams and to high performance cultures that truly support learning, adaptation and change.  For that reason, this innovative website is referenced on several websites, including an Oprah.com blog post about "What to Do When You're Feeling Defeated."   

Engineers Without Borders (EWB) set up this website to encourage aid workers to share their mistakes—and to kickstart future success, and then some.

After allowing for the process of accepting defeat, realize defeat and crisis can transform us, renew us, and provide a different perspective.  I may be the transformative feedback we need and have been missing.
  
~  Deb 

Reference:  Tracking the Defining Moments of Crisis Process and Practice by Amisha Mehta, , Robina Xavier. Public Relations Review, Volume 38, Issue 3, September 2012, Pages 376–382, Available online 29 December 2011

 

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Kristin Newton's curator insight, May 4, 2015 1:58 AM
Starting over fresh, with new wisdom, can be a gift in disguise.
Scooped by Deb Nystrom, REVELN
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Accessible Leadership: Why the CEO needs to drive communication & culture change to improve customer experience

Accessible Leadership: Why the CEO needs to drive communication & culture change to improve customer experience | Change Leadership Watch | Scoop.it
Leadership Required: Why the CEO needs to drive communication and culture change to improve customer experience.


A simple but not simplistic 3 point list of a leader's role in communicating with all hands in culture change. From Experience Required™


Excerpted:



The CEO’s role must be one of brand champion...[to] ensure that the company’s brand strategy is implemented, instead of becoming just another “thing” that everyone should do.


Here are three things leaders can start to do today to ensure greater success:


#1. Be visible.
Employees need to see you (literally) leading the effort ...[to] know that you truly believe in its value and its impact. Get out and develop relationships with your employees. ...[and] hear what’s really going on from those that directly interact with your customers.


#2. Give feedback regularly.
Recognize employees often with specific feedback on what they did well. Help them connect to the purpose and how their individual efforts fit in with the big picture.


Giving their work greater meaning helps them realize they’re working for a company they can be proud of. 


#3. Demonstrate quick wins.
Make it a point to regularly update employees on progress. Show them how their feedback led to actionable improvements in process, employee, and customer experiences.


You have to walk the talk and show you’re prepared to make changes that improve the experience. Once your employees realize their input is valued, they’ll open up more and be more motivated to follow your example.

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Committing to Feedback on the Specifics: How Senior Leaders Actually Can Change

Committing to Feedback on the Specifics:  How Senior Leaders Actually Can Change | Change Leadership Watch | Scoop.it

Senior executives have a bottleneck in the "doing" of change.  Specifics targeting of what to change make all the difference.


Jumping through the Knowing-Doing Gap is key - referencing Jeffrey Pfeffer and Robert I Sutton, authors of a book by the same name.

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Excerpts:

Scott Keller talks about research findings for the book, Beyond Performance, and says most executives don't see themselves as part of the problem. 

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He says that most people also have an unwarranted optimism in relation to their own behavior. …In many behavior-related areas, human beings consistently think they are better than they are — a phenomenon referred to in psychology as a "self-serving bias." 

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Whereas conventional change management approaches surmise that top team role modeling is a matter of will or skill, the inconvenient truth is that the real bottleneck to role modeling is knowing what to change at a personal level.

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Typically, insight into what to change can be created by concrete 360-degree feedback techniques, either via surveys, conversations or both. This 360-degree feedback should not be against generic HR leadership competency models, but should instead be against the specific behaviors related to the desired changes that will drive business performance

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Three Examples:

  • Amgen CEO Kevin Sharer uses the approach of asking each of his top 75, "What should I do differently?" and sharing his development needs and commitment publicly with them. 

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  • A top team of a national insurance company routinely uses a "circle of feedback" during their change program: Every participant receives feedback live in the room, directly from their colleagues on "What are your strengths?" in relation to "being the change" as well as "Where can you improve?" 

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  • A leadership coalition (top 25) of a multi-regional bank who, after each major event in their change program, conducted a short, targeted 360-degree feedback survey regarding how well their behaviors role-modeled the desired behaviors during the event, ensuring that feedback was timely, relevant and practical.


The full post is here.

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Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation | Innovation Playground

Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation  | Innovation Playground | Change Leadership Watch | Scoop.it

Over 60% of companies out there are operating on a dated buisness model and 20% operating with a mental model that had expired for more than 5 years ago.


Business transformation traditionally takes the form of unfreezing to refreezing and briding the gaps in capabilities, mindset and performance.  This classic change model was ok for the olden days; it's too rigid to work now (unless we classify it as a slushie!)


The transformation model featured in this blog post by Idris Mootee has a strong future orientation, uses design thinking principles, and features a tangible, collaborative co-creation process.


A high-level view is captured by the following formula: Successful Brand-Driven Business Transformation = P+N+C+M+I+F


P = Develop a perspective of the future(s) informed by strategic foresights (both customer and technology contexts) and deep organizational insights;


N = Develop a co-created brand narrative that inspired people re: possibilities and purpose at the core of the story;


C = Develop a compelling case for the need for change developed and shared by all executives, investors, employees and B2B business partners;


M = Map - Develop a practical means to tie innovation (roadmap) and projects to the desired future(s);


I = Design an incentive systems that are aligned to identify and encourage appropriate behaviors compatible with the desired future;


F = Develop feedback mechanism for each stage of the process to monitor progress and provide input for continuous improvement.

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