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Scooped by Deb Nystrom, REVELN
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7 Secrets of Union Management Success with Teams, Michigan News

7 Secrets of Union Management Success with Teams, Michigan News | Change Leadership Watch | Scoop.it

What are the 7 secrets to sustainability with teams, management and unions? We presented our lessons learned at the recent Partnerships in Progress Michigan Labor and Management Association (MLMA) Conference in East Lansing, Michigan."


Overview:  Once what I want differs from what you want, we are in conflict. Conflict will naturally increase when shifting from a supervisor-to-employee model to a team model. This presentation describes a whole system, top to bottom and side to side process to implement teams in a union environment.


The “from me to we” shift is continuous process that requires a different type of renewal annually. With commitment to this approach, everyone from top management and union officials down to frontline supervisors and employees can mutually benefit.


The full slideshare and photo set is here or go to:

http://reveln.com/7-secrets-of-union-management-success-with-teams-mlma/



Deb Nystrom, REVELN's insight:

Sustainability means "Never check the box" (the work never finishes) along with elevating the importance of growing relationships within and among union and management leaders and the work community.

This was one of my own recent presentations with Fenwick Koller Associates, who have made great progress in helping teamwork happen and sustain itself within very tradition-bound settings.  Let us know if you agree. 

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Deb Nystrom, REVELN's comment, April 25, 2014 10:31 AM
GABY, you are welcome!
Deb Nystrom, REVELN's curator insight, May 6, 2014 3:57 PM

The full slideshare and photo set is here or go to:

http://reveln.com/7-secrets-of-union-management-success-with-teams-mlma/

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High Quality Connections, Short, Deeply Fortifying, Dr. Jane Dutton Video

High Quality Connections, Short, Deeply Fortifying, Dr. Jane Dutton Video | Change Leadership Watch | Scoop.it

"People are more instantaneously alive in healthy in High Quality Connections."


Listen here (brief 4 min. video) as Professor Jane Dutton unlocks the importance of high quality connections and four ways how to make them.  


It is NOT the same as developing positive relationships.


Dr. Dutton is a co-founder of the Univ. of Michigan's Ross Business Schools growing domain of expertise called Positive Organizational Scholarship www.bus.umich.edu/Positive

Her past research has explored processes of organizational adaptation, focusing on how strategic issues are interpreted and managed in organizations, as well as issues of organizational identity and change.


Imagine the impact on a culture if this became a people investment value.


Photo credit:  http://www.erb.umich.edu/

Deb Nystrom, REVELN's insight:

Moving attention from negative deviance to positive deviance (as there is MUCH research on failure and what doesn't work) is what brings this resource to a change leadership watch listing instead of change management resources.

From the first time that I've met Jane Dutton, I've been struck by her openness and deep focus on the scholarship of high quality connections and the impacts they have within organizations.  

A chapter on the subject is here:  High Quality Connections

Let me know what you think.  ~  Deb 

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Rescooped by Deb Nystrom, REVELN from Innovation & Institutions, Will it Blend?
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How Leaders Lose Their Luck, the Paradox of the Journey to the Top

How Leaders Lose Their Luck, the Paradox of the Journey to the Top | Change Leadership Watch | Scoop.it

While researching his forthcoming book — Heart, Smarts, Guts, and Luck — co-author Anthony Tjan made a fascinating discovery: a surprising number of company founders and business-builders attribute much of their success to luck.

...


There are ways that leaders create their own luck, as listed on the innovation leadership companion post on Innovations & Institutions, Will it Blend. Becoming disconnected on the way to the top, as co-author Anthony Tjan describes, is one way for leaders to lose their luck.


Excerpted:


Almost 25% of those we surveyed came out as "luck-dominant" on the Entrepreneurial Aptitude Test we devised; many more gave luck at least partial credit.


...Here's the paradox:  Once they have made it to the top — after they've reached high levels of entrepreneurial or corporate success — leaders often become disconnected from the crucial lucky qualities and relationships that helped get them there in the first place. By definition, the top is less of a journey and more of an arrival point. A newfound reputation is difficult to risk.


We've identified seven attributes, and they are among the most difficult ones for leaders to master and maintain. They are: humility, intellectual curiosity, optimism, vulnerability, authenticity, generosity, and openness.


The post defines these and begs the question:


How do leaders reconnect to the reality, attitude, and relationships that can sustain and take their company's excellence to a new place?


Author:  Anthony Tjan is CEO, Managing Partner and Founder of the venture capital firm Cue Ball and vice chairman of the advisory firm Parthenon.

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Toyota's Relational Contracts and the Decline of General Motors — HBS Working Knowledge

Toyota's Relational Contracts and the Decline of General Motors — HBS Working Knowledge | Change Leadership Watch | Scoop.it
What led to General Motors' decline? Long regarded as one of the best managed and most successful firms in the world, its share of the US market fell from 62.6 to 19.8 percent between 1980 and 2009, and in 2009 the firm went bankrupt.


________________
   
Toyota's practices were rooted in ...effective relational contracts-- ...based on subjective measures of performance ...enforced by the shadow of the future. 

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The authors argue that the conventional explanations for GM's decline are seriously incomplete...and make the case that one of the reasons that GM began to struggle was because rival Toyota's practices were rooted in the widespread deployment of effective relational contracts-- agreements based on subjective measures of performance that could neither be fully specified beforehand nor verified after the fact and that were thus enforced by the shadow of the future.

GM's history, organizational structure, and managerial practices made it very difficult to maintain these kinds of agreements either within the firm or between the firm and its suppliers.

...Two aspects of GM's experience seem common to a wide range of firms.

First, past success often led to extended periods of denial: Indeed a pattern of denial following extended success appears to be a worldwide phenomenon.

Second, many large American manufacturers had difficulty adopting the bundle of practices pioneered by firms like Toyota. 
   
See a companion piece, also referencing GM in Deb's comments in Change Management Resources ScoopIt newsletter:  

Moving Beyond Hierarchy - What is Working Now to Lead Through Change?

 

Deb Nystrom, REVELN's insight:

Denial of change after a long success, and failure to adapt to the new?  The cited Harvard working paper by Susan Helper and Rebecca Henderson gives implications of GM's history in looking at efforts to revive American manufacturing.   

It may not be news, yet it may be a good reminder to anyone under 50 employed by a legacy company like GM based on years of success, followed by decline.  


By the way, I'll be presenting with Ron Koller at the Michigan Labor Management Association conference on April 10, 2014 

Michigan: What’s in it for Me? “Why WE Makes Sense”
The Michigan Labor Management Association (MLMA) Partners in Progress Conference
Kellogg Conference Center

More information is here on my speaking events page.  


~  Deb    
 

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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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When Change Agents Go Undercover | Change Thinking

When Change Agents Go Undercover | Change Thinking | Change Leadership Watch | Scoop.it

Part of a series, Daryl's latest post features tough conversations with clients, and the dynamics in play as this happens.   In this post, Daryl covers covert actions by change consultants, the circumstances where it is in the client’s best interest to be less than fully candid about what’s behind our actions - the ethical ploy.

 

An ethical ploy is at work when a practitioner grants a client’s request to do something but fulfills the obligation in such a way that the client not only gets what was promised (the ethical part) but also has an opportunity to gain a great deal more than was requested (the ploy).

 

“While all deception requires secrecy, all secrecy is not meant to deceive.” —Sissela Bok

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