Shaping Change Leadership Academy May 19, 2016

Team Project Run Through #1  Presentation incl. recommendations (15-20 minutes)  Questions by Board/Executive Sponsors & responses (10 minutes)  Suggestions to enhance the presentation to CM Association (10 minutes)  Class  Executive Sponsor(s)

Overview 1. Myers-Briggs & change 2. Steve Jobs Commencement Address & critique 3. Different kinds of data 4. Continuum of involvement 5. Designing stakeholder or community meetings

Contra Costa Leadership Academy

Change and You 1. Individual Survey 2. MB Types & Change What do ____ want during Change? 3. Group Exercise Rationals/Guardians/Idealists/Artisans 4. Debrief groups

Two Kinds of Change Ongoing – Continuous The new normal As soon as we fill these positions… As soon as we hire the new manager… Change Initiative Large initiative Department-wide Organizational wide Beginning and Conclusion, not end

What do Extraverts and Introverts Want During Change? Introversion  Time alone to reflect  Well-thought-out written communication from leadership  Time to assimilate changes before action Extraversion  Time to talk about what is going on  Involvement, something to do  Frequent Communication  Action

What do Sensing and Intuitive Types Want During Change? Intuitive  The overall rationale— the big picture  A general plan that they can play around with  Pictures of the future  Opportunities to participate in designing the future Sensing  Real Data – why is change occurring or needed?  Specifics and details about the changes  Connections to the past  Clear guidelines on roles, expectations, responsibilities – or let them design them

What do Thinking and Feeling Types Want During Change? Feeling  Recognition of the impacts on people  How will people’s needs be dealt with?  Inclusion of themselves and others in process  Demonstration that Leadership cares  Appreciation and support Thinking  The logic behind the changes  What are the goals, what will be the structure?  Clarity in decision-making and planning  Demonstration that leadership is competent  Fairness and Equity in the changes

What do Judging and Perceiving types Want During Change? Perceiving  An open-ended approach with room for changes  General parameters of the action plan  Room to adjust as they go  Loosen up, don’t panic, trust the process Judging  A clear and concise plan for action  Defined outcomes and clear goals  Completion, get the changes in place  No more surprises!

Kiersey-Bates Temperaments Guardians - SJ Duty Seekers Rationals - NT Knowledge Seekers Idealists - NF Ideal Seekers Artisans - SP Action Seekers

Group Exercise 1.Tally Up Group’s Responses to Survey How Consistent or Similar were your responses? 2. Answer these questions as a group What are your greatest contributions to your organizations during a change initiative? What you need to be able to embrace change?

Myers-Briggs & Change  How does your Myers-Briggs assessment relate to adapting to & shaping change?  (Eileen—plz add slides)

The Power of Story-Telling

Steve Jobs Commencement Speech  What was remarkable about speech?  What was Job’s “crucible” experience?

Critiquing Frank’s Performance  At end of session, critique Frank’s performance  What did Frank do well in engaging participants & incorporating stories?  How can Frank improve upon his efforts to engage participants & tell stories?

“The Impossible Dream”

Impact of Story  Putting a human face on issue  Story creates “stickiness”  “We can make the impossible dream come true!”  The phrase that pays  Leaders help others share their stories

 Everyone is a story-teller  Story-telling is an acquired skill that can be enhanced by practice & self-critique  It’s fun?!

Time-Out  Instructions (go to worksheet)  Identify a topic for a presentation that you could make to a governing board, community group, or professional association  Examples: Park design Traffic safety Fiscal challenge Crime issue  Identify 2-3 bullet points of technical info

Why Stories?  We’re overwhelmed with data  Stories...  Are memorable  Make data come alive  Capture hearts as well as minds  Create connection with audience  Inspire people to act

Elements of Powerful Stories  Personal  Relevant to topic  People can relate to protagonist or situation  Involves problem, misstep, misfortune  Audience develops “rooting interest”  Story builds to conclusion  Lessons to be learned  Strong point of view (POV)  There’s “call to action”

Finding Potential Stories  Pulling stories from your experience  Reflect upon your personal history & identify possible stories  Ask questions about experience & explore experience for possible relevance  Identify conclusions or lessons

Finding/Refining Stories  Other sources of stories  Reading  Talking to others  Incorporate a strong POV  Streamline story so it’s “tight” & leads to conclusions/lessons

Extracting Conclusions Two choices 1. Presenter makes conclusions or identifies lessons 2. Audience critiques experience & suggests lessons Describe experience in sufficient detail but do not make explicit conclusions or lessons Presenter can add anything missed

Kurt Vonnegut  “The Shapes of Stories”

Story Structure Three Acts 1. Introduction of main character facing obstacles or challenge 2. Action 3. “Happy” conclusion, triumph, or ending with lesson

Creating a First Draft Story  Topic  3 bullet points of technical info  A relevant experience from your life or someone else’s

Example  Topic: Customer Service  3 technical points 1. Customer service is not just about the technical aspects of delivering the service but also about the human interaction. 2. Customers will tell twice as many friends & colleagues about a poor service experience than good service. 3. Customer service will make or break the organization’s brand.  My experience at Palomar Winery

“Story-Boarding” Instructions  By yourself  Select a personal experience related to the topic you identified earlier  Start with the conclusion or lesson  Outline the key points of experience  Eliminate non-essential “fluff”  In pairs, share the topic, 3 bullet points, & brief story (based on outline) & receive feedback on story

Sampling of Stories  A few mini-stories  Feedback  What worked well?  What are suggestions to enhance story?

Enhancing Your Story-Telling  Be on look-out for experiences that could become a “story”  Be aware of stories told by others & critique them  Outline sequence of story elements but don’t fully write out or memorize; story must feel natural (“cocktail story” model)

Enhancing Your Story-Telling  Practice your stories in comfortable & “safe” environment (try out your material)  De-brief your stories & refine them  Start a “story file”  Use stories at beginnings of staff meetings

Final Tips  Show vulnerability (“my worst experience”)  Use gestures or body language as well as voice as story-telling tools  Integrate a prop

Resources  “How To Tell a Good Story,” Kristi Hedges, forbes.com, Dec 11, 2013  “Using Stories to Persuade,” John Baldoni, hbr.org, March 24, 2011  Handout “Story Prompts”  ICMA Coaching Program  Webinar “Story-Telling To Promote Positive Solutions,” Oct 29, 2014 (go to “Agendas & Archives” tab at

Follow Up  Incorporate a personal story into your next presentation or announcement  Practice  De-brief experience with someone

Team Project Run Through #2  Presentation incl. recommendations (15-20 minutes)  Questions by Board/Executive Sponsors & responses (10 minutes)  Suggestions to enhance the presentation to CM Association (10 minutes)  Class  Executive Sponsor(s)

Marc Roberts  Career Journey  Case study on change management  What went well?  What did not go so well?  What can we learn for future practice?

Reaction Panel  What resonated with me?  What did not resonate with me?  What do I have to add?

Assignments  Conduct third coaching session before July 21  Do readings  Read Budget Message from Chief Executive

Team Projects  Questions from teams?  Assistance needed?  Team meetings Thank you!