Outstanding Individual Performance in World-Class Organizations August 19, 2004 Christopher J. Evans, DHA, FACHE ChristopherEvans.org

Introduction Outstanding individual performance in world-class organizations Cross-marketing opportunities and techniques between Labor & Employment and Health Care Groups How do you make this happen? 2004 ChristopherEvans.org

Current Research IQ Far less important than anyone thought Mood and culture Drive virtually everything Individual effectiveness Based largely on strategic processes Group dynamics and teams Single most important factor is social harmony 2004 ChristopherEvans.org

World-Class Applications Who uses this framework? 2004 ChristopherEvans.org

World-Class Applications Social Harmony and the reality of teams Symptoms: Flat growth, incomplete follow-though, quiet sabotage Diagnosis: People uncomfortable with interpersonal disagreements Treatment: Forget IQ, focus on EQ Discover the source of discontent Self-awareness, discussion of shared goals and habits, a hard look at reality 2004 ChristopherEvans.org

World-Class Applications So, is social harmony wishy-washy? Nope - strictly business Tough stuff - oriented to the bottom-line Strategic in focus Planned and executed with precision It demonstrates results Revenue growth within and across units Reduces work stress 2004 ChristopherEvans.org

90% of what we see is behind our eyes 2004 ChristopherEvans.org

Leadership and Self-Deception The Problem We All Have Who is the most important person in your life? From whose perspective do you make most of your decisions? As lawyers, think about persuasion and negotiation - how do you persuade others? 2004 ChristopherEvans.org

Leadership and Self-Deception The Problem We All Have The problem is that individuals: See others as objects Place their needs first Feel justified in this position: They see nothing wrong with this perspective This belief results in behaviors that are wrong for someone in your position and for this organization Leadership and Self-Deception 2000, 2002 by The Arbinger Institute 2004 ChristopherEvans.org

Leadership and Self-Deception The Problem We All Have The problem is called: Being in the Box When we are in the Box, we see others as objects, not as real people just like ourselves. We can’t truly understand them because we are focused on ourselves. 2004 ChristopherEvans.org

Leadership and Self-Deception The Problem We All Have Do you ever see requests as: A nuisance? A problem? A threat? Does it often occur to you that they have their own view of the problem? 2004 ChristopherEvans.org

Leadership and Self-Deception The Problem We All Have How does this manifest itself in teams: It prevents you from understanding the behaviors of your colleagues & subordinates It kills the initiative of others It undermines your own personal achievement, as well as robs the organization of its effectiveness 2004 ChristopherEvans.org

Leadership and Self-Deception The Problem We All Have When we are in the Box, our view is systematically distorted. You are either seeing people as they are or you are not. 2004 ChristopherEvans.org

Leadership and Self-Deception 2004 ChristopherEvans.org

Leadership and Self-Deception 2004 ChristopherEvans.org

Leadership and Self-Deception 2004 ChristopherEvans.org

Leadership and Self-Deception 2004 ChristopherEvans.org

Leadership and Self-Deception 2004 ChristopherEvans.org

Leadership and Self-Deception 2004 ChristopherEvans.org

Leadership and Self-Deception Getting Out of the Box What doesn’t work in getting out of the Box? Trying to change others “Coping” with others Leaving Communicating Implementing new skills or techniques Changing your behavior without changing your mind Why? 2004 ChristopherEvans.org

Dealing with Group Dynamics Change and growth begins with understanding Truths about how people think and behave Truths about perception and influence And in the organization - truths about forces that influence workers 2004 ChristopherEvans.org

Cross-Marketing Opportunities Goals for the discussion: How to develop the Labor & Employment Group as The Go-To Group in the healthcare industry How the Labor & Employment Group can help the Health Care Group better serve their clients and increase market penetration Strategic Discussion 2004 ChristopherEvans.org

Cross-Marketing Opportunities Strategy is the joining together of goals to move the organization toward the vision. Goals are mission-critical activities that must be accomplished in order for a given organizational strategy to be accomplished. Failure to achieve each goal may lead to greater disadvantages down the road. Strategy Refresher 2004 ChristopherEvans.org

Cross-Marketing Opportunities Tactics are are individual acts, each complete in itself, which are significant and decisive. Tactics are concerned with the planning and conducting of each goal, and with the form of that goal. They are more important than the strategy because because the effectiveness of good combinations can only derive from positive outcomes, not from negative ones. Strategy Refresher 2004 ChristopherEvans.org

Cross-Marketing Opportunities What broad things do we need to do or have in place to lead us to our vision? For your Groups to progress toward your vision, you must be especially be good at what following activities? What are you doing presently that results in flow of information between the groups? Is anyone doing anything individually beyond this? Leading Questions 2004 ChristopherEvans.org

Cross-Marketing Opportunities Each person ask your partner the following: What could the Labor & Employment Group do to better serve the Health Care Group and their clients? Think: Both everyday and marketing issues How do you better serve the client? The perspectives of each Group should be quite different Paired Discussion 2004 ChristopherEvans.org

Cross-Marketing Opportunities Each person ask your partner the following: What could the Health Care Group do to make this easier? Think: In an ideal world, how would you like to be informed of leads? Paired Discussion 2004 ChristopherEvans.org

Cross-Marketing Opportunities 2004 ChristopherEvans.org

Cross-Marketing Opportunities Developing a strategy Are there common themes to these ideas? What broad paths are suggested? What kinds of things need to get done? Group Discussion 2004 ChristopherEvans.org

Cross-Marketing Opportunities Developing the goals/tactics What must be done in order to say that the Labor & Employment Group is The Go-To Group in the healthcare industry? What could the Labor & Employment Group do to better serve the Health Care Group and their clients? Group Discussion 2004 ChristopherEvans.org

Cross-Marketing Opportunities Final thoughts Question - What do Aetna, AT&T, British Airways, Campbell Soup, Compaq, Gillette, Hewlett-Packard, Kodak, Lucent, Motorola, and Xerox have in common? Answer - Their CEOs were all fired because they did not deliver what they said they would - they did not Execute 2004 ChristopherEvans.org

Cross-Marketing Opportunities Final thoughts It is critically important that unrelenting focus is placed on implementation: Achieving your goals This is because achieving each goal creates a combination of positive outcomes that affect (influences, achieves) attaining the strategy they support Any perspective short of this is simply wishful thinking 2004 ChristopherEvans.org

The only thing of consequence is what we do. What we think or what we believe is, in the end, of little consequence. The only thing of consequence is what we do. John Ruskin 2004 ChristopherEvans.org