1. U.S. Department of Agriculture Financial Management Services Managing Organizational Change Elfego Gomez III Gómez & Associates

3. I can’t smell a damn thing

4. 4 Winner of "ITS NOT MY JOB" Award

6. 6 Leadership appears to be the art of getting others to want to do something you are convinced needs to be done. Vance Packard The Pyramid Climbers

7. 7 Leadership appears to be the art of getting others to want to do something you are convinced needs to be done. Vance Packard The Pyramid Climbers

8. 8 Leadership appears to be the art of getting others to want to do something you are convinced needs to be done. Vance Packard The Pyramid Climbers

9. 9 Leadership appears to be the art of getting others to want to do something you are convinced needs to be done. Vance Packard The Pyramid Climbers

10. 10 Do your people feel responsibility for the organization’s performance? ”An OWNERSHIP Culture” Why or why not…? How do you create it?

11. 11,m So, does anyone else feel that their “needs” aren’t being met?

12. 12 “I think morale might improve if you discontinued the ‘loser of the week’ e-mail.”

13. 13 Empathy? Yeah, I can see how that could be useful.

14. CURRENCIES 14

15. The Cure for Workplace Misery: A Manager Who Cares About You and Your Development Harvard Business Review Daily Statistic April 27, 2014 60% of U.S. government employees studied by Gallup (Dept. of Homeland Security) say they don’t clearly know what’s expected of them at work. That’s because a lot of government workers are stuck with lousy managers, according to Jim Clifton, Gallup’ CEO. If an organization hires managers who care about employees and their development, workplace misery magically disappears, Clifton says. Source: What Makes Workplaces Miserable-Gallup Company

16. Are Your Employees Happy? Harvard Business Review Daily Management Tip Nov. 19, 2015 Do you know how your employees feel about their jobs? Checking in with your team about their satisfaction can help you retain them. Book a recurring appointment every month or quarter to ask your direct reports whether they are happy at work and what you can do to make them happier. These simple questions not only show your team that you care about their well being and development, but can boost their job performance and the fulfillment they get from it. Source: “Go Ahead: Ask Your Employees If They’re Happy” by Allison Rimm

17. 17 What people want from their Leaders in Managing Organizational Change ► Direction ► Hope ► Trust ► Results Warren Bennis Author – On Becoming a Leader

18. 18 A Clear Line of Sight

19. 19 What people want from their Leaders in Managing Organizational Change ► Direction ► Hope ► Trust ► Results Warren Bennis Author – On Becoming a Leader

20. The Trust Equation TRUST = Self Orientation The Trusted Advisor – Maister & Galford

21. The Trust Equation Credibility + Reliability + Intimacy TRUST = Self Orientation The Trusted Advisor – Maister & Galford

22. The Trust Equation Credibility + Reliability TRUST = The Trusted Advisor – Maister & Galford

23. The Trust Equation Credibility + Reliability + Intimacy TRUST = The Trusted Advisor – Maister & Galford

24. The Trust Equation Credibility + Reliability + Caring TRUST = Self Orientation The Trusted Advisor – Maister & Galford

25. The Trust Equation Credibility + Reliability + Caring TRUST = Self Orientation The Trusted Advisor – Maister & Galford

26. The Trust Equation Credibility + Reliability + Caring TRUST = Me The Trusted Advisor – Maister & Galford

27. 27 What people want from their Leaders in Managing Organizational Change ► Direction ► Hope ► Trust ► Results Warren Bennis Author – On Becoming a Leader

28. 28 Sympathetic understanding Feeling “in” on things Good wages Promotion/growth Loyalty of management What are the top three things that workers want from their jobs, in rank order? Interesting work Good working conditions Tactful discipline Full appreciation for work Job security

29. 29 Managers’ Perceptions of Workers’ Wants 1.Good wages 2.Job security 3.Promotion/growth 4.Good working conditions 5.Interesting work 6.Loyalty of management 7.Tactful discipline 8.Full appreciation of work 9.Sympathetic understanding 10.Feeling “in” on things Workers’ perceptions of Workers’ Wants 1.Full appreciation for work 2.Feeling “in” on things 3.Sympathetic understanding 4.Job security 5.Good wages 6.Interesting work 7.Promotion/growth 8.Loyalty of management 9.Good working conditions 10.Tactful discipline What people want from their jobs, in rank order Lawrence Lindahl - 1949, Replicated (1980); (1988); (1991); (1997-2010).

30. Top Ten Reasons Why Large Companies Fail To Keep Their Best Talent 1. Big Company Bureaucracy Rules that make no sense, simply being told to follow along and get with the program with no voice in the process. 2. Failing to Find a Project that Ignites Their Passion An opportunity to be a part of something huge, to change the world. Not motivated by just money and power. 3. Poor Annual Performance Review Process The impression this leaves is that my boss/the company, isn’t really interested in my long-term future here. 4. No Discussion about Career Development Employees want their boss to discuss their future, to make plans for succession planning & career development. 5. Shifting Whims/Strategic Priorities Clear strategic priorities and sticking with it a year or two, otherwise they feel “jerked around.” Give them opportunity to deliver. Eric M. Jackson - CEO/co-founder of CapLinked Forbes December 2011

31. Top Ten Reasons Why Large Companies Fail To Keep Their Best Talent 6. Lack of Accountability Top talent demands accountability from others and themselves. So regular touch points with the boss for insights/observations/suggestions. 7. Top Talent likes other Top Talent What are others around your top talent like? Are you keeping some people on the payroll that rationally shouldn’t be there? 8. The Missing Vision Thing Is the future of your organization exciting? What strategy are you executing? Did they have a say/input into this vision? 9. Lack of Open-Mindedness. Are opposing voices to the strategy seen as an annoyance and not a “team player.” Do you have a bunch of “yes” people saying the same things to each other? 10. Who’s the Boss? If people are leaving, “fixing” the boss with executive coaching usually only works 33% of the time. Eric M. Jackson - CEO/co-founder of CapLinked Forbes December 2011

32. 32 “I don’t feel I am making a difference.” “I don’t feel recognized for my contributions.” “I don’t feel I am learning/growing enough.” “I don’t feel I am a ‘fit’ with my colleagues.” “I can make more money elsewhere.” McKinsey & Company, The War on Talent Why do talented people leave their jobs?

33. 33 Workers don’t leave organizations, they leave LEADERS

34. We are not here to merely make a living. We are here in order to enable the world to live more amply, with greater vision, and with a finer spirit of hope and achievement. We are here to enrich the world through our being and we impoverish ourselves if we forget the errand. Woodrow Wilson

35. U.S. Department of Agriculture Financial Management Services Managing Organizational Change Elfego Gomez III Gómez & Associates