1. Shaping Change Leadership Academy May 19, 2016 frank@frankbenest.com eileenbeaudry@gmail.com

2. 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)

3. 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

4. Contra Costa Leadership Academy

5. 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

6. 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

8. 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

9. 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

10. 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

11. 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!

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

13. 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?

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

15. The Power of Story-Telling

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

17. 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?

18. “The Impossible Dream”

20. 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

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

22. 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

23. 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

24. 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”

25. 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

26. 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

27. 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

28. Kurt Vonnegut  “The Shapes of Stories”

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

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

31. 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

32. “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

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

34. 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)

35. 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

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

37. 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 www.icma.org/coaching

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

39. 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)

40. 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?

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

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

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