1. Building High-Performance Organizations I-1 Ver 3.11/21/2016 MODULE I: SETTING THE CONTEXT--THE EVOLUTION OF “THE NATURE OF WORK” BUILDING HIGH-PERFORMANCE ORGANIZATIONS IN THE TWENTY-FIRST CENTURY Commonwealth Centers FOR HIGH-PERFORMANCE ORGANIZATIONS www.highperformanceorg.com

2. Building High-Performance Organizations I-2 Ver 3.11/21/2016 “The illiterate of the [Twenty- First Century] will not be the individual who cannot read and write, but the one who cannot learn, unlearn, and relearn.” Alvin Toffler The Evolution of “THE NATURE OF WORK”

3. Building High-Performance Organizations I-3 Ver 3.11/21/2016 TT before1800 MMLL Subsistence Farming CRAFTS PHASE Work is Holistic The Evolution of “THE NATURE OF WORK”

4. Building High-Performance Organizations I-4 Ver 3.11/21/2016 Division of Labor l Vertical l Horizontal 1900 LL FOREMEN TTTTTTTTTT MMMMM INDUSTRIAL PHASE OWNERSEXECUTIVES INDUSTRIAL ENGINEERS “SCIENTIFIC MANAGERS” LABOR MANAGERS Working Class Upper Class The Evolution of “THE NATURE OF WORK”

5. Building High-Performance Organizations I-5 Ver 3.11/21/2016 L M T Microbusiness LINE TS GS The Evolution of “THE NATURE OF WORK” TOP MANAGE- MENT TECHNICAL SUPPORT GENERAL SUPPORT CUSTOMER

6. Building High-Performance Organizations I-6 Ver 3.11/21/2016 NETWORKED TALENT MODEL TaskTeamTaskTeam ManagementTeamManagementTeam 2000 TS LeadershipTeamLeadershipTeam ML T TS ML T ML T TS ML T TS ML T TS The Evolution of “THE NATURE OF WORK”

7. Building High-Performance Organizations I-7 Ver 3.11/21/2016 PERCENT OF TIME SPENT ON EACH FUNCTION AT EACH LEVEL OF THE ORGANIZATION IN THE NETWORKED TALENT MODEL LINE TS GS M L T M L TS T First Line Top Management TS The Evolution of “THE NATURE OF WORK” TOP MANAGE- MENT TECHNICAL SUPPORT GENERAL SUPPORT CUSTOMER

8. Building High-Performance Organizations I-8 Ver 3.11/21/2016 TS ML T Management Skills, Abilities, and Behaviors n Causal Modeling/Systems Analysis n Performance Planning n Project Management and Execution n People Development n Plan Implementation, Monitoring, and Adjustment n Outcome/Results Variance Analysis n Open Communication Management Skills, Abilities, and Behaviors n Causal Modeling/Systems Analysis n Performance Planning n Project Management and Execution n People Development n Plan Implementation, Monitoring, and Adjustment n Outcome/Results Variance Analysis n Open Communication Leadership Skills, Abilities, and Behaviors n Strategic Customer Value Analysis n Vision/Values to Strategy/ Structure/Systems n Suprasystems Integration/ Stewardship Stewardship n Learning/Thinking/Changing/ Renewing n Enabling/Empowering/ Energizing Leadership Skills, Abilities, and Behaviors n Strategic Customer Value Analysis n Vision/Values to Strategy/ Structure/Systems n Suprasystems Integration/ Stewardship Stewardship n Learning/Thinking/Changing/ Renewing n Enabling/Empowering/ Energizing Task/Technical Skills, Abilities, and Behaviors n continuously broaden and deepen task/ technical skills and abilities Task/Technical Skills, Abilities, and Behaviors n continuously broaden and deepen task/ technical skills and abilities Team Skills, Team Skills, Abilities, and Behaviors n see slide I-9 for these skills Team Skills, Team Skills, Abilities, and Behaviors n see slide I-9 for these skills “WORK” IS HOLISTIC IN THE NETWORKED TALENT MODEL IV-8 The Evolution of “THE NATURE OF WORK”

9. Building High-Performance Organizations I-9 Ver 3.11/21/2016 n types of meetings n core values/ground rules n charter n content vs. process n meeting management: procedural rules, agenda, physical setup, evaluation, etc. n process roles: facilitator, recorder, time keeper n setting climate n large group design issues n presentation skills n types of meetings n core values/ground rules n charter n content vs. process n meeting management: procedural rules, agenda, physical setup, evaluation, etc. n process roles: facilitator, recorder, time keeper n setting climate n large group design issues n presentation skills n a guiding model: theory and approaches n steps (opening up and closing down phases) n techniques appropriate in each step/phase n understanding assumptions and causes n using values to test outcomes n bringing creativity into problem- solving; breaking paradigms n a guiding model: theory and approaches n steps (opening up and closing down phases) n techniques appropriate in each step/phase n understanding assumptions and causes n using values to test outcomes n bringing creativity into problem- solving; breaking paradigms n PERSONAL LEVEL n INTERPERSONAL LEVEL u personal assessment (Goleman’s E.Q. vs I.Q.) u personal change (Covey’s 7 Habits) u personality differences (MBTI) u individual management styles (Grid) u learning styles u personal vs. organizational values u time management u communication (style, ego states, non-verbal, assumptions, obtaining information, listening) u feedback and coaching u appreciating differences u conflict management and negotiation u dealing with difficult people u appreciating diversity u dealing with feelings and emotion n TEAM LEVEL u what is a team? u types of teams u team dynamics and stages of development u team roles u culture change u dealing with resistance u team building u characteristics of high- performance teams n PROCEDURAL n PROBLEM-SOLVING n BEHAVIORAL Team Skills, Abilities and Behaviors SURVIVAL KIT

10. Building High-Performance Organizations I-10 Ver 3.11/21/2016 X X XX T T T T T TS TS TS TS L L L L M M M M Time in the Organization Value to the Organization Entry-Level Position Entry Filter Journey-Level Position COMPENSATION BASED ON “VALUE”

11. Building High-Performance Organizations I-11 Ver 3.11/21/2016 T TS LM T TS LM T TS LM T TS L M T Time in the Position Value to the Organization Entry-Level Position #1 Journey-Level Position #1 Entry Filter X X XX T TS LM T TS LM T TS LM T TS L M T Entry-Level Position #2 Journey-Level Position #2 COMPENSATION BASED ON “VALUE”

12. Building High-Performance Organizations I-12 Ver 3.11/21/2016 The Evolution of “THE NATURE OF WORK” FEDERAL SENIOR EXECUTIVE SERVICE CORE COMPETENCIES The Evolution of “THE NATURE OF WORK” FEDERAL SENIOR EXECUTIVE SERVICE CORE COMPETENCIES The Executive Core Qualifications (ECQ’s) define the competencies and the characteristics needed to build a federal corporate culture that drives for results, serves customers, and builds successful teams and coalitions within and outside the organization. The Executive Core Qualifications are required for entry to the Senior Executive Service and are used by many departments and agencies for selection, performance management, and leadership development for management and executive positions. They are: 1.Leading Change: continual learning, creativity/innovation, external awareness, flexibility, resilience, service motivation, strategic thinking, vision 2.Leading People: conflict management, cultural awareness, integrity/honesty, team building 3.Results Driven: accountability, customer service, decisiveness, entrepreneur- ship, problem solving, technical credibility 4.Business Acumen: financial management, human resources, technology 5.Building Coalitions/Communications: influencing/negotiating, interpersonal skills, oral communications, partnering, political savvy, written communications From: The US Office of Personnel Management website (www.opm.gov)

13. Building High-Performance Organizations I-13 Ver 3.11/21/2016 Change agent: ability to foster change and realize its benefitsChange agent: ability to foster change and realize its benefits Customer service focus: assessing needs and responding to them quickly and efficientlyCustomer service focus: assessing needs and responding to them quickly and efficiently Ability to understand the “business” of municipal government and how their job affects the bottom lineAbility to understand the “business” of municipal government and how their job affects the bottom line Team player: understanding the value of shared resources and knowledgeTeam player: understanding the value of shared resources and knowledge Open-mindedness: ability to move away from traditional systemsOpen-mindedness: ability to move away from traditional systems Respect for diversity as an enriching organizational valueRespect for diversity as an enriching organizational value Self-directed: ability to work with less supervision as organizations flattenSelf-directed: ability to work with less supervision as organizations flatten Flexibility in juggling varying responsibilitiesFlexibility in juggling varying responsibilities Ability to manage stressAbility to manage stress Interpersonal skills: ability to work with diverse customers and employees at all levels of the organization.Interpersonal skills: ability to work with diverse customers and employees at all levels of the organization. Katherine Jackson, “A New Casting Call for Human Resources: Competency-Based Solutions for Selection, Training, and Compensation,” Virginia Town & City (March 1998), p. 7. In addition to having a baseline of expertise in their field -- whether it be human relations, engineering, or public relations -- municipal employees of the 21st Century will need these resources to succeed in the evolving municipal environment: The Evolution of “THE NATURE OF WORK” TEN ESSENTIAL TRAITS FOR THE “NEW” MUNICIPAL EMPLOYEE The Evolution of “THE NATURE OF WORK” TEN ESSENTIAL TRAITS FOR THE “NEW” MUNICIPAL EMPLOYEE

14. Building High-Performance Organizations I-14 Ver 3.11/21/2016 External Awareness: the ability to focus outside the incumbent's own organization/unit and analyze its environment and the forces in it that have implications for the organization/unit; "political" savvy; ability to do environmental scanning; awareness. Customer/Stakeholder Focus: the ability to cause the organization/unit to answer the questions: "who are/should be our organization's/unit's customers and stakeholders?” "who are/should be our organization's/unit's customers and stakeholders?” “what are their wants, needs, expectations, and requirements now and in the future?” “what are their wants, needs, expectations, and requirements now and in the future?” the ability to do sound market analyses, make professional presentations, market effectively to customers/stakeholders, and maintain positive customer/stakeholder relationships/partnerships. Visioning and Alignment: the ability to cause the organization to develop, articulate, and live a clear, compelling shared vision for the future and to cause units/individuals to align/"nest" their visions within the vision of the whole; causes the shared vision to be used to guide all actions/behaviors of individuals, units, and the organization; uses the organization's/unit's vision to energize self and others; the organization/unit visioning process answers the questions: “what is high-performance for us?““what is high-performance for us?“ "how would we know if we were high-performance?""how would we know if we were high-performance?" "according to whom are we high-performance?""according to whom are we high-performance?" Organization Culture Creation through Values Alignment: the ability to cause the organization and its members to define, articulate, operationalize, and live a consistent set of shared values in which units nest and shape their day-to-day work culture; causes the values to be used to guide all actions/behaviors of individuals, units, and the organization; helps the organization/unit understand the shared values by making them “actionable” – i.e., by causing the values to be defined at all levels of the organization in terms of the behaviors that support the values and those that violate the values; sets a personal example by living the values and expecting others to do the same; the organizational/unit values process answers the questions: "why do we want to be high-performance in the first place and what is our higher moral purpose?”"why do we want to be high-performance in the first place and what is our higher moral purpose?” "what is our leadership philosophy/organizational paradigm?”"what is our leadership philosophy/organizational paradigm?” “how are we going to treat each other and our customers/stakeholders/partners/ suppliers?"“how are we going to treat each other and our customers/stakeholders/partners/ suppliers?" The Evolution of “THE NATURE OF WORK” LEADERSHIP COMPETENCIES FROM A NAVAL SHIPYARD The Evolution of “THE NATURE OF WORK” LEADERSHIP COMPETENCIES FROM A NAVAL SHIPYARD

15. Building High-Performance Organizations I-15 Ver 3.11/21/2016 Architect of the Business: the ability to use the organization's leadership philosophy/paradigm, vision, and values to help guide the establishment of a successful organization/unit “mission/niche” and its implementing "theory-of-the-business;" causes the organization/unit to be both: (1) "effective" -- by delivering the right products and services to the right customers/stakeholders, and (2) "efficient" -- by ensuring that the organization/unit has the right business strategies, structures, and systems and that these factors are "done right." Knowledge, skills, and abilities useful to this competency are: strategic, tactical, and business thinking and planning; causal reasoning and systems analysis/thinking; ability to identify/examine core assumptions/paradigms; core competencies analysis; benchmarking and best practices review; creative/critical thinking; key product/service analysis; customer requirement identification; quality principles (TQM), and financial thinking/analysis. Continuous Learning and Improvement: the ability to create a continuous learning/ thinking/changing/renewing climate and culture for the organization/unit; seeks and utilizes multiple sources of personal feedback (peers, subordinates, superiors, customers/ stakeholders) to improve own behavior and performance; seeks and utilizes feedback from multiple sources (other organizational units/customers/stakeholders) to improve organizational/unit performance; ensures that all organization members (including self) are continuously learning and growing; ensures that self and organization/unit are on the “cutting edge;” ability to be a positive change agent for organization/unit and a mentor and instructor to members of the organization; understands and constructively uses motivation theory to enable and empower organization members; uses the organization’s/unit’s shared vision and values to energize self and members of the organization. Steward of the Organization: serves as a steward of the whole organization causing the work of individuals and units to be integrated toward the vision/mission of the whole rather than the suboptomization of the parts; minimizes "turf" in the organization; behavior reflects the view that the incumbent is an agent of the whole organization (e.g., uses the term "our" in reference to the programs/units/people/resources for which he/she is a steward rather than the term "my"). The Evolution of “THE NATURE OF WORK” LEADERSHIP COMPETENCIES FROM A NAVAL SHIPYARD (continued) The Evolution of “THE NATURE OF WORK” LEADERSHIP COMPETENCIES FROM A NAVAL SHIPYARD (continued)