1. Finance and Shaping Change
Contra Costa
Leadership Academy
May 18, 2017
Eileen Beaudry
Director CCLA

2. Agenda for Today Welcome Dry Run – Drones
Finance for Non-Financial Managers / Fran David
LUNCH
Dry Run – On-line Community Forums
Personal Leadership Presence Brand
Shaping Change
Case Study – Hayward Fire Chief / Garrett Contreras
Debrief 2ND Coaching Conversation
Team Meetings

3. Three Reactors for Today
What resonated
with me?

4. Team Project Run Through
Volunteer Timekeeper
20 Minute Presentation

5. Team Project Run Through
Presentation (15-20 minutes)
Content Questions (5 minutes)
Emerging Leaders
Executive Sponsors
Presentation Suggestions (5 minutes)
Executive Sponsor

6. Fran David
Former City Manager
of Hayward, CA
Career Journey

7. Finance for non-Financial Managers
Structural vs cyclical budget deficits
Themes from budget messages
Responding to an economic meltdown
Impacts on Employees
Productivity Paradox

8. Nature of Structural Deficits
Business-related deficits
Structural deficits

9. Budget Messages What are drivers of deficits?
What are strategies proposed?

10. Responding to Economic Meltdown
Premises
An organization needs to get out in front of severe cutbacks and take action NOW
Typical cutback measures have
negative and sometimes
unanticipated consequences
Cutbacks at margins will not solve
fiscal challenge

11. Responding to Economic Meltdown
Premises (con’t)
As it reduces resources, an organization
also needs to target investments
Redesigning service delivery requires
engaging employees, other departments
and outside partners
Leaders typically need to cross boundaries
to redesign services

12. What are Typical Cutback Measures?

13. Organizational Impacts
In terms of organizational climate and employee attitudes, what are some impacts on the organization?

14. The Productivity Paradox

15. Article: Managing thru Meltdown
What were some of the paradoxes that caught your attention?

16. Fran David Finance for Non-Finance Staff Q & A
What make finance people tick?
What are financial “red flags”?
How can you increase your financial IQ?
Q & A

17. Team Project Run Through
Volunteer Timekeeper
20 Minute Presentation

18. Team Project Run Through
Presentation (15-20 minutes)
Content Questions (5 minutes)
Emerging Leaders
Executive Sponsors
Presentation Suggestions (5 minutes)
Executive Sponsor

19. Leadership Presence What is your Personal Leadership Presence
Brand Statement?

20. Shaping Change Agenda The Change Curve YOU and Change Kotter’s Model
What Leaders Can Do

21. Shaping Change Ongoing – Continuous Change Initiative The new normal
Accelerating
“…as soon as we fill these positions, hire new manager…etc.”
Change Initiative
Large initiative
Department-wide
Organizational wide
Beginning and Conclusion, not end

23. How do you feel about change?
Resist Reluctant Accept & Wait Good! Faster!

25. Change Management
Sources: Kotter and Richman

26. My Talents and Shaping Change
1. What area of the change process energizes you? Interests you?
2. Where are your natural talents most useful?

27. Everything you Know about Change Management is Wrong
What resonated with you from this article?
Any examples of change experiences supporting his premise?
Best Practices?

28. Your Myers-Briggs Type and Change28

29. Four Temperaments Ideal Seekers Duty Seekers Action Seekers
Guardians - SJ
Duty Seekers
Rationals - NT
Knowledge Seekers
Idealists - NF
Ideal Seekers
Artisans - SP
Action Seekers 29

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

31. Guardians – SJ Duty Seekers
Judging
Sensing
A clear and concise plan for action
Defined outcomes and clear goals
Completion, get the changes in place
No more surprises!
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 31

32. Rationals – NT Knowledge Seekers
Intuitive
Thinking
The logic behind changes
What are the goals, structure?
Clarity in decision- making & planning
Demonstration that leadership is competent
Fairness and Equity in the changes
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 32

33. Idealists – NF Ideal Seekers
Feeling
Intuitive
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
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 33

34. Artisans – SP Action Seekers
Sensing
Perceiving
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
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 34

35. Case Study
Garrett Contreras
Hayward Fire Chief

36. Debrief 2nd Coaching Convo
What did you like about the conversation?
What was inspiring, surprising…
New ideas or insights?
Was anything
uncomfortable?

37. Homework for June 15th Continue work on Team Project
Hold 3rd coaching conversation by July20th

38. My Take-Aways + Reaction Panel
What resonated with me?
What did not resonate with me?
What do I have to add?