• three ideas to keep in mind when thinking about your organization’s performance;
• four categories of performance you will want to include when determining performance measures.

• WHAT - four essential elements that need to be included when leaders establish direction;
• HOW - three things that are essential to keep in mind for communicating, for articulating direction.

• Distinction of Value
• Customer POV
• Don’t Stop at the Customer
• This Means You
• Consistent - Dependable
• Congruent - Authentic
• Coherent - the Story

• 3 all-too-common errors that organizations make while creating their strategic or action plans;
• 3 best practices that will help a group avoid these mistakes;
• Plus the single most important thing to get right so everything else falls in place.

Essential Practices for Managing People... session 6

Especially in a knowledge-based world, people need to have effective communication within and without their unit, their company, and their industry.

Here’s a hit...making use of good technology is not the same as engaging in good communication.

This 7 Ideas Coach session provides uncommon insight about what you can do as a manager to create an environment where your people communicate effectively. Break down silos, increase alignment, and create an environment that encourages effective communication....now!

• Why one page is a great way to go to enhance your organization.
• Who can use a one page plan or strategy map. (Hint...businesses, non-profits, and public agencies.)
• Timing and triggers for one pagers.
• The four things every one pager should include.
• And three ways an organization can maximize benefit from a one page plan.
  

• One cannot not communicate
• The message intended is not necessarily the message received
• Communication is multi-channel
• We think in ‘clouds’ of associations, not words
• Emotions are always “on”
• Most thinking and behavior is unconscious
• Human interaction is more like a living ecology than a machine - think cultivate, not operate
  

• Dynamic Complexity - how close cause and effect are together in space and time;
• Generative Complexity - how much the future is or is not like the past; and
• Social Complexity - how much people connected to an issue have common assumptions, values, objectives, experiences, and perceptions.
  

• The Level of Complexity is Increasing for All Organizations Whether Large and Small or Business, Public, or Non-profit
• Increased Complexity Requires a Different Kind of Action
• Highly Complex Issues Require Increased Need for a Facilitative Leadership Style
• Increasing Complexity Impacts Personal and Organizational Leadership Development
  

• Change is not necessarily difficult, or something that people resist.
• What trips up most people, and organizational change effort, is not change but transition.
• Transition requires new learning and new patterns of behavior.
• Transition requires emotional regrouping.
• Transitions typically take us away from a sense of routine into other states of ending, abeyance, or starting.
• Transition requires large energy and attention expenditures - loss of productivity is practically inevitable.
• Leaders and managers do well to give as much emphasis to planning how to manage transitions as they do to what change to make.
  

• Ensure development opportunities for people competencies are readily available.
• Build in playing well into performance management system.
• Leadership sets the example.
• Celebrate milestones, create rituals for transitions, and debrief significant events.
• Help people use inherent talents and interests.
• Don’t let people get away with toxic behavior.
• Help people to find fun and humor in their work.

• Assess Situation
• Identify Solutions
• Plan Action
• Seek Buy-in Up
• Seek Buy-in Across
• Seek Buy-in Down
• Implement Changes

• Seek Buy-in from Key Opinion Leaders
• Seek Buy-in from Constituent Groups
• Seek Buy-in from People Most Impacted

• Master your attitude
• Face reality while keeping faith
• Stick to your knitting
• Diligently seek and seize opportunities
• Focus on action within our control
• Foster partnerships and collaborations
• Live with renewed intention