National Association of State Veterans Homes Leadership Summit

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National Association of State Veterans Homes
Leadership Summit

• March 2. 2009
• D.N. Lombardi, Ph.D.

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Five Major Change Dynamics

• Life and Death Outcome Perceptions
• Higher/Escalating Expectations
• Media Targeting
• Public Trust
• People-Intensive

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Life and Death Outcome Perceptions

• Pride
• Accountability
• Commitment
• Trust

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Higher, Ever-Escalating Expectations

• Costs
• Technology
• Promise of Miracles
• Informed, Educated (?) Patients
• Theory of Choice and Competition

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Media Target

• Journalistic
• Advertising
• Popular

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Public Trust

• Taxes
• Like Public Schools
• Politicians

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People-Intensive

• Largest Employers
• Partnerships
• Where do You spend most of your time?

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The Performance Matrix

• Superstars/Action Agents
• Thrive on Change and Challenge
• Upper 10-20 of the Organization
• Exemplars of Positive Action
• Steadies/Advocates
• Majority 60-70 of the Organization
• Strive with Leadership
• Support Positive Action
• Non-Players/Antagonists
• Lower 10-15
• Self-Survival Mode
• Undermine Positive Action

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Action Agents

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Antagonists

• An unfortunate reality of the change process is
  that certain non-players the Antagonists will
  do every thing possible to create havoc and
  hamper positive results. This behavior is called
  derailment and should be anticipated and dealt
  with immediately and resolutely.

• The documentation of critical incidents and
  significant non-performance is extremely
  important during times of change it provides
  you with the evidence and chronological date
  needed to effect employee counseling and needed
  corrective action.

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Advocates
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Progressive Action Leadership vs.Administrivia
Management

• Mastering The PACT System

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The PACT Factors

• Regenerating Group Pride
• Encouraging Accountability
• Garnering Commitment
• Establishing Trust

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Pride I Progress

• Contribution vs. Criticism
• Take a stake vs. Have a committee
• Telling vs. selling
• Controllable vs. Uncontrollable
• Working towards vs. running from
• Celebrate wins vs. lamenting losses

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Pride II Participation

• Action vs. Discussion
• Practical vs. Conceptual
• Solution Formulation vs. Problem Reiteration
• Specific vs. General
• Perspective vs. Perception

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Pride III Planning

• Rivers vs. Ponds
• Pro-Active vs. Reactive
• Plan vs. Pontification
• Product vs. Process
• Attribution vs. Retribution

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The Meeting 8 for weekly updates
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Accountability I Action

• Coaching vs. coaxing
• Assurance vs. Apprehension
• We vs. They
• Closure vs. Re-visiting
• Known vs. Unknown
• Leaders vs. Leaners
• Energy vs. Inertia
• Positions vs. Postures

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Accountability II Adaptability

• How vs. If
• Senses vs. Census
• Results vs. Remorse
• Need vs. Want
• Impacting vs. Annoying
• "Gimmies" vs. Gotchas

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Accountability III Added-Value

• Needed vs. Needy
• A Calling vs. A Cause
• Supportive vs. Spoiled
• Strong vs. Weak
• Innovative vs. Inventive
• Yes, and vs. Yes, but

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Setting Six Major Messages for the Total Change
Process
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Maximizing Individual Communication, Calibration
and Coaching
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Commitment I Communication

• Commitment vs. Consensus
• Value-Driven vs. Ego-Driven
• Purposeful vs. Placating
• Backstage vs. On-Stage
• Community vs. Family

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Commitment II Communication

• Thriving vs. Surviving
• Participants vs. Spectators
• Reality vs. Vibes
• Accountability vs. Deniability
• Facts vs. Fiction
• Progressive Work vs.A work in progress

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Commitment III Communication

• Gregarious vs. Obnoxious
• Gracious vs. Grating
• Kindness vs. Weakness
• Class vs. Crass
• Grateful vs. Owed

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Plan Closure Elements
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Trust I Team Orientation

• Outcomes vs. Opinions
• Encouragement vs. Empowerment
• Compassion vs. Complaint
• Progress vs. Status Quo
• Clarity vs. Complex

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Trust II Teaching

• build up vs. tear down
• lets do it vs. we got done in!
• the human touch vs. the cold shoulder
• fortitude vs. facilitation

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Trust III Timing

• Patience/ perseverance vs. passive/pacifist
• Helpful vs. Helpless
• Dynamic vs. Stagnant
• Trusting vs. Doubting
• Explanations vs. Excuses

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Mistake Review Matrix
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Q1- Direct Action

• Begin MBC Approach
• Celebrate the Wins
• Over-Communicate

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Q2- Communication

• Utilize The Meeting 8
• Fan Mail Publicity
• Teach Current Events

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Q3- GRADUATE TO THE NEXT LEVEL

• Address Non-Players with Pro-Active Documentation
• Highlight Encourage Steadies
• Heighten and Enhance Superstars

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Q4- Three Overriding Principles

• www.magis-shu.org
• Donald.Lombardi_at_stevens.edu
• [phone]

• Finish The Race
• Fight The Good Fight
• Keep The Faith