lgrc conference - lga.gov.ph exchange/lgrc...•identify best practices model to plan for a greater,...
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LGRC CONFERENCEWorking Collaboratively for Greater Performance
and Productivity
Slide #1
CREATE YOUR HAT!
• Criteria:
• Something you can wear on your head.
• Made use of most if not all of the materials provided
• Represents a side of yourself that takes you out of your
comfort zone!
• Maximum time allotment: 30 minutes
Slide #2
OBJECTIVES
• At the end of the session, participants will be able to:
• Develop a greater awareness on the importance of
camaraderie at work and its impact in harmonising
systems, processes and results
• Identify best practices model to plan for a greater, more
productive, organic collaboration.
Slide #3
VUCA WORLD• Volatility — nature, speed,
volume, magnitude, and
dynamics of change
• Uncertainty— lack of
predictability of issues and
events
• Complexity—confounding of
issues and the chaos that
surrounds any organization
• Ambiguity— haziness of
reality and the mixed
meanings of conditions!
Slide #4
Source: Leadership and Accountability in Public Service by A. Gregorio-Medel
Slide #5
Source: Leadership and Accountability in Public Service by A. Gregorio-Medel
CONTEXT• What used to work before no longer works well
today.
• Outcomes of Choices are unpredictable
• Learning through experimentation
• Manage the context not the rule book
• Cultivate diversity of views to generate a
multiplicity of options
• Lead with empathy, reward accomplishment with
autonomy, and seek winning solutions for
stakeholders
Slide #6
Source: Leadership and Accountability in Public Service by A. Gregorio-Medel
NEW MINDSETS
• Focus is development, personal growth where
feedback is valued
• High Task/High Relationship, with passionate
engagement
• Collaborative environment where resources
are shared; partnering across functions in
service to the organization’s goals
• Culture is open, transparent and respectful
Slide #7
Adapted from: Fierce Leadership by Susan Scott
NEW MINDSETS• Views are shared openly and diverse even opposing
views are accepted.
• A willingness to name and address the issues at the
heart of a topic, truthfully and courageously
• Decisions are guided by shared values and ethics
• Issues are resolved with a sense of urgency ; original
thinking is encouraged. This becomes the new normal
for the individual and the organization
• Happiness and a deep pleasure in the work
Slide #8
Adapted from: Fierce Leadership by Susan Scott
A FIERCE ADAPTIVE LEADER• Commits to a way of life, not a business strategy
• A way of life that over time becomes about WE, not me.
About one another.
• The practice of mobilizing people to tackle tough challenges
and thrive.
• About what’s best for the greater good.
• About knocking the down the walls that separate us.
• Not knowing the answers, but FINDING the answers.
• Not having a work conversation, but a human conversation.
• Being creative and compassionate.
Slide #9
Source: Fierce Leadership by Susan Scott; Leadership and Accountability in Public Service by A. Gregorio-Medel
Slide #11
WORKSHOP
• Is this possible in DILG? Would it work?
• What do you think are the Possibilities if you could
make it work?
• What will it take from you to make this happen?
• Are you willing to take that risk?
Slide #12
ACCOUNTABILITYSlide #14
WHAT DO WE NORMALLY
ASSOCIATE
ACCOUNTABILITY WITH?Slide #15
Source: Fierce Leadership, Susan Scott
BLAME, CULPABILITY, BEING
RESPONSIBLE, BEING WRONG,
MAYBE EVEN BEING FIRED.Slide #16
Source: Fierce Leadership, Susan Scott
Slide #
BLAMEBlame ≠ Taking Responsibility, No Accountability
17
BENEFITS OF BLAME
• Being right
• Domination (I’m better than you)
• Justification or Excuses
• Avoiding responsibility
Slide #18
COSTS OF BLAME
• Relationships
• Productivity
• Health or Well-being
• Peace of Mind
• Creativity
Slide #19
WHERE DOES
ACCOUNTABILITY START?Slide #20
FIERCE ACCOUNTABILITY
• A desire to take responsibility for results; a
bias toward solution, action.
• An attitude; a personal, private,
nonnegotiable choice about how to live one’s
life.
Slide #21
Source: Fierce Leadership, Susan Scott
• What if, instead of holding others
accountable, we held ourselves accountable
and others able -- able to take charge, take
action and effect change?
• What if, instead of pointing fingers and laying
blame, we modeled accountability and
inspired others to do the same?
Slide #22
Source: Fierce Leadership, Susan Scott
WHAT DOES BEING ACCOUNTABLE LOOK LIKE?
• Being accountable starts with you. This includes being accountable
in front of everybody else.
• Doing what you said you’d do.
• Taking responsibility for disappointing results
• Focusing on taking action
• Asking, “given this result, what will I do about it?”
• And if things go wrong with others asking the same question. “Given
this result, what are you going to do?”
Slide #23
Source: Fierce Leadership, Susan Scott
ACCO• Assess your situation. Get present to what’s really going on
around you (your thoughts, feelings, interpretations and the
facts, observable behavior). Put a name to your context.
• Consider the impact of staying in your current context.
• Choose only because you chose it.
• Own your choice. Take responsibility and claim back your
power to create.
• Create a new view that replaces the view you set aside and
that gives you power to deal with the situation. Plan out your
next steps from there.
Slide #24
CONNECTEDNESS VS. THE ILLUSION OF SEPARATION
Slide #25
WORLD