Culture Summit 2019 - Future Practice: How to Actualize Future of Work Concepts into Reality
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The big catch-phrase today is Future of Work. While the term is broad and open to many interpretations, there is truth to the fact that work is changing rapidly. People at all levels of the organization struggle with how to actualize "future of work" concepts into reality. In this highly interactive session, you'll work in small groups to dive below the surface of Future Practice to explore the habits, norms and practices that will bring the Future of Work to life. Future Practice is purposeful, meaningful, engaged, and innovative. Take steps today through real practice to move your teams forward. Indeed, the future of work is Future Practice. Learn more at www.culturesummit.co
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Culture Summit 2019 - Future Practice: How to Actualize Future of Work Concepts into Reality
- 1. 1 XPLANE Future Practice: Actualizing Future of Work
- 2. 2 Future Practice: Actualizing New Behaviors Organizational Clarity Design StrategyCulture
- 3. 3 Session Take-Away Everyone in this room can facilitate a meaningful conversation that establishes new cultural behaviors in your organization.
- 4. 4 A System in Crisis CASE STUDY
- 5. 5 The System in Crisis?
- 6. 6 Future Practice: Actualizing New Behaviors The Struggle Struggle to process high volumes of information No timeto think Lack of self-awareness or empathy Challenge to follow through beginning to end Willingness to fail or admit to failure is taboo Feeling guarded Distractions and side tracks are constantly creating delays Constantly falling behind and never catching up Fear of being left behind or inadequate Too many greatideas or options are overwhelming Low confidence Feeling disengaged or apathetic about the work No timeto experiment Lack visibility to know impact on others Lack of self-awareness or empathy
- 7. 7 How Do You Get to Carnegie Hall?
- 9. 9 Future Practice: Actualizing New Behaviors FOW Future of Work
- 10. 10 Future Practice: Actualizing New Behaviors Future of Work FOW FuturePractice
- 11. 11 Future Practice: Actualizing New Behaviors FOW Behavior Sets • Seek and connect • Be curious • Own failure • Share credit • Be courageous • Ask for / accept feedback • Be present • Tell the truth (tactfully) • Empathize • Add value FOW Be Curious Share Credit Empathize Add Value
- 12. 12 Examples = Stuff to Practice
- 13. 13 Future Practice: Actualizing New Behaviors • Shared, Co-created • Specific to Your People or Team • Answer the Question, “What does it look like?” • …Are Just the Beginning Great Behaviors Examples:
- 14. 14 Frameworks!
- 15. 15 Future Practice: Actualizing New Behaviors Why Frameworks Work Visual Approach Collaborative Action- Oriented & Actionable Ask the Right Questions
- 16. 16 Show & Tell ORG ADULTING WORKSHOP
- 17. 17 Future Practice: Actualizing New Behaviors
- 18. 18 Future Practice: Actualizing New Behaviors
- 19. 19 Future Practice: Actualizing New Behaviors
- 20. 20 Create a Framework TRY FRAMEWORKS
- 21. 21 Future Practice: Actualizing New Behaviors Future Practice Framework
- 22. 22 Future Practice: Actualizing New Behaviors Future Practice Framework
- 23. 23 Future Practice: Actualizing New Behaviors Future Practice Framework
- 24. 24 Future Practice: Actualizing New Behaviors Future Practice Framework GOAL 2GOAL 1
- 25. 25 Future Practice: Actualizing New Behaviors Future Practice Framework GOAL 2GOAL 1
- 26. 26 Future Practice: Actualizing New Behaviors Future Practice Framework GOAL 2GOAL 1
- 27. 27 Future Practice: Actualizing New Behaviors Future Practice Framework GOAL 2GOAL 1 MODEL BEHAVIORS MODEL BEHAVIORS
- 28. 28 Future Practice: Actualizing New Behaviors Future Practice Framework GOAL 2GOAL 1 MODEL BEHAVIORS MODEL BEHAVIORS PRACTICE+ ACCOUNTABILITY
- 29. 29 Future Practice: Actualizing New Behaviors See What’s New at XPLANE! www.xplane.com/xplane-tools www.xplane.com/bootcamps
- 30. 30 Sign up on xplane.com – OR – text XPRESS to 66866
- 31. 31 Thank you! Please reach out with any questions. xplane.com hello@xplane.com
Notes de l'éditeur
- 4 years ago, I was working with a system in crisis. Nothing was working well, but everyone was working hard. Work was riddled with distractions, constant change, and emotional stress. Making decisions had devolved down to either command and control or feeling around in the dark. Confidence was low. Individuals felt pressured, ignored, treated unfairly; they were not given a voice or the attention they needed. There was low to no productivity and stagnate growth, lack of autonomy, no cohesion. It felt like a hard place to work – difficult to succeed. The culture of the system wasn’t working.
- The system: My family. My son Calvin, who was 7 years old at the time, was struggling with undiagnosed Dyslexia, ADHD and Executive Functioning Disorder.
- If you know anything about these learning challenges, you know that it is a tough combination; with Dyslexia Calvin struggles to process information through multiple receptors (visually, auditorily, mentally), with ADHD there are polar extremes of intense focus and no focus at all; and with Executive Functioning Disorder it is a challenge to follow through on a workflow from beginning, middle to end. The distractions and side tracks are constantly creating delays. Being quite bright, the number of great ideas or options are overwhelming. Simply having time to think and decide is a challenge. Time to experiment was short. Willingness to fail or admit to failure was taboo. Constantly falling behind and never catching up. Low self esteem, lack of understanding of impact on others, almost no self-awareness or empathy., feeling guarded, fear of being left behind or inadequate. Feeling like you can’t do anything right; like success is always out of reach. Feeling disengaged or apathetic about the work. How many of you could look at your workplace, your business or organization, and say that people by and large experience any of these challenges? For some of you, there may be only a few of these that are true. For others, it could be a great deal more. In fact many times when we start a project with client, we uncover a collection of these culture challenges. The good news is there are so many great ideas and thinkers out there who are designing culture solutions to address these problems. Ways to turn our systems in to highly functional, happy, productive systems. Many ideas and concepts you have heard about this week – Culture of Trust, Culture of Intent - provide a real set of solutions and approaches to developing and sustaining great places to work and successful businesses. Culture OS – creating an intentional OS. Add Examples from Culture Summit But every idea, approach or concept in Future of Work needs something. Something my family learned when we started to redesign our system to make it work not just for Calvin, but for all of us as a family.
- How do you get to Carnegie Hall? – Practice, Practice, Practice The first thing we learned when Calvin was diagnosed was there was only so much a new school or tutors could do for him. To create a lasting change, a better system of working for all of us, we had to start practicing new behaviors, adopting new habits and evolving old habits, heighten our self-awareness and group awareness. We had to openly practice as a family every day. We needed constant repetition and feedback to evolve the habits. We had to be willing to discuss without shame what’s working and what not working. And it is all constant. Daily. So how to you get to Carnegie Hall – how do any of us bring an idea of your ideal or desired culture to life? Practice!
- Many of you have already heard the phrase Future of Work or Workplace of the Future. And there are a lot of great ideas and approaches out there - many of them have been discussed and presented here in the last two to three days. High Trust Workplace. Culture of Intent. High Performance Culture. Gender Equality. Innovation and Inclusion at work.
- Regardless of the concept, Future of Work won’t work if it stays a concept. Or just an idea. If it just sits on the shelf. It is a lot like a nesting doll. You don’t get to the true magic of what it is until you open it up.
- you open it up. When you look inside any concept, you need to see the behaviors you want to practice. The habits and rituals you will test, improve and evolve through your ongoing practice.
- We can design those behaviors to suit our needs, more importantly to realize our aspirations for our workplace experience and desired business outcomes. By the way, at XPLANE we believe wholeheartedly that those two things have to be well met – they are integral to each other – our ideal workplace culture and desired business outcomes. We can design behaviors to that will support a culture that is Agile, Innovative, Inclusive, Intent-ful – to have more Lift and Thrust.
- And then, we have to create examples; the behaviors or the stuff we want to practice together as we work toward our aspirational culture.
- Great behavior examples Are Shared, Co-created Are Specific to Your People or Team Answer the Question, “What does it look like?” What does it look like when we are doing this well? What does this look like when we are not doing it well? This specificity helps people reach clarity around what to practice and how to practice it. It also builds trust and ownership when you create them together. Finally, great behavior examples are just the beginning. They are a jumping off point for every to start building more examples and more behaviors that align with your aspiration and business goals. So, how do you get create those great behavior examples
- We create and use frameworks to facilitate a co-creative design session. We have heard so many interesting ideas and concepts this year. You are collecting ideas to take back with you. Frameworks help you take those ideas back home and do something tangible with them.
- Draw a circle in the center of your paper and divide it into three sections / thirds. Goals: Think about the big ideas you captured. Think about your top culture goals. Fill in each of the parts of the circle with one of you Top Three Culture Goals What Do You Not Want to See: Starting at 12 o’clock on the circle or the top right section; describe or draw the behaviors you do not want to see. What does it look like when it is not working? What are people doing or saying? How are they interacting. You can make little vignettes with people saying things. You can write a description, or a haiku. What do you see? What Do You See: Now, write or draw what it looks like when you doing it well. Now repeat the same thing for your other two goals – (practice, practice, practice this) Now you need to find a buddy. This person is going to be your coaching buddy. Share your goals and your behaviors with your buddy. The job of your coaching buddy is to help you up your game – help you create examples that are easy to understand, clear and relatable. Three volunteers to share a goal and behaviors. Now ask yourself, where are the opportunities for you to go model this behaviors you want to see? When and how will be support each other and share what we are learning from our practice? The last thing you need to do is make a plan. You have just learned this framework, you’ve practiced it with a buddy. Now, write three opportunities to use this framework when you get back to work.
- Draw a circle in the center of your paper and divide it into three sections / thirds. Goals: Think about the big ideas you captured. Think about your top culture goals. Fill in each of the parts of the circle with one of you Top Three Culture Goals What Do You Not Want to See: Starting at 12 o’clock on the circle or the top right section; describe or draw the behaviors you do not want to see. What does it look like when it is not working? What are people doing or saying? How are they interacting. You can make little vignettes with people saying things. You can write a description, or a haiku. What do you see? What Do You See: Now, write or draw what it looks like when you doing it well. Now repeat the same thing for your other two goals – (practice, practice, practice this) Now you need to find a buddy. This person is going to be your coaching buddy. Share your goals and your behaviors with your buddy. The job of your coaching buddy is to help you up your game – help you create examples that are easy to understand, clear and relatable. Three volunteers to share a goal and behaviors. Now ask yourself, where are the opportunities for you to go model this behaviors you want to see? When and how will be support each other and share what we are learning from our practice? The last thing you need to do is make a plan. You have just learned this framework, you’ve practiced it with a buddy. Now, write three opportunities to use this framework when you get back to work.
- Draw a circle in the center of your paper and divide it into three sections / thirds. Goals: Think about the big ideas you captured. Think about your top culture goals. Fill in each of the parts of the circle with one of you Top Three Culture Goals What Do You Not Want to See: Starting at 12 o’clock on the circle or the top right section; describe or draw the behaviors you do not want to see. What does it look like when it is not working? What are people doing or saying? How are they interacting. You can make little vignettes with people saying things. You can write a description, or a haiku. What do you see? What Do You See: Now, write or draw what it looks like when you doing it well. Now repeat the same thing for your other two goals – (practice, practice, practice this) Now you need to find a buddy. This person is going to be your coaching buddy. Share your goals and your behaviors with your buddy. The job of your coaching buddy is to help you up your game – help you create examples that are easy to understand, clear and relatable. Three volunteers to share a goal and behaviors. Now ask yourself, where are the opportunities for you to go model this behaviors you want to see? When and how will be support each other and share what we are learning from our practice? The last thing you need to do is make a plan. You have just learned this framework, you’ve practiced it with a buddy. Now, write three opportunities to use this framework when you get back to work.
- Draw a circle in the center of your paper and divide it into three sections / thirds. Goals: Think about the big ideas you captured. Think about your top culture goals. Fill in each of the parts of the circle with one of you Top Three Culture Goals What Do You Not Want to See: Starting at 12 o’clock on the circle or the top right section; describe or draw the behaviors you do not want to see. What does it look like when it is not working? What are people doing or saying? How are they interacting. You can make little vignettes with people saying things. You can write a description, or a haiku. What do you see? What Do You See: Now, write or draw what it looks like when you doing it well. Now repeat the same thing for your other two goals – (practice, practice, practice this) Now you need to find a buddy. This person is going to be your coaching buddy. Share your goals and your behaviors with your buddy. The job of your coaching buddy is to help you up your game – help you create examples that are easy to understand, clear and relatable. Three volunteers to share a goal and behaviors. Now ask yourself, where are the opportunities for you to go model this behaviors you want to see? When and how will be support each other and share what we are learning from our practice? The last thing you need to do is make a plan. You have just learned this framework, you’ve practiced it with a buddy. Now, write three opportunities to use this framework when you get back to work.
- Draw a circle in the center of your paper and divide it into three sections / thirds. Goals: Think about the big ideas you captured. Think about your top culture goals. Fill in each of the parts of the circle with one of you Top Three Culture Goals What Do You Not Want to See: Starting at 12 o’clock on the circle or the top right section; describe or draw the behaviors you do not want to see. What does it look like when it is not working? What are people doing or saying? How are they interacting. You can make little vignettes with people saying things. You can write a description, or a haiku. What do you see? What Do You See: Now, write or draw what it looks like when you doing it well. Now repeat the same thing for your other two goals – (practice, practice, practice this) Now you need to find a buddy. This person is going to be your coaching buddy. Share your goals and your behaviors with your buddy. The job of your coaching buddy is to help you up your game – help you create examples that are easy to understand, clear and relatable. Three volunteers to share a goal and behaviors. Now ask yourself, where are the opportunities for you to go model this behaviors you want to see? When and how will be support each other and share what we are learning from our practice? The last thing you need to do is make a plan. You have just learned this framework, you’ve practiced it with a buddy. Now, write three opportunities to use this framework when you get back to work.
- Draw a circle in the center of your paper and divide it into three sections / thirds. Goals: Think about the big ideas you captured. Think about your top culture goals. Fill in each of the parts of the circle with one of you Top Three Culture Goals What Do You Not Want to See: Starting at 12 o’clock on the circle or the top right section; describe or draw the behaviors you do not want to see. What does it look like when it is not working? What are people doing or saying? How are they interacting. You can make little vignettes with people saying things. You can write a description, or a haiku. What do you see? What Do You See: Now, write or draw what it looks like when you doing it well. Now repeat the same thing for your other two goals – (practice, practice, practice this) Now you need to find a buddy. This person is going to be your coaching buddy. Share your goals and your behaviors with your buddy. The job of your coaching buddy is to help you up your game – help you create examples that are easy to understand, clear and relatable. Three volunteers to share a goal and behaviors. Now ask yourself, where are the opportunities for you to go model this behaviors you want to see? When and how will be support each other and share what we are learning from our practice? The last thing you need to do is make a plan. You have just learned this framework, you’ve practiced it with a buddy. Now, write three opportunities to use this framework when you get back to work.
- Draw a circle in the center of your paper and divide it into three sections / thirds. Goals: Think about the big ideas you captured. Think about your top culture goals. Fill in each of the parts of the circle with one of you Top Three Culture Goals What Do You Not Want to See: Starting at 12 o’clock on the circle or the top right section; describe or draw the behaviors you do not want to see. What does it look like when it is not working? What are people doing or saying? How are they interacting. You can make little vignettes with people saying things. You can write a description, or a haiku. What do you see? What Do You See: Now, write or draw what it looks like when you doing it well. Now repeat the same thing for your other two goals – (practice, practice, practice this) Now you need to find a buddy. This person is going to be your coaching buddy. Share your goals and your behaviors with your buddy. The job of your coaching buddy is to help you up your game – help you create examples that are easy to understand, clear and relatable. Three volunteers to share a goal and behaviors. Now ask yourself, where are the opportunities for you to go model this behaviors you want to see? When and how will be support each other and share what we are learning from our practice? The last thing you need to do is make a plan. You have just learned this framework, you’ve practiced it with a buddy. Now, write three opportunities to use this framework when you get back to work.
- Draw a circle in the center of your paper and divide it into three sections / thirds. Goals: Think about the big ideas you captured. Think about your top culture goals. Fill in each of the parts of the circle with one of you Top Three Culture Goals What Do You Not Want to See: Starting at 12 o’clock on the circle or the top right section; describe or draw the behaviors you do not want to see. What does it look like when it is not working? What are people doing or saying? How are they interacting. You can make little vignettes with people saying things. You can write a description, or a haiku. What do you see? What Do You See: Now, write or draw what it looks like when you doing it well. Now repeat the same thing for your other two goals – (practice, practice, practice this) Now you need to find a buddy. This person is going to be your coaching buddy. Share your goals and your behaviors with your buddy. The job of your coaching buddy is to help you up your game – help you create examples that are easy to understand, clear and relatable. Three volunteers to share a goal and behaviors. Now ask yourself, where are the opportunities for you to go model this behaviors you want to see? When and how will be support each other and share what we are learning from our practice? The last thing you need to do is make a plan. You have just learned this framework, you’ve practiced it with a buddy. Now, write three opportunities to use this framework when you get back to work.