Voxxed Days Singapore 2019 - The road to a more conscious organisation
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1. Closing the gaps between what people say and do, and between perceived and actual realities, requires work at the intrapersonal, interpersonal, group, and organizational levels. 2. Regular one-on-one conversations and trainings in self-awareness can help align thoughts, words, and actions within and between individuals. 3. Meetings and retrospectives can then scale these efforts to groups, while business practices and culture shape behaviors across the organization. 4. Sustained practice over time through multiple complementary approaches may systematize and spread more conscious ways of working.
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Voxxed Days Singapore 2019 - The road to a more conscious organisation
- 1. The road to a more conscious organisation HONG Khai Seng @khai_5eng
- 3. With my rifle and my buddy and me
- 4. With my rifle and my buddy and me
- 5. Chilli Crab
- 6. Chilli Crab
- 11. G12 Gallup employee engagement
- 13. Positioning & Politics #agencylife Long hours Minions Selling shampoo Transactional Numbing Life Meaning / purpose Power / voice Relational Aliveness Constructive Candour
- 15. 2nd job 1st job Roles Responsibili+es Tasks Competencies Qualifica+ons Covering up our weaknesses Managing people’s impression of us Hiding uncertain+es Hiding limita+ons Protec+ng ourselves Avoiding conflict Playing the Game Hoarding informa+on and rela+onships
- 16. Single biggest drain on energy and resources in organisations. 2nd job Managing people’s impression of us Hiding uncertain+es Hiding limita+ons Protec+ng ourselves Playing the Game Hoarding informa+on and rela+onships It compounds! Covering up our weaknesses Avoiding conflict
- 17. What we think happens What actually happens What we feel What we say What we say What we do What’s said in the corridor What we say in a meeting How we assess someone’s performance at the time What we provide as feedback later Org’s principles and values How we apply them Org’s deepest purposes How we operate at all levels What we say to someone What we say to another What we do for us What we do for them 2nd JOB GAP
- 18. Values gap Say vs Do gap Perceived vs Actual gap
- 20. 1:11:1 sessions
- 21. Leslie Fountain Executive Director (Practice), Foolproof
- 22. 2nd JOB GAP Interpersonal What we see happen What actually happens What we feel What we say What we say What we do What’s said in the corridor What we say in a meeting How we assess someone’s performance at the time What we provide as feedback later Org’s principles and values How we apply them Org’s deepest purposes How we operate at all levels What we say to someone What we say to another What we do for us What we do for them
- 23. Counterintuitive observation Investing more time on 1:1s made group tasks much faster later on
- 24. Interpersonal 1:1s Courageous Conversations
- 25. Leslie Fountain Executive Director (Practice), Foolproof
- 26. 2nd JOB GAP Intrapersonal Interpersonal What we see happen What actually happens What we feel What we say What we say What we do What’s said in the corridor What we say in a meeting How we assess someone’s performance at the time What we provide as feedback later Org’s principles and values How we apply them Org’s deepest purposes How we operate at all levels What we say to someone What we say to another What we do for us What we do for them
- 27. Self Regulation Relationship Management Social Awareness Self Awareness SELF OTHERS AWARENESS REGULATION Adapted from Daniel Goleman’s Crucial Competence model of Social and Emotional Leadership
- 28. Cognitive Emotional Somatic Emotional Self Control Achievement Orientation Positive Outlook Adaptability Cognitive Empathy Emotional Empathy Organisational Awareness Influence Teamwork Facilitation Conflict Management Inspirational Leadership Coaching Mentoring Adapted from Daniel Goleman’s Crucial Competence model of Social and Emotional Leadership Self Regulation 2 Relationship Management 4Social Awareness 3 Self Awareness 1
- 29. Cognitive Emotional Somatic Emotional Self Control Achievement Orientation Positive Outlook Adaptability Influence Teamwork Facilitation Conflict Management Inspirational Leadership Coaching Mentoring Adapted from Daniel Goleman’s Crucial Competence model of Social and Emotional Leadership Self Regulation 2 Relationship Management 4 Self Awareness 1 Cognitive Empathy Emotional Empathy Organisational Awareness Social Awareness 3
- 30. Intrapersonal Interpersonal 1:1s Courageous Conversations Training Body, Emotion, Language
- 31. Bodily maps of emotions, Lauri N, Enrico G, Riitta H, Jari K. H. https://doi.org/10.1073/pnas.1321664111
- 32. 2nd JOB GAP Intrapersonal Interpersonal What we see happen What actually happens What we feel What we say What we say What we do How we assess someone’s performance at the time What we provide as feedback later Org’s principles and values How we apply them Org’s deepest purposes How we operate at all levels What we say to someone What we say to another Group What’s said in the corridor What we say in a meeting What we do for us What we do for them
- 34. Intrapersonal Interpersonal Group 1:1s Courageous Conversations Meetings & Retrospectives 3 conversations 6 speech acts Training Body, Emotion, Language
- 35. 2nd JOB GAP Intrapersonal Interpersonal Group Organisation What we see happen What actually happens What we feel What we say What we say What we do What’s said in the corridor What we say in a meeting How we assess someone’s performance at the time What we provide as feedback later Org’s principles and values How we apply them Org’s deepest purposes How we operate at all levels What we say to someone What we say to another What we do for us What we do for them
- 36. The pursuit of profit serves as the practice ground for personal growth
- 37. Organisations move at the speed of trust.
- 38. Counterintuitive value Your quality of work does not define you as a person. You are whole as you are.
- 42. Organisation Business numbers Cake Fridays Team Trip Onboarding experience Quarterly team away days Intrapersonal Interpersonal Group 1:1s Courageous Conversations Meetings & Retrospectives 3 conversations 6 speech acts Training Body, Emotion, Language
- 43. Working on the 2nd job requires intervening on all levels of the organisation.
- 44. To close 2nd job gaps well, you want to also work one level above and below.
- 45. Counterintuitive observation Investing more time on 1:1s made group tasks much faster later on.
- 46. Closing 2nd job gaps well may provide benefits one level above and below.
- 47. It’s not the activity that matters. It’s HOW it’s done that closes the gap.
- 48. Organisation Business numbers Cake Fridays Team Trip Onboarding experience Quarterly team away days Intrapersonal Interpersonal Group 1:1s Courageous Conversations Meetings & Retrospectives 3 conversations 6 speech acts Training Body, Emotion, Language
- 49. Organisation Business numbers Cake Fridays Team Trip Onboarding experience Quarterly team away days Intrapersonal Interpersonal Group 1:1s Courageous Conversations Meetings & Retrospectives 3 conversations 6 speech acts Training Body, Emotion, Language 1st job
- 50. Regular intentional practice is the key to systemizing, sustaining and scaling.
- 51. AWAKE ASLEEP
- 53. 1. Start to notice the 2nd job. 2. Close the gaps across all 4 levels. (intrapersonal, interpersonal, group, organisation) 3. Organisations are complex and need multiple ways to tackle things. There’s no single silver bullet. 4. Change how you do your 1st job so it can help clear the 2nd job.
- 54. Unleash the energy from your own 2nd jobs
- 56. The road to a more conscious organisation HONG Khai Seng @khai_5eng