4Sight 2014 S4 PPT Final 140616 - Being First · Session 4 Objectives •Deepen understanding of culture change •Gain more insight about how Being, stages of development, and strategic

44SIGHTSIGHT44SIGHTSIGHTDeveloping Advanced TransformationalDeveloping Advanced TransformationalDeveloping Advanced Transformational Developing Advanced Transformational Change Skills Change Skills

S i 4S i 4Session 4Session 4

Session 4 ObjectivesSession 4 Objectives

• Deepen understanding of culture changeDeepen understanding of culture change• Gain more insight about how Being, stages of development and strategic levers can bedevelopment, and strategic levers can be used to promote culture changeC l t i f C C ti P i i l• Complete review of Co‐Creating Principles

• Complete remaining phases of CLR• Put it all together: CLR and Personal development

Session 4 ObjectivesSession 4 Objectives

• Deepen our “Being” practicesDeepen our Being practices• Celebrate individual breakthroughsC it f P ti• Community of Practice

• Review everyone’s goal achievement• Honor each other• Celebrate!

Session 4 Agenda Session 4 Agenda –– Day 1Day 1

• WelcomeWelcome• Check‐In on Between Work• Culture ThemeCulture Theme• Co‐Creative Principles 9 – 12• Co C Principles as Meta Goal of Culture work• Co‐C Principles as Meta‐Goal of Culture work• Our 4Sight Culture• Indicators of culture• Indicators of culture• Stages of Adult Development


• Check‐InCheck In• Strategic Levers of Culture ChangeCLR d C lt• CLR and Culture

• DTE Case• Internal Process Dynamics• Reprogramming Self‐Limiting Patternsp g g g

Session 4 Agenda Session 4 Agenda —— Day 3Day 3

• Check‐InCheck In• CLR – Phase VIII: Integration and MasteryCLR Ph IX L i d B t P ti• CLR – Phase IX: Learning and Best Practices

• Case Study: Leveraging Lessons Learned• Special Event!


• Describing the Value of the CLR to ClientsDescribing the Value of the CLR to Clients• Putting It All Together; Key CLR InsightsCLR Hi h L T k• CLR High Leverage Tasks

• Your Role as a Strategic Change Consultant• Being First System: Catalyzing Breakthrough• The Life You Are Creatingg• Group Dinner!


• A Note from My BeingA Note from My Being• Accomplishments CircleA i ti• Appreciations

• Graduation!

Our Team’s Ground RulesOur Team’s Ground Rules

• RespectListen p rs e acti e nderstanding

• Respectfully call each other out for not following ground rules Listen, pursue active understanding

Feedback received as a gift Giving respectively

• Be empathetic• Receiving gratefully and

for not following ground rules• Think out of the box• Learn from what's not working• Modeling leading by example• Receiving gratefully and

constructively• Actively commit to building

relationships Shared power and leadership (give and

Modeling, leading by example• Maintain a parking lot and

address to the best of our ability • Respect priorities outside of

l Shared power and leadership (give and take)

• Create a safe space for anything said or experienced

• Personally self‐disclose your

class• Respectively speak your truth at

the moment• Have fun!Personally self disclose your

agenda, and unconditionally accept that in others

• Respect and adhere to the ground rules

Have fun!• Make our language the business

language that we all share when we can. Translate as required. Check for understandingCheck for understanding.

Organizational Culture FocusOrganizational Culture Focus

• Deepening understanding of the role cultureDeepening understanding of the role culture plays in transformation and achieving breakthrough

• Using culture change as a vehicle for unleashing human potential and performance, and advancing the organization’s “stage of development”

• Discovering how to use the CLR to guide the critical tasks of culture change

Between Work Between Work –– Being PracticesBeing Practices

• Read Wilbur’s A Theory of Everythingy y g• Practice Expansion Breathing• Do Programming for Optimal Performance and B k h h i 3 kBreakthrough exercise 3 x week

• Identify core beliefs when contracted; optimize and realign yourself to Beingand realign yourself to Being

• 5 conscious breaths 3 x day• Experiment with promoting Team greatnessp p g g• Actively listen and self‐disclose• Keep Personal Practice Record

Between Work Between Work –– CLR ReviewCLR Review

• Review Activities, Tasks, Info Sheets, andReview Activities, Tasks, Info Sheets, and Tools for Phases VIII and IX

• Review plans you have made for handling p y gIntegration and Mastery, past and present

• Think about how to describe strategic gadvantages of CLR to clients

• Read the Managing Organizational Energy g g g gyarticle

• Practice the CLR logic flow

CoCo--Creative Way of BeingCreative Way of Being

9 Self Organizing9. Self Organizing10. Inclusive11 Fl ibl Fl11. Flexible Flow12. Holistic and Integrative

CoCo--Creative Way of Being Creative Way of Being DialogueDialogueDialogueDialogue

• What is this principle about?What is this principle about?• What does it look like in practice?Wh t i l t d i f l t ?• What is relevant and meaningful to you?

• How are you challenged by living and walking the talk of these 4 Co‐Creating Principles?


9. Self Organizing9. Se O ga g Knows that human systems will breakthrough

to a higher level of order if perceiving the right information and interpreting it with enhanced meaning

Seeks to provide new information and ways of Seeks to provide new information and ways of interpreting it to catalyze change, rather than forcing compliance

Stays centered in chaos, knowing the solution will emerge with good listening, presence and doing the workdoing the work


10. Inclusive Appreciates and nurtures diversity of race,

gender, religious beliefs, sexual preferences, behavioral styles opinions etcbehavioral styles, opinions, etc.

Collaborates and networks across boundaries and differences

Seeks right involvement of others, not blind universal or egalitarian participation

Seeks to bring out dissonant or conflictingSeeks to bring out dissonant or conflicting information and opinions

Considers all people’s needs, factors, and i t i d i i d ticircumstances in decisions and actions


11. Flexible Flow Not attached to dogma or one “right” way, but

seeks what is most functional/effective Is comfortable with both ends of any behavior

or performance continuum Adjusts course willingly as new information

emerges Seeks new information from both inside and

outside the normal way of operating “Goes with then guides,” blends with, collects

info, gets rapport; then leads appropriately


12 Holistic and Integrative12. Holistic and Integrative Able to integrate what one knows with

what one feels to create inner balancewhat one feels to create inner balance Tackles complex problems by first “seeing”

the whole set of dynamics & how factorsthe whole set of dynamics & how factors inter‐relate to form meaningful wholes

Synthesizes dichotomies by holding Synthesizes dichotomies by holding paradoxes with a level of mindful detachment that allows holistic solutions todetachment that allows holistic solutions to emerge

CULTURE CHANGECULTURE CHANGE

Definition of CultureDefinition of Culture

Culture is the mindset of an organization theCulture is the mindset of an organization, the pattern of widely shared assumptions, beliefs, and values that form the basis of people’s waysand values that form the basis of people s ways of being, relating and working, and the organization’s interaction with its environmentorganization s interaction with its environment and its success within it.

About CultureAbout Culture

• Mindset is to the individual as culture is toMindset is to the individual as culture is to the organization

• Culture is the human dynamic played out at y p yscale (everyone’s ego/Being dynamics)

• Culture exerts a gravitational pull on mindset, g p ,behavior, performance and outcomes, at all levels

• Culture reflects systems; systems reflect culture

How Do You Currently Initiate the How Do You Currently Initiate the Culture Change Conversation?Culture Change Conversation?Culture Change Conversation?Culture Change Conversation?

• How do you get into the culture changeHow do you get into the culture change conversation with your clients?

• What do clients present as the cultural issue por opportunity?

• What importance do clients think culture phas? If they don’t, why is it not relevant or valuable to them?

• What are the ways they approach culture change?

Two Options for Leading Culture Two Options for Leading Culture ChangeChangeChangeChange

• Lead with culture change as a primary goalLead with culture change as a primary goal from the start And still address all 4 quadrants And still address all 4 quadrants

• Lead with content and, beginning with Drivers of Change and Initial Impact AnalysisDrivers of Change and Initial Impact Analysis, expose how culture needs to change

Sample Indicators of CultureSample Indicators of Culture

• Norms• Shared worldviews

• Performance expectations • Shared worldviews• Leadership style• Acceptable behaviors

• Level of risk ‐taking• Handling of mistakes• Maverick behavior

• Decision‐making styles• Communication flows/patterns• What gets rewarded/punished

Maverick behavior• Openness to learning/feedback• How power is used/sharedWhat gets rewarded/punished

• Quality of working relationships Authenticity/truth‐telling Listening to be influenced

• Cross‐boundary support• Political dynamics• Traditions/rituals/stories/mythsListening to be influenced

Caring/ mutual support Trust

• Handling of emotions

• Traditions/rituals/stories/myths• Heroes, heroines• SymbolsHandling of emotions

• Position and level privileges • Space/layout• How rumors are handled

What Is Our 4What Is Our 4SightSight Culture?Culture?

• How would you describe our culture?How would you describe our culture?• What are you seeing that would have you describe it this way?describe it this way?

• What structures, processes, mindsets, d fi i t f b i d it t bdefining events, ways of being caused it to be this way?

• How is our culture observable to others? What are the indicators of our culture?

Culture at Stages of an Culture at Stages of an Organization’s DevelopmentOrganization’s DevelopmentOrganization s DevelopmentOrganization s Development

• DiplomatDiplomat• ExpertA hi• Achiever

• Individualist

What are the attributes of each stage?gWhat are some indicators for each stage?

END OF DAY ONEEND OF DAY ONE

DAY TWODAY TWO


• Check‐InCheck In• Strategic Levers of Culture ChangeCLR d C lt• CLR and Culture

• DTE Case• Internal Process Dynamics• Reprogramming Self‐Limiting Patternsp g g g

Morning CheckMorning Check--InIn

Check‐in QuestionsCheck in Questions• Insights/Questions

Wh t i i ht d h f t d ’ What insights do you have from yesterday’s culture conversations?Wh t ti d h ? What questions do you have?

Second Tier Cultures: The Impact Second Tier Cultures: The Impact of Making Inner Dynamics Overtof Making Inner Dynamics Overtof Making Inner Dynamics Overtof Making Inner Dynamics Overt

Imagine an organization where:Imagine an organization where:• People take personal responsibility for their inner states and consciously shift them asinner states and consciously shift them as needed to perform optimallyS ki l b t ’ i d i• Speaking openly about one’s inner dynamics (ego/Being) is a cultural norm

• People speak center‐to‐center, self‐disclosing and actively listening as the norm

Second Tier Cultures: The Impact Second Tier Cultures: The Impact of Making Inner Dynamics Overtof Making Inner Dynamics Overtof Making Inner Dynamics Overtof Making Inner Dynamics Overt

• When emotionally triggered people ownWhen emotionally triggered, people own their reactions, and discuss issues for mutual learning and reconnectionlearning and reconnection

• People catch themselves when making assumptions then check them outassumptions, then check them out

• People only speak positively about each th ith “ ti ” f db k i dother, with “negative” feedback received as

opportunity for mutual understanding and thgrowth

CoCo--Creative Focus of Conscious Creative Focus of Conscious Change LeadersChange LeadersChange LeadersChange Leaders

• Always hold Second Tier as the direction ofAlways hold Second Tier as the direction of culture change

• Embody the 12 Principles of Co Creating in• Embody the 12 Principles of Co‐Creating in your change leadership and consulting styleA l th 12 P i i l t t it• Apply the 12 Principles at every opportunity, no matter what the stage of development the

i ti i t i t hiorganization is at or aspires to achieve

Exploring Strategic LeversExploring Strategic Levers

• Read your LeversRead your Levers• Explore the purpose and value of eachN ifi t t i ti “h t ”• Name specific strategies or actions; “how‐to”

• Give examples where possible• Name the risk of not doing this strategic lever• Prepare a 10 minute presentation (total)p p ( )

Strategic Levers for Culture Strategic Levers for Culture ChangeChangeChangeChange

1 Tie culture change to achieving1. Tie culture change to achieving breakthrough (transf’l) business results. Articulate the results you seek and show Articulate the results you seek and show

how culture is a key enabler Overtly articulate desired cultural norms in Overtly articulate desired cultural norms in

context of business requirements Keep attention on results and culture as Keep attention on results and culture as

ongoing agenda for executives; make relevant to them and their behavior!relevant to them and their behavior!


2. Assess current culture: Generate data to create . ssess cu e t cu tu e: Ge e ate data to c eateexplicit tension between OLD culture and DESIRED culture. Keep what works Build on core values and the behavior they

irequire Focus attention on need to change old behavior

and normsand norms Personalize culture data to leadership style and

impact


3. Generate breakthroughs in leaders’ mindsets 3. Ge e ate b ea t oug s eade s dsetsand behavior so they become champions and models individually and in their teams. Overtly ask leaders to “own” culture change Use Leadership Breakthrough programs Use Bold Actions Ensure leadership alignment to the new ways

and how to be a championand how to be a champion Provide executive coaching Follow up reinforce keep attention on!Follow up, reinforce, keep attention on!


4. Create overt modeling mechanisms by4. Create overt modeling mechanisms by redesigning cultural indicators to new norms in action. New indicators must be compelling, positive,

meaningful…tied to breakthrough results! Find relevant indicators for all levels of

organization so everyone sees / relates / engages in themengages in them

Task culture‐savvy ambassadors to engage in redesigning and seeking out opportunitiesredesigning and seeking out opportunities


5. Design and implement your change process5. Design and implement your change process to model desired culture. And, take advantage of all emergent , g g

opportunities to highlight new culture Ensure stakeholder engagement embeds Use training and communications Clarify what to monitor to show progress Sustain leadership attention beyond critical

mass of org’n living new ways with ease


6. Align the organization: structure, business6. Align the organization: structure, business systems, processes, tech’y, communications, incentives, policies… Assess impact of Breakthrough on all aspects

and ensure scope of change reflects all Clarify/drive cultural requirements in every

“content” initiativel h b ll h Set up culture change as an umbrella change

effort, linked to all initiatives


7 Overtly and publicly recognize7. Overtly and publicly recognize, communicate, and reward desired behavior. Establish that everyone is accountable Establish that everyone is accountable Build into Performance Management system

S d t i f Spread stories of successes Celebrate good tries and mini‐breakthroughs

Culture Change in the CLRCulture Change in the CLR

Throughout the 9 Phases of the CLRThroughout the 9 Phases of the CLR, where do you attend to culture?

DTE Energy Culture Change DTE Energy Culture Change CaseCaseCaseCase

• Electric Utility (deeply entrenched)Electric Utility (deeply entrenched)• Facing Deregulation (new territory)V t E t CEO• Very strong Expert CEO

• 300 leaders• 10,000 employees• Several adversarial unions

Internal Process DynamicsInternal Process Dynamics

1 Energy goes where you focus your1. Energy goes where you focus your awareness

2 You create what you focus on most2. You create what you focus on most3. You create what you resist; what your resist

i t b i it h fpersists because you give it so much focus and energy

4. Pushing against contracted energy makes it further contract


5. Allowing what is = evolves it to its next logical5. Allowing what is evolves it to its next logical state. Insignificant matters dissipate; significant matters developp

6. Information is the catalyst for transformation. When flowing freely, it naturally evolves a g y, ysystem to its next higher order

7. Transformation is sourced by a shift in7. Transformation is sourced by a shift in consciousness This shift of consciousness is a product of the p

integration of new information.


8. Breakdowns to breakthroughs: become8. Breakdowns to breakthroughs: become aware and accept how mindset is sourcing the "problem;" then decide to see things p gdifferently

9. Language and behavior reflect people's mindsets. Understand people by listening to their language/observing their behavior.

10. You can influence people and process by how you be. Being opens the space. Ego t d t l ittends to close it.


11 Creating space (Being) enables contracted11. Creating space (Being) enables contracted dynamics to shift Face facts name them accept them and Face facts, name them, accept them, and

open to a new possibility Bring your Being Bring your Being Ego resists and causes the underlying

dynamics to persistdynamics to persist12. Telling the truth really does set you and

th fothers free

Reprogramming the MindReprogramming the Mind

Reprogramming SelfReprogramming Self--Limiting Limiting Patterns for PersonalPatterns for Personal BreakthruBreakthruPatterns for Personal Patterns for Personal BreakthruBreakthru

1 Center yourself1. Center yourself2. Imagine the unsettling situation3 F l th t t d ti3. Feel the contracted emotions4. Actively release the contracted energy5. Trigger your flow state anchors; create the

ideal physical and mental state6. Embody and integrate; inhale the positive

feeling throughout your bodyg g y y

Reprogramming SelfReprogramming Self--Limiting Limiting Patterns for PersonalPatterns for Personal BreakthruBreakthruPatterns for Personal Patterns for Personal BreakthruBreakthru

7 Visualize the external situations; see yourself7. Visualize the external situations; see yourself there

8 Program optimal performance8. Program optimal performance Associate your positive state to each

situationsituation Align your intention and attention

ll h i lf Mentally rehearse seeing yourself9. Continue to mentally rehearse and integrate

END OF DAY TWOEND OF DAY TWO

DAY THREEDAY THREE

Day 3 AgendaDay 3 Agenda

• CLR – Phase VIII: Integration and MasteryCLR Phase VIII: Integration and Mastery• CLR – Phase IX: Learning and Best PracticesC St d L i L L d• Case Study: Leveraging Lessons Learned

CLR: PHASE VIII: CLR: PHASE VIII: CELEBRATE AND INTEGRATE CELEBRATE AND INTEGRATE

THE NEW STATETHE NEW STATETHE NEW STATETHE NEW STATE

Meta Purpose of Activity VIII.BMeta Purpose of Activity VIII.B

• To see Integration and Mastery as mostTo see Integration and Mastery as most efficient means of increasing people’s understanding commitment sustainmentunderstanding, commitment, sustainment and improvement of new state

• To facilitate the adoption and sustainment of• To facilitate the adoption and sustainment of change, accelerate the “normalization” and refinement process and celebraterefinement process, and celebrate breakthrough

Purpose of Activity VIII.BPurpose of Activity VIII.B

• Task VIII B 1: To support people’s and teams’Task VIII.B.1: To support people s and teams conscious integration and mastery of new behaviors work practices and ways ofbehaviors, work practices and ways of relating that will make the change successful

• Task VIII B 2: To support the whole• Task VIII.B.2: To support the whole organization to optimize its performance by increasing its understanding of the bigincreasing its understanding of the big picture and operation of the new state, and to take a stand for its ongoing successto take a stand for its ongoing success

DefinitionsDefinitions

• IntegrationIntegration Assimilating change so that it becomes the norm; becoming competent comfortablenorm; becoming competent, comfortable

• MasteryTh ti f b i i hi h l l The continuous process of bringing high‐level skills to new levels of excellence, both individually and collectively; essential forindividually and collectively; essential for sustainment

Integration and Mastery and the 4 Integration and Mastery and the 4 SightsSightsSightsSights

• Systems:y Ensure all relevant aspects and levels are aligned, engaged and work for the good of the whole

P• Process: To “land” the change and set up ways to sustain/improve it over time/ p

• Internal/External Dynamics: To acknowledge the importance of both

• Conscious: To fully embrace the big picture and know one’s part in itpart in it

Incentive, Risk, Burden ExerciseIncentive, Risk, Burden Exercise

• What is your incentive for doing this workWhat is your incentive for doing this work at the conclusion of implementation? Wh t i th i k f NOT d i thi k• What is the risk of NOT doing this work here?

• What might be the burden on your stakeholders, target groups, or leaders of doing this work?

Thinking ForwardThinking Forward

• Read the ISs and identify the most importantRead the ISs and identify the most important pieces for your strategy going forward

• Fill in Worksheet: Project Plans for• Fill in Worksheet: Project Plans for Integration and Mastery

Activity VIII.B Activity VIII.B —— Integration and Integration and MasteryMasteryMasteryMastery

Strategic QuestionsStrategic Questions• How will you leverage the Adoption and Sustainment goals of change to set up this workSustainment goals of change to set up this work as an essential step in the process?

• How to ensure that individuals and intact workHow to ensure that individuals and intact work teams consciously model the new mindsets, behaviors, culture, and relationships once “gobehaviors, culture, and relationships once go live” has occurred? How to make this their work to proactively manage?p y g

Activity VIII.B Activity VIII.B —— Integration and Integration and MasteryMasteryMasteryMastery

Strategic QuestionsStrategic Questions• How to make the case to invest in a “whole system” integration and mastery process orsystem integration and mastery process or event? How to use this to further create a critical mass of support for the best new state?pp

• How to use this work to establish the expectation for continuous course correction?expectation for continuous course correction?

• How to use this work to ensure full organizational alignment and functionality?organizational alignment and functionality?

CLR: PHASE CLR: PHASE IXIX: : LEARN AND COURSE LEARN AND COURSE

CORRECTCORRECTCORRECTCORRECT

Meta Purpose of Activity IX.BMeta Purpose of Activity IX.B

• To raise awareness of leaders about how toTo raise awareness of leaders about how to improve their change capability and results from change by generating “Lessons Learned” and “Best Practices” To create mechanisms to continuously improve the new state, especially culture To evaluate and learn from how the change

t t d h l dstrategy and change process plan were done (using 4 Sights and Co‐Creating lenses) To improve the organization’s readiness and To improve the organization s readiness and ability to lead future changes successfully

Lessons Learned PerspectivesLessons Learned Perspectives

• Project‐focused: immediate and relevantProject focused: immediate and relevant• Tier 2, Conscious Change Leadership lenses:

4 Si ht 4 Sights Co‐Creative Principles and Way of Being Accountability Model CLR

• All designed to raise awareness and build greater capability

ABC’s EABC’s E--Care Lessons Learned Care Lessons Learned ProjectProjectProjectProject

• Case HistoryCase History• Read the Case Study and supporting documents

• Tables: What strategies would you use to ensure the full value of theuse to ensure the full value of the Lessons Learned results would be

d d t i d?used and sustained?• Debrief

Activity IX.B Activity IX.B –– Learning and Learning and Course CorrectionCourse CorrectionCourse CorrectionCourse Correction

Strategic QuestionsStrategic Questions• How to ensure time and effort spent to evaluate change will produce meaningful results that willchange will produce meaningful results that will affect how the org’n leads its future changes?

• How to generate meaningful feedback to raiseHow to generate meaningful feedback to raise leadership awareness and get their attention to lead change differently?lead change differently?

• How to use metrics, conditions for success, values and guiding principles, desired outcomes,values and guiding principles, desired outcomes, design requirements to assess change?

END OF DAY THREEEND OF DAY THREE

DAY FOURDAY FOUR


• Describing the Value of the CLR to ClientsDescribing the Value of the CLR to Clients• Putting It All Together; Key CLR InsightsCLR Hi h L T k• CLR High Leverage Tasks

• Your Role as a Strategic Change Consultant• Being First System: Catalyzing Breakthrough• The Life You Are Creatingg• Group Dinner!

Morning CheckMorning Check--InIn

Check‐in QuestionsCheck in Questions• What did you notice about the quality of Being in the group this week?Being in the group this week? How did you contribute to that quality?Li i h li ? Limit the quality?

• Insights/Questions What insights do you have from yesterday’s conversation? What questions do you have?

Describing the Value of CLR to Describing the Value of CLR to Clients: Table DiscussionClients: Table DiscussionClients: Table DiscussionClients: Table Discussion

• What challenges, problems, or needs do clients at c a e ges, p ob e s, o eeds do c e tshave that CLR solves? What value and benefit does it provide?

• Imagine yourself speaking with clients. How would you describe the value of CLR to them and how it solves their challenges?and how it solves their challenges?

• What features of the CLR would be most relevant and useful to senior leaders?relevant and useful to senior leaders? Project Managers? Internal change consultants?Internal change consultants?

Strategies for Engaging Clients Strategies for Engaging Clients with the CLRwith the CLRwith the CLRwith the CLR

• Client uses you as a certified userClient uses you as a certified user• Client certifies individual usersCli t bt i i ti l li• Client obtains an organizational license

CLR BEING: PUTTING IT ALL CLR BEING: PUTTING IT ALL TOGETHERTOGETHER

Putting It All Together:Putting It All Together:CLR ReviewCLR Review

Objectives

CLR ReviewCLR Review

Objectives• To put CLR into focus as an integrated wholeT i it th CLR Hi h L T k• To revisit the CLR High Leverage Tasks

• To identify key CLR insights and advancements when consulting to transformational change

CLR ReviewCLR Review

• Logic FlowLogic Flow• CLR High Leverage Tasks (30 Top Tasks)

R i th li t Review the list. Tables: Discussion/questions.

• CLR Review Worksheet Individuals Pairs: Walk and Talk Whole Group: Debriefp

Strategic Change Consultant Strategic Change Consultant RoleRoleRoleRole

• Advise/support executive in charge of the enterprise change agenda• Establish how change agenda will work; support its use & help keep it up

to date (with senior leader of the agenda as appropriate)• Ensure best change practices are understood & used by leaders andEnsure best change practices are understood & used by leaders and

project teams• Support development of clear case for change for each priority initiative• Support projects' accurate scope and development of change strategy• Support projects accurate scope and development of change strategy• Surface capacity, pacing, resourcing issues across the agenda and for

projects underway, and any other show‐stopper issues• Facilitate identification and creation of conditions for success for entire

agenda and for projects underway• Design and consult to multiple project integration requirements across

the agenda and within projects underway

Strategic Change Consultant Strategic Change Consultant RoleRoleRoleRole

• Ensure effective stakeholder engagement and change i ticommunications

• Input to/facilitate essential course corrections to the agenda and projects

• Ensure culture change implications and strategies are integrated into• Ensure culture change implications and strategies are integrated into the agenda and in all relevant projects

• Coach change sponsors and leaders in walking the talk of the change, new cultural behaviors, mindset issues, and how they "show up" to their organizations

• Provide high‐level change education; support continuous conscious change leadership developmentE f ll i ti l li t i th d i d ti f ll• Ensure full organizational alignment in the design and execution of all change efforts; expand scope or add new initiatives as needed

• Mentor other consultants• Walk the talk of the Co Creative principles!• Walk the talk of the Co‐Creative principles!

CLR Certification: CLR Certification: Rights/RestrictionsRights/RestrictionsRights/RestrictionsRights/Restrictions

• You are about to be a CERTIFIED USER!You are about to be a CERTIFIED USER!• Individual Rights and RestrictionsO i ti l Ri ht d R t i ti• Organizational Rights and Restrictions

The Being First System for The Being First System for Catalyzing BreakthroughCatalyzing BreakthroughCatalyzing BreakthroughCatalyzing Breakthrough

Achieving Breakthrough ResultsAchieving Breakthrough Results• OutcomesC t• Concepts

• Methods and Processes• Strategic Levers• Tools

The Being First System for The Being First System for Catalyzing BreakthroughCatalyzing BreakthroughCatalyzing BreakthroughCatalyzing Breakthrough

Our Community of PracticeOur Community of Practice

• What further development do you want andWhat further development do you want and why? Topics Topics Vehicles

F l• Formal• Informal

Frequency of contact Frequency of contact

I Create My Reality: TRIADSI Create My Reality: TRIADS

The question is, “To what extent do I create myThe question is, To what extent do I create my reality?”• What if I am creating it all? g• What if I am the source of all my ups and downs, successes and failures?,

• What if I assumed right now that I create it all, and lived from that level of responsibility , p yand empowerment? What would be different in my life and work?

I Create My RealityI Create My Reality

• How would my life change if I approached allHow would my life change if I approached all of my circumstances, actions, behaviors, and feelings as if they were all of my own doing?feelings as if they were all of my own doing?

• At this point in my personal journey, can I have it be any other way really?have it be any other way, really?

My External Reality Is a Reflection of My External Reality Is a Reflection of My Internal and BeliefsMy Internal and BeliefsMy Internal and BeliefsMy Internal and Beliefs

• What if my world occurs for me the way itWhat if my world occurs for me the way it does because that is how I hold it to be?

• What if others are as they seem to me• What if others are as they seem to me because that is how I hold them to be? Wh t if I th I i lf• What if I am the way I experience myself because that is how I hold me to be?

My External Reality Is a Reflection of My External Reality Is a Reflection of My Internal and Beliefs: TRIADSMy Internal and Beliefs: TRIADSMy Internal and Beliefs: TRIADSMy Internal and Beliefs: TRIADS

• Then my life and work experience is as it isThen my life and work experience is as it is because that is how I am setting it up in my own mindown mind

• That means that I could change my world, or others or myself by having it all be differentothers, or myself, by having it all be different in my SelfS h d I t lif d k• So how do I want my life and work experience to be, and how do I have to hold it t bl it t b th t?it to enable it to become that?

WorksheetWorksheet

The Meta Personal Patterns of My Life

What are my…

y

y Success patterns Failure patterns Trying hard patterns Disappointment patternsH i tt Happiness patterns

Frustration patterns Joy patternsJoy patterns Fear patterns

WorksheetWorksheet

The Meta Personal Patterns of My Life

What are my…

y

What are my… “Yeah but” patterns Competence patternsCompetence patterns Control patterns Relationship patterns Relationship patterns Work patterns Inclusion patterns Inclusion patterns Power patterns

WorksheetWorksheet

The Meta Patterns of My Life

What are my…

y

What are my… “I am not enough” patterns Start up and follow through patternsStart up and follow through patterns Commitment patterns Against patterns Against patterns Wanting more patterns Confusion patterns Confusion patterns Decision patterns

WorksheetWorksheet

How the World Is for My Ego

Fill in the statements with how your ego holds

y g

things to be My life is… Others are… My clients are… My work is… I am…

Worksheet: Breaking Through and Worksheet: Breaking Through and Consciously Creating My RealityConsciously Creating My RealityConsciously Creating My RealityConsciously Creating My Reality

How the World Is for Me

Given the highest outcomes and experiences g pyou choose to have, declare how you hold yourself, others, your life, and work to create that reality. My life is… Others are… My clients are…M k i My work is…

I am…

END OF DAY FOUREND OF DAY FOUR

DAY FIVEDAY FIVE


• A Note from my BeingA Note from my Being• Accomplishment CircleA i ti d F db k• Appreciations and Feedback

• Graduation!!

Your 4Your 4SightSight AccomplishmentsAccomplishments

• What have you accomplished in relation toWhat have you accomplished in relation to your Breakthrough?

• How have you developed yourself as a• How have you developed yourself as a Conscious Change Leader/Consultant?Wh t th b fit f• What are the benefits of your accomplishments to you personally?

THANK YOU, NOW LET’S GO THANK YOU, NOW LET’S GO ,,CELEBRATE!!!CELEBRATE!!!

Documents

4Sight 2014 S4 PPT Final 140616 - Being First · Session 4 Objectives •Deepen understanding of culture change •Gain more insight about how Being, stages of development, and strategic