The CORE 4 Partners Program Great Customer Service: It starts with YOU!

1. The CORE 4Partners ProgramGreat Customer Service:It starts with YOU!

2. Agenda and Overview • Intro – Why • Colors – Adapting to Others • Taking Aurora from Good to Great • Unconditional Responsibility – Locus of Control • Servant Leadership

3. Skip Noe Intro Video

4. Aurora: We Listen – We Care – We Act Creating the place you want to be: • Building community • Improving lives • Serving • Succeeding Core 4: • Integrity • Respect • Professionalism • Customer Service

5. Aurora – The Customer Service City “We just want to be in the top ten list of everyone’s best customer service experiences.” Skip Noe - February 5, 2013

6. 20th vs. 21st Century Leadership How long is your shadow How high is your discretionary productivity – when no one is looking?

7. Involvement Increases Commitment Participative Leadership Shared Decision Making “Change is disturbing when it is done to us, exhilarating when it is done by us”Rosabeth Moss Kanter Problem Solving Productivity Communication/Understanding Directive Employee Involvement

8. Agenda and Overview • Intro – Why • Colors – Adapting to Others • Taking Aurora from Good to Great • Unconditional Responsibility – Locus of Control • Servant Leadership

9. Insights Color Cards Exercise Instructions: Take one card from each color pile in the center of your table.

10. Insights Color Cards Exercise Column Instructions: 4 3 2 1 Take one card from each color pile in the center of your table. Read each card and rank them by how accurately they describe you at work. Most <- - - - - - - -> Least Repeat Step 2as many times as directed, placing each new set of cards beneath the previous set. Most <- - - - - - - -> Least Label the columns 4 to 1 from left to right, so the left-most column is 4 and the right-most column is 1. Most <- - - - - - - -> Least Note the color that appears most in Column 4 and the color that appears most in Column 3. If no single color appears most in Column 4 or 3, play two more sets.

11. Insights Color Cards Exercise Column 4 3 2 1 Matrix Scoring: If it is difficult to clearly identify a dominant color in Column 4 and/or Column 3, multiply the column number by the number of times each color appears in that column and record your scores as in the table. Repeat this process for each column, then add the scores for each color. The color with the highest score is your Primary color (e.g. Yellow). The color with the second-highest score is your Secondary color (e.g. Green).

12. Insights Color Cards Exercise Column 4 3 2 1 Self-Selection: After you identify your Primary and Secondary color, select one card from each of these two colors that best describes you at work.

13. What are these colors all about? • Understanding Yourself • Understanding Others • Learning to Adapt to Better Connect With Others • In Order To…. • Improve interpersonal communication • Understand and value differences in others • Increase team/organizational effectiveness • Develop of key leadership competencies

14. On a good day… Competitive Demanding Determined Strong-willed Purposeful Cautious Precise Deliberate Questioning Formal Sociable Dynamic Demonstrative Enthusiastic Persuasive Caring Encouraging Sharing Patient Relaxed

15. On a bad day… Aggressive Controlling Driving Overbearing Intolerant Stuffy Indecisive Suspicious Cold Reserved Docile Bland Plodding Reliant Stubborn Excitable Frantic Indiscreet Flamboyant Hasty

16. Communication Tips BLUE: Give Me The Details Do: Be well prepared and thorough Put things in writing Give them time to consider all the details Don’t: Be flippant on important issues Change routine without notice Call a meeting without an agenda RED: Be Brief, BeBright, Be Gone Do: Be direct and to the point Focus on the results and objectives Be confident and assertive Don’t: Hesitate or dilly-dally Try to take over Say it can’t be done GREEN: Show Me You Care Do: Be patient and supportive Slow down and work at their pace Ask their opinion, give them time to answer Don’t: Take advantage of their good nature Push them to make quick decisions Spring last minute surprises YELLOW: Involve Me Do: Be friendly and sociable Be entertaining and stimulating Be open and flexible Don’t: Bore them with details Tie them down with routine Be gloomy or pessimistic Ask them to work alone

17. Agenda and Overview • Intro – Why • Colors – Adapting to Others • Taking Aurora from Good to Great • Unconditional Responsibility – Locus of Control • Servant Leadership

18. “Good to Great and the Social Sectors”~ Jim Collins What does power mean without positional authority? 1. Inclusion 2. Common language 3. Shared interest 4. Coalition building

19. “Good to Great and the Social Sectors”~ Jim Collins “True leadership only exists if people follow when they have the freedom not to.”

20. “Good to Great and the Social Sectors”~ Jim Collins “Greatness is not a function of circumstances. Greatness, as it turns out, is largely a matter of conscious choice, and discipline.”

21. Good To Great ~ Jim Collins FLYWHEEL Breakthrough! FLYWHEEL Buildup . . . Disciplined People Disciplined Thought Disciplined Action LEVEL 5LEADERSHIP FIRST WHO …THEN WHAT CONFRONT THE BRUTAL FACTS HEDGEHOG CONCEPT CULTURE OF DISCIPLINE TECHNOLOGY ACCELERATORS Source: “Good to Great” by Jim Collins

22. Good To Great ~ Jim CollinsWhat’s a Flywheel? Flywheel: a rotating mechanical device used to store rotational energy. Flywheels connect engines to trans-missions. They’re BIGand HEAVYand thus have a significant momen-tum of inertia. Inertia:Resistance of any physical object to a change in its state of motion or rest. (see Newton’s 1st Law of Motion) Does this sound like any organization you know of?

23. First Who…Then What:Disciplined People • Get the right people “on the bus”, then figure out where to drive it • Good To Great (GTG) leaders are rigorous, not ruthless, in people decisions • Practical disciplines: • When in doubt, don’t hire—keep looking • When you know you need to make a people change, act • Put your best people on your biggest opportunities, not your biggest problems • GTG management teams consist of people who debate vigorously, yet unify behind decisions Source: “Good to Great” by Jim Collins

24. First Who…Then What:Disciplined People Good to Great Leadership You can accomplish anything in life,providing you do not carewho gets the credit.Harry Truman Humility + Will = Good to Great Leadership Source: “Good to Great” by Jim Collins

25. Confront The Brutal Facts: Disciplined Thought AT THE SAME TIME Climate where truth is heard • Lead with questions, not answers • Engage in dialogue and debate, not coercion • Conduct autopsies, without blame • Build red flag mechanisms that turn information into information that cannot be ignored Retain faith that you will prevail in the end, regardless of the difficulties Confront the most brutal facts of your current reality, whatever they might be Source: “Good to Great” by Jim Collins

26. Three Circles of Disciplined Thought: What you are deeply passionate about What you can be the best inthe world at What drives youreconomicengine In “Good to Great for the Social Sector” it is: What Drives Your Resource Engine? Source: “Good to Great” by Jim Collins

27. Simon Sinek

28. Aurora: We Listen – We Care – We Act Creating the place you want to be: • Building community • Improving lives • Serving • Succeeding Core 4: • Integrity • Respect • Professionalism • Customer Service

29. The Culture of Discipline:Disciplined Action • Build a culture full of people who take disciplined action within the three circles, fanatically consistent with Disciplined Thought • Build a culture around the idea of freedom and responsibility, within a framework • Fill that culture with self-disciplined people who are willing to go to extreme lengths to fulfill their responsibilities. • Don’t confuse a culture of discipline with a tyrannical disciplinarian • Create a “stop doing list” and systematically unplug anything extraneous Source: “Good to Great” by Jim Collins

30. The Flywheel and the Doom Loop The Flywheel Effect The Doom Loop Steps Forward, Consistent with Vision/Direction Disappointing Results Reaction, Without Understanding No Buildup; No Accumulated Momentum Accumulation of Visible Results Flywheel Builds Momentum New Direction, Program Leader, Event, Fad, or Acquisition People Line Up, Energized By Results Source: “Good to Great” by Jim Collins

31. “The illiterate of the 21st century will not be those who cannot read or write; they will be those who cannot learn, unlearn, and relearn.” ~ Alvin Toffler

32. Agenda and Overview • Intro – Why • Colors – Adapting to Others • Taking Aurora from Good to Great • Unconditional Responsibility – Locus of Control • Servant Leadership

33. Locus of Control Exercise Count each answer as one point. Only count it if you selected these exact answers: 2a, 3b, 4b, 5b, 6a, 7a, 9a, 10a, 11b, 12b, 13b, 15b, 16a, 17a, 18a, 20a, 21a, 22b, 23a, 25a, 26b, 28b, 29a Who’s the boss of you?

34. Happiness … is not something that happens. It is not the result of good fortune or random chance. It is not something that money can buy or power command. It does not depend on outside events, but rather how we interpret them. Happiness, in fact, is a condition that must be prepared for, cultivated, and defended privately by each person. People who learn to control inner experience will be able to determine the quality of their lives, which is as close as any of us can come to being happy. ~ Mihaly Csikszentmihayli, author of “Flow”

35. Why do some folks succeed atwhatever they choose? No one told me! I didn’t ask. Victim ✗ Player ✔

36. Personal Success Locus of Control • How a person perceives control over their situation. • Internal LOC: • View their behavior as guided by their personal decisions and efforts and feel they have control over their response to life. • Goal focused; obstacles can be overcome or worked • Adaptive to change • External LOC: • Blame fate and forces such as destiny or society for controlling their lives and their response to life. • Excuse focus; reasons why obstacles are insurmountable • Passive acceptance of external events Sources: Julian Rotter, 1954 and Lawrence Lefcourt, 1976.

37. How you Frame it . . . Reframe each statement to be Internal LOC: 1. I never have enough time. Restatement:_____________________________________________ 2.Aurora can never be in the top ten of customer services because it’s a city. Restatement:_____________________________________________ 3. Years of budget reductions and hiring restrictions have made it structurally impossible to provide exceptional customer service.Restatement:____________________________________________ 4.Angry customers take up way too much of our time and energy. Restatement:_____________________________________________ 5. If the instructor would communicate clearly I could understand the material.Restatement:_____________________________________________

38. Language and Perception Internal LOC Language I will ask him how he likes to be communicated with Let’s look at more alternatives I will take the first step. I can control my own feelings I can deliver the results I’ll get input from diverse sources External LOC Language He just doesn’t listen to me There’s nothing I can do Someone should take the first step. He makes me so mad They won’t give me resources They never like what we do or propose. How we “frame it”

39. What Do You Focus On? External Locus of Control (ELOC) Things you can control Internal Locus of Control (ILOC) Things you can’t control “Everything has two handles, one by which it may be borne, another by which it cannot.” –Epictetus, Enchiridion The “Pen dropping” story - What is your Intention?

40. You will notice. . . • how your thinking affects behavior. • when you're being internal and when you’re being external and the same thing in others. • yourself automatically responding with ILOC thoughts and talk. you feel more competent your external world will change you feel more response-able. To see the world anew!

41. LOC survey • http://highered.mcgraw-hill.com/sites/0073381225/student_view0/chapter2/self_assessment_2_4.html • It will provide a score • In-depth • http://en.wikipedia.org/wiki/Locus_of_control

42. Lost Generation Video

43. Agenda and Overview • Intro – Why • Colors – Adapting to Others • Taking Aurora from Good to Great • Unconditional Responsibility – Locus of Control • Servant Leadership

44. The Servant as a Leader~Robert Greenleaf • “Do those served grow as persons? • Do they while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? • A true natural servant reacts by listening first.”

45. "You have not lived until you have done something for someone who can never repay you.“ ~John Bunyan

46. The Servant as a Leader~ Robert Greenleaf • Everything begins with the initiative of an individual • What are you trying to do? • Listening and understanding • Acceptance and empathy • Foresight: The central ethic of leadership • Awareness & perception

47. The Servant as Leader~ James Autry The Five Ways of Being • BE Authentic • BE Vulnerable • BE Accepting • BE Present • BE Useful

48. The Five Ways of Being 1. Be Authentic • One hat • Genuine • Bona Fide • The same at work, at play & at home • Integrity even when painful Servant Leadership - James Autry

49. The Five Ways of Being 2. Be Vulnerable • Open • Share yourself • Show your passion • Show your courage • Be honest with your feelings Servant Leadership - James Autry

50. The Five Ways of Being 3. Be Accepting • More than approval • Sense of inclusiveness • Don’t be derailed by irrelevant issues • Embrace creative conflict • Receive willingly Servant Leadership - James Autry