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Question of the Week

Tell us who your favorite OD or Coaching thought leader is!

Dear ,    

 

As 2014 dies down, CBODN is gearing up!

 

In this newsletter, Kevin E. Coray, President of Coray Gurnitz Consulting has some great information to share with you below about how to foster accountability in your organization. And if you like these informative articles in our newsletters, then I invite you to tell us who else you'd like to hear from by clicking on our Question of the Week.

 

Plus, our conference committee is looking for speakers for our 2015 Annual Conference: Cultivating Sustainable Communities. If you're interested, click on the link below to fill out our RFP.

 

Finally, make sure to make some time for your own professional development this month by attending our Evening Program or one of our Special Interest Groups (SIGs)!

 

With best wishes,
Deanna Larsen
President 

 



THE MISSING INGREDIENT IN ACCOUNTABILITY

Feature article by Kevin E. Coray, PhD, President, Coray Gurnitz Consulting, Somatic Coach, and Author of the Extraordinary Teams Inventory*

 

Conditions of Satisfaction are a critical factor in the productivity and culture of organizations.  This brief article looks at two key aspects of Conditions of Satisfaction (CoS): Requests and Commitments.

 

Requests: The practice needed to have complete conversations and make effective requests is adapted from the work of Fernando Flores (e.g. Olalla, Strozzi, Brothers) and relates to one key notion, in how the supervisor makes a request.  Knowing one's CoS is the beginning of a full cycle from making a request, to talking with the person asked to do the task to negotiate the terms of satisfaction, through delivery in which the employee completes the task while providing status information to the supervisor, and finally to feedback where the supervisor provides assessment of the employee's delivery on conditions of satisfaction. 


Sometimes CoS gets generalized into a values-based continuum in which people are judged on the degree to which they are "accountable."  Behind this continuum of assessment lies a tricky set of behaviors and ways of being present in making requests (supervisor) and in making promises (employee) that lead to intentions and impacts that contribute to assessments of an employee's accountability.  Consider one scenario in which a supervisor doesn't provide CoS, but is open to an employee defining the request that results in the development of acceptable CoS.  In another scenario, the same supervisor might make a similarly poor request of another employee who doesn't have the skills or relationship with the supervisor to generate CoS.  As time passes, the first employee is likely to be judged as more accountable, when in fact the supervisor has significant impact on the outcome.   

 

Commitments:  The supervisor's role in employee accountability cannot be overemphasized.  Imagine a leader trying to coach two employees toward greater performance.  Nancy is a consummate organizational development professional and the mother of two.  She has a personal commitment to excellence in her profession as a change management consultant but also to being home for her kids each day by 5:00 pm without taking work home with her.  Joe is single, is also committed to being an effective consultant and likes to leave early from work for sports and other activities on weekends.  During the weekend, Joe doesn't like to be bothered by work.  Molly, their boss, has children in college and spends about 60 hours a week working.  When she makes a request that includes staying late to get a job completed, she often gets a "Yes" from Joe and a "No" from Nancy.  Although Molly knows Nancy's commitment to her work-life balance, the need to get things done during off work hours creates a conflict for her.  When a deliverable requires working on the weekend, neither Joe, nor Nancy give a "Yes" to Molly's request.  There may be a missing conversation at play in one or more places: Molly with the client; Molly with Joe and Nancy; and Joe or Nancy with Molly.


Ultimately, accountability has to be considered within the framework of the individual and team commitments of the parties in the team.  In many teams to which I have had the opportunity to consult and coach, the missing ingredient is a clear commitment from each team member to the team that also respects individual and team needs.  Besides goals and values, this is a very effective way for a supervisor to be generative in managing and mentoring people, as well as in holding them accountable.  Specifically, if a supervisor knows the employee's commitment (i.e. the employee's declaration about how she wants to be or to show up), then he can assess or coach the employee in moving toward that commitment.  If the supervisor doesn't know the employee's commitment to the team, then his assessments may be based on informal group norms or expectations or even in his own commitments projected onto the employee. 


We are all personally accountable to our own commitments.  If we are to act with integrity, then we need to know what our commitments are to ourselves, in relation to others, and to the teams of which we are members.  If we are truly effective leaders, we must generate action within the commitments of those we lead.   

 

*To learn more about Kevin and the Extraordinary Teams Inventory, go to: 
www.cgstrategy.com  
https://www.linkedin.com/company/coray-gurnitz-consulting
www.linkedin.com/pub/kevin-coray/4/428/792
* @KevinECoray


You can also learn more about the book Extraordinary Groups or about the Extraordinary Teams Inventory, as well as free resources to use these concepts, at: http://extraordinarygroups.com/


CBODN CONFERENCE 2015: Cultivating Sustainable Communities Call for Proposals

 

As stewards of living organizational systems, OD practitioners live the concept of sustainability. We support the development of deep roots, strong structures and enduring values, while encouraging innovation, adaptability and growth at the same time. 

 

The 2015 CBODN conference will investigate the many ways in which our profession cultivates sustainability. Conference sessions will explore three concepts:


*        People, Planet and Profit: How are businesses, both for-profit and non- profit, cultivating sustainable communities by focusing on people and the planet in addition to business value? How might we as OD practitioners increase our value to the triple bottom line?


*        Sustaining OD Interventions in Organizations:  How are organizations successfully sustaining the outcomes of OD interventions and engagements? How might we quantify the outcomes of OD interventions to sustain and cultivate the value of OD for organizations?


*        Sustaining the Practitioner: In order to bring value to organizations, we as practitioners need to stay fresh and open to new learning. What leading-edge practices can expand our awareness? What fresh takes on established ideas can sustain and grow the practice? What partnerships might we cultivate to extend our value? What changes are taking place in organizations and management practices that will impact our work?


We are seeking thought-provoking speakers, skilled at facilitating experiential learning sessions that will provide attendees with a meaningful experience. Conference sessions should explore how practitioners can build, foster, or embed a commitment to sustainability practices among individuals, organizations, or across the community.


Presenters are invited to submit proposals for concurrent sessions taking place on Friday, April 24, 2015. We estimate these sessions will be 75 minutes in duration. Click here to fill out the online form and submit your proposal.  Presentation Proposal Due Date: Wednesday, January 7, 2015 11:59 PM EST

Coaching in the Middle:  How Group Coaching Builds Communities of Leaders and Learners
UPCOMING EVENTS

 

December 16, 2014

Coaching in the Middle:  How Group Coaching Builds Communities of Leaders and Learners

Holly Williams

 

Building on everyone's understanding of Executive Coaching, the basic structure and methodology of Group Coaching will be shared, along with lessons learned and typical results from group coaching programs.  Participant will walk away understanding group coaching and how they could use group coaching to develop leaders and learners.

Each attendee with receive a FREE copy of the newly released book, Being Coached:  Group and Team Coaching From the Inside written by Ann V. Deaton and Holly Williams.
http://www.beingcoached.com/ 

 

 

 

Location:
Westwood College - Arlington Ballston Campus
4420 N. Fairfax Drive
Arlington, VA 22203 

 

Time:
*6:15-6:45 PM | Networking & Light Appetizers
*6:45-8:45 PM | Evening Program 

 

Presenter:

Holly Williams 

 

Registration Fee:            Before December 16       At the Door
CBODN Members                       $20                            $30
Non-Members/Guests                 $30                            $45

 

For registration questions, please contact CBODN Support.


*Refunds will not be issued within 48 hours of an event as catering and other event related costs are associated with registration at that time. 
 


UPCOMING SPECIAL INTEREST GROUPS (SIGs)
For more information and registration, click on the SIG name below. Also, check our SIG page on the CBODN website.   

 

OD Book Discussion SIG | Wed. Dec.10 | 8:00 AM - 9:30 AM 

 

Topic: "Open Mic"
Location: McLean, VA
Leader: Paula Pierce | paula.pierce@peridonastrategies.com 

 

Baltimore-Washington SIG |  Wed. Dec.17 | 6:00 PM - 8:00 PM

 

Topic: "Oganizational Culture:  Hidden Truths That Impact Performance"
Location: Columbia, MD
Leader: Pat Foye | 410-703-0983 (c) | patricia.p.foye@gmail.com 

 

 

Government SIG | Thu. Dec.18 | 12:00 PM - 1:00 PM

 

Topic: "Optimizing Talent in the Federal Workforce"
Location: Webinar
Leader: James Alexander | govsig@yahoo.com     

CBODN | 1325 G St. NW, Suite 500 | Washington, DC 20005 | 202.686.1314




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