As change is implemented:
- Incidents of people doing things they shouldn’t be doing start to decrease
- While people doing the things they should be doing starts to increase
- The quality of communication between leaders and those they supervise starts to improve
- Mission, Values and Performance Expectations start to get center stage
- Respect and dignity become required behaviors
- An environment where relationships are important is nurtured
- Clear expectations are given with a central focus of improving less than standard performance
- Leadership develops into a support role without giving up any power
- Problem solving improves
- Productivity improves
- Inappropriate and toxic behaviors in the workplace start to drop
Over time, you'll see:
- Group creates outcomes that are consistent with mission objectives
- Group members accept more responsibilities
- Group members volunteer for the jobs that no one else wants to do
- Inappropriate, toxic behaviors are trounced once and for all
- Ability to deal with adversity and still get the job done increases
- The ability to keep interpersonal relationship problems separate from work performance increases
- Group members start collaborating at very high levels as the quantity and quality of communication climbs
- The quantity of respectful behavior observed climbs
- Performance feedback sessions become more effective
- Submissions of ideas for improvement start to rise, particularly related to productivity
- Problem solving becomes more effective
- Group members become very good at what they do; they know it and will now need highly collaborative leaders
- Leaders grow to very high levels of effectiveness as they now have a highly effective work group and they themselves are tested to improve as they emulate all of the behaviors they expect from others
Final group transformation:
- Group members make independent decisions that reflect the mission, lowering the need for direct supervision
- Group members now have confidence to make decisions on their own, and know when to include their supervisor
- The group develops improvement ideas using a continuous improvement strategy
- Trusting relationships are built
- Group members ask for additional assignments
- People learn to agree to disagree about non-mission-related subjects
- They learn to check their ego at the door
- They make effective decisions at the right time
- Group members think, organize, and plan prior to acting
- Group members avoid cognitive biases and fallacious reasoning
- They allow new facts to change their minds
- Members are taught to use the Improvement Investigation Matrix to determine if an idea for improvement is viable
