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MCCRARY_How-Do-We-Get-There-From-Here_

The document discusses strategies for leading change within organizations, emphasizing the importance of understanding different thinking preferences through the HBDI assessment. It includes a checklist for approaching change, highlights the challenges of changing behavior, and offers insights on how to communicate and engage individuals effectively. The content aims to equip leaders with tools to navigate and implement change successfully by leveraging whole brain thinking.

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charbel marun
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6 views34 pages

MCCRARY_How-Do-We-Get-There-From-Here_

The document discusses strategies for leading change within organizations, emphasizing the importance of understanding different thinking preferences through the HBDI assessment. It includes a checklist for approaching change, highlights the challenges of changing behavior, and offers insights on how to communicate and engage individuals effectively. The content aims to equip leaders with tools to navigate and implement change successfully by leveraging whole brain thinking.

Uploaded by

charbel marun
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 34

How Do We Get There

From Here?
Leading Change

2
Agenda
▷ Change Checklist
▷ Mindsets…sort of
▷ Reading Minds
▷ Changing Minds
▷ Whole Brain Thinking for Change

3
4
Change is …?
5
90%
The percentage of patients that don’t change behavior
after bypass surgery

6
Whole Brain® Change Scorecard
○ Check the 8 most important items when approaching change/new initiative
○ Circle the items that need more attention in your school/organization
❑ Gathering facts/data to support need for ❑ Innovative ideas
change ❑ Seeing the “big picture”/future trends

❑ Technology ❑ Understanding the “why”

❑ Past Trends & Benchmarks ❑ innovative solutions to obstacles

❑ Performance measurement ❑ Challenging the established methods

❑ Clear goals & objectives ❑ Vision & Purpose

❑ Logical problem solving ❑ Long term Strategy

❑ Articulating plan for change in an orderly ❑ Creating enthusiasm


way ❑ Anticipating how others will feel

❑ Thinking about potential flaws ❑ Clear communication of plan Circle


❑ Analyzing risk ❑ Mission/values alignment
ones you
❑ Quality of plan ❑ Community Relations - does the change feel
feel need
❑ Timing & Execution right?
❑ Resources ❑ People capital - putting the right people in
more
❑ Clear Policies & Procedures place attention
“
Organizations can’t change…unless
individuals change their behavior and
changing behavior is hard.
- Keith Ferrazzi

8
Origins of HBDI and
Whole Brain Thinking
Why assess thinking?
❏ Thinking is at the root of how we interpret information and
interact with others.
❏ HBDI™ (Hermann Brain Dominance Instrument)is a diagnostic
used to assess thinking in individuals, teams and
organizations.
❏ The tool was developed in the 70s by Ned Herrmann while
working as a trainer at GE. He was curious about how
creativity and production were impacted by thought.
❏ Partnered with neuroscientists and psychologists.
❏ Created
❏ Metaphor for the brain - four different selves
❏ HBDI™ assessment
❏ Whole Brain Thinking model
10
WHAT? WHY?

1
2

HOW? WHO?
When it comes to change…
different thinking preferences
have different needs.
● My actual HBDI™
results
● What might I
need to embrace
change?

14
How do we navigate this work if we can’t/haven’t give(n)
the HBDI assessment?

15
(Pre) Read the Room

People leave clues about their


preferences.
Do you see yourself anywhere? 17
The top 8 items for change that
you chose might align with the
preferences that HBDI would
reveal.
19
Did you check in categories
that match how you see
yourself thinking?

20
(Pre) Read the Room

Anticipate communication, frustration


and potential interpretation around
change.
Preference Clues around change
What?
● What data informed this change?
● How will we know it’s successful? Why?
●
●
Want to know ROI
Proof A ●
●
Always want to know the why
Excited about unique opportunities
● Will track success and failure -
without solicitation
B D ●
●
●
Intuitive problem solvers
Challenge the established ________
Ideating and

● How will we…?


How? C brainstorming…sometimes ad
nauseum
● What’s the Who?
plan/timeline/schedule? ● Qualitative data
● What are we tackling first? ● Collaboration and consensus
● Communicate in a timely ● Interest in community and culture
manner ● Can usually get buy in...or easily
● “We have always done it this sabotage it
way.” ○ They/this are not
very____(insert institution)
Preference needs

23
What’s on your mind? 24
Using Whole Brain Thinking
To get your team onboard and
lead through change…
2 case studies

26
Harness
the skills
for change
that each
preference
brings!
Choose a goal or a small change and think about how to
approach via whole brain.

What?
Why?

GOAL

How? Who?
31
What? How? Who? Why?
Bottom Next Steps Impact Vision
line Meaning
Thank You
Felicia McCrary
Interim Upper Learning Principal
Certified HBDI™ Practitioner
The Galloway School
Atlanta, GA
fmccrary@gallowayschool.org
35

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