every day leadership

8/7/2019 Every Day Leadership

1/115

EVERYDAY LEADERSHIP


2/115

2

Course Contents

Unit 1: Overview - Why is leadership so critical now?

Unit 2: Self Alignment: Awareness of the 10Competencies

Unit 3: Self Alignment: Resiliency

Unit 4: Working With Others: Interpersonal andRelationship Skills

Unit 5: Communication Skills

Unit 6: Employee Development/Coaching

Unit 7: Creating Vision

Unit 8: Change

Unit 9: Integration: Customer Orientation

Unit 10: Business Acumen

Unit 11: Project Leadership

STRENGTHEN THE

HANDS OF THE STRONG


3/115

3

After completing this workshop, the learner will be able to:

Understand and apply their personal values and leadership style.

Influence and build relationships within and across organizations.

Manage change and transition.

Lead others with diverse styles.

Align actions and priorities with strategic direction.

Coach and develop others for motivation and performance.

Course Objectives


4/115

4

1. Companies are very sick

2. What is Management? Leadership?

Overview:Why is Leadership so Critical Now?

In the Land of the Blind, One-Eyed Men Are Kings. French Proverb


5/115

5

Why is Leadership so CriticalNow?

Business Is Very Sick A man was let go from his position through a text message on his beeper

while attending a conference in the same city as his office.

A woman was abruptly given the job of her boss, who had just committedsuicide. She was not given any directions, training, or coaching.

A five-year SAP project for a global company has logged two deaths fromheart attacks, as well as large turnover rates and illnesses.

A woman hired by a software firm discovered that she could no longer workwith the technical people on her team, because they refused tocommunicate with her. Ironically, she was hired so that her communicationskills would rub off on them. Her comment: "Is there any place that I'll beable to work my technical and people skills?"


6/115

6

Why Is Leadership the Solution tothe Economic Problems?

Market share is driven by speed to market,customer service, and/or efficiencies that drive outcost. These cannot be done without leadership.

Security, stability and safety start through thegateway of leadership. (see Byte Wars by Ed Yourdon)


7/1157

What is Management?Leadership?

LEAD MANAGE


8/1158

How is Leadership Unique?

The why of a business, organization

or team is critical for project / resourceprioritization but generally unknown.

Leadership development is a paradox.It must be practical and immediate.However, to be able to do, leaders

must find quiet time to develop self-understanding. There is a strongtension between the need to actquickly and the need to stop andthink. Leadership requires both.


9/1159

A Great Leader

A great leader needs to know how to leveragethe strengths she already has, and to surroundherself with others to fill in her own gaps.

A great leader realizes that each of his people isunique and coaches them to leverage their ownstrengths.

Therefore, leadership is about releasing thepotential that is already there.


10/11510

What is Management?Leadership?

Self-AlignmentSelf-Alignment

LEADERSHIPIN THE MIDDLE

IntegrationIntegration Working with othersWorking with others


11/11511

1. Definition of the Competency

2. Self-Assessment

3. 360-Degree Assessment

4. Identification of Strengths and Weaknesses

To climb a tree, grab the branches not the blossoms. Unknown

Self Understanding: Self Assessment


12/11512

The DISC & PIAV

MOTIVATORSWhyandWhereyouwalk

BEHAVIOR

Howyou are walking?

No Right or Wrong Profile

No Good or Bad Profile

Does not measure

- Intelligence- Ethics

- Skill or ability


13/11513

Demanding

Egocentric

DrivingAmbitiousPioneeringStrong-WilledForcefulDeterminedAggressiveCompetitiveDecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperativeHesitantLow-KeyUnsureUndemandingCautious

MildAgreeableModestPeaceful

Unobtrusive

EffusiveConvincingSuperficial

MagneticPoliticalEnthusiasticDemonstrativePersuasiveWarmConvincingPolishedPoisedOptimistic

TrustingSociable

Reflective

FactualCalculatingSkeptical

LogicalUndemonstrativeSuspiciousMatter-of-FactIncisive

PessimisticMoody

Critical

Phlegmatic

RelaxedResistant toChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberateSteadyStable

Mobile

ActiveRestlessAlertVariety-OrientedDemonstrative

ImpatientPressure-OrientedEagerFlexibleImpulsive

Impetuous

Hypertense

Evasive

WorrisomeCarefulDependentCautiousConventionalExactingNeat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematicSelf-RighteousUninhibitedArbitraryUnbending

Careless with Details

Descriptors

D I SC

ENERGY LINE

YOU

ARE

ALL!


14/11514

PreferredBehaviorStyles

C

S


15/11515

AdaptedStyle

YOUR

PERFECT

PLACE

HOW

YOU

ADAPT

100

90

80

70

60

50

40

30

20

10

0

100

90

80

70

60

50

40

30

20

10

0

D I S C D I S C

Adapted Natural


16/11516

The Six Attitudes Measured

Theoretical

Utilitarian

Aesthetic

Social

Individualistic

Traditional


17/11517

0

10

20

30

40

50

60

70

80

Attitude Graph

The Uti Aes Soc Ind Tra60 30 50 48 27 37

AVERAGES


18/11518

Self-Understanding

Resiliency

Customer Orientation

Business Acumen

Project Leadership

Managing Change

Relationship Skills

Communication

Coaching/Mentoring

Actualizing Vision

What is Leadership?

Self-AlignmentSelf-Alignment

LEADERSHIPIN THE MIDDLE

IntegrationIntegration Working with othersWorking with others


19/11519

1. Definitions of Resiliency

2. Characteristics of Resiliency

3. Future Challenge

4. Journaling

We are in a constant state of becoming. Rueben R. McDaniel

Self Understanding: Resiliency


20/11520

Definition of Resiliency

SELF UNDERSTANDING: Resiliency

Willingness to jump in and get things started Seek opportunities for performance improvement and

development

Build on others ideas for the benefit of the decision

Maintain appropriate, empowered attitude

Persistence in managing and overcoming adversity Act proactively in seeking new opportunities

Prioritization, time management


21/11521

Thriving in the Midst of Change

FIVE TRAITS OF RESILIENT PEOPLE

Characteristics of Resiliency:

Building the Resiliency AttitudeLooking into the Future

Practicing FlexibilityImposing Order Upon Chaos

Seeking Opportunities in Change


22/11522

ATTITUDE RESULTS FROM HOW YOU SEE THE WORLD

Its the ABCs of Life . . .

You cant control the unexpected,but

you can control your response to it. Aikido Principle

Expectation

REALITY

POSSIBILITY

Activating Event

Beliefs/Attitude

Consequential Response

Building the ResiliencyAttitude


23/11523

See the coming change.Envision yourself in the

new beginning.

Describe one change you can

see coming down the road.

Given this reality, what

possibility would you like to

create now?

Sometimes we stare so long at a door that is closing that we see too late the one that

is open. Alexander Graham Bell

Looking into the Future


24/11524

A Test of Your

Creative Thinking Skills

1. Do they have a 4th of July in England?

2. How many birthdays does the average man have?

3. Some months have 31 days; how many have 28?

4. How many outs are there in an inning?

5. Is it legal for a man in California to marry his widow's

sister?

6. Divide 30 by 1/2 and add 10. What is the answer?

7. If there are 3 apples and you take away 2, how many do

you have?

8. A doctor gives you three pills telling you to take one every

half hour. How many minutes would the pills last?

9. A farmer has 17 sheep, and all but 9 die. How many are

left?

10. How many animals of each sex did Moses take on the ark?

11. A clerk in the butcher shop is 5' 10'' tall. What does he

weigh?

12. How many two cent stamps are there in a dozen?

PracticingFlexibility

:


25/11525

Take First Things First

The law of nature is change (chaos), while the dream of man is order. Henry Adams

You are driving down a lonely stretch of highway late one night when you come upon

an accident. A car is overturned on the road. A second car with a smashed front endsits sideways halfway onto the shoulder. You see small flames beginning to flicker up

from under this cars hood. A wounded deer lies not far from the first car. As you pull

up to the scene and prepare to stop, your headlights shine on a person in the

overturned vehicle. You can see that he is halfway out of the car and bleeding badly

from a gash in his forehead. Glancing quickly at the other vehicle, you see a person

moving slightly in the drivers seat. The back door of this car is open and there is a

small child standing by the drivers door. You are alone. You have a cell phone.There is no other traffic on the road.

What are the first five actions you take?

Imposing Order upon Chaos


26/115

26

When you look into the

face of change

.

.. do you see the danger

or the opportunity?

Even if youre on the right track, youll get run over if you just sit there. Will Rogers

Seeking Opportunities inChange


27/115

27

Future Change

Think of a big change that you think may be aheadof you. What are your strategies for planning

how you will personally deal with it?

How will you help yourteam address it?


28/115


29/115

29

1. Definition of Interpersonal andRelationship Skills

2. Exploring Trust

3. How to Offer Feedback

4. Managing Conflict

5. Journaling

Each of us must be the change we want to see in the world.Mahatma Gandhi

Working With Others:Interpersonal and RelationshipSkills


30/115


31/115

31

Exploring TrustHow many of you in this room are trustworthy?

CREDIBILITYSkill, knowledge, experience

COMMUNICATIONManaged expectations

CONSISTENCYHistory

1. Unconscious, thoughtless ormisinterpreted actsundermine existing trust.

2. Some are reluctant to risk

trusting others.

If everyone is trustworthy, then

why is there so little trust?


32/115

32

Trust AssessmentSELF-ASSESSMENT:

1. What level of credibility do you hold in thecontext of your leadership role?

2. How consistent are you in your actions anddecision-making processes?

3. How well do you use communication tobuild confidence and reassurance withinyour team?

As a leader, how do you deliver onthe three factors that inspire trust?


33/115

33

WIN/LOSEYou and I need to talk.You just dont care about

this project. I assumedwith your background thiswould happen.

WIN/WINDo you have a minute? Im

concerned about the quality ofthe report you just turned in. It

had a lot of typos and format problems. Your

work is usually great - didsomething different happen this

time?

Use I

Focus on behavior,not the individual

Be specific

Be timely

How to Offer Feedback


34/115

34

Conflict Situations

SITUATION EXAMPLE

ambiguous boundaries __________________

conflicting interests __________________

value differences __________________

communication barriers __________________

unresolved prior conflict __________________

TRUST is

BIDIRECTIONAL!


35/115

35

What Happened?

Where does your story come from?Facts? Past Experience? Rules?Theirs?What impact has this had on you?What might their objectives have beenand how have you contributed to theproblem?

Emotions

What are you really feeling? Why?Identify

Whats at stake for you about you?

PurposesWhat do you hope to accomplish?Shift to support learning, sharing,problem-solving. Is this the best way toaddress this issue?

Differences

Describe the problem in terms of thedifferences between your stories andshare the purpose.Invite them to join as a partner to solvethe problem.

Explore the Stories

Listen to understand their viewpoint.Share your viewpoint.Reframe, reframe, reframe to keep ontrack.

Problem Solving

Invent options that meet each sidesconcerns.Look to standards for what shouldhappen.Talk about how to keep communicationopen going forward.

Adapted from the book Difficult Conversations by Douglas Stone, Bruce Patton andSheila Heen.

A Difficult ConversationsChecklist


36/115

36

1. Definitions of Communication Skills

2. Communication Basics

3. Adapting Your Style

4. Listen for Understanding

5. Journaling

Be careful of your thoughts; they may become words at any moment. Iara

Gassen

Communication Skills


37/115

37

Definition of CommunicationSkills

Understand and adapt to youraudience helping others learn

Express intention clearly andconcisely in written communications

Build collaboration and clearlyarticulate intention in verbalcommunications

Formal presentation skills

Listen for understanding

Manage flow ofcommunication/information

WORKING WITH OTHERS:

Communication Skills


38/115

38

Communication Basics

Communication Should Be INTENTIONAL

Words (7%), Tone (38%), Body language (55%)

MESSAGE:Why did you do it that way?

CHANNELS

WHAT IS SAID

WHAT IS HEARD

INTERFERENCE


39/115

39

Presentation Skills

Laptop, paper, spoken,

email, written

Profession, level, education,gender, anxiety, expectation

When over, what will be different?

Seating, lighting, food, heat,

agenda, handouts

UNDERSTAND

PURPOSE/GOAL

DESIGN FOR THEAUDIENCE, CONTEXT

CHOOSE RIGHT

CHANNEL

MANAGE ENVIRONMENT

(INTERFERENCE)


40/115

40

YOUR

NATURAL

STYLE

HOW

YOU

ADAPT

100

90

80

70

60

50

40

30

20

10

0

100

90

80

70

60

50

40

30

20

10

0

D I S C D I S C

Adapted Natural

Adapting toYourAudience


41/115

41

Adapting Your Style

DISSATISFIERS:Routine, mundaneLack of authorityLack of respect

TONE OF VOICE:Strong, clear, confidentDirectFast pace

WORDS/CONTENT:WinLead the fieldResultsNow, ImmediateBottom lineChallenge

ENERGIZERS:ChallengesOpportunities to leadTough assignments

BODY LANGUAGE:Keep your distanceStrong handshakeLean forwardDirect eye contact

DOS AND DONTS:Be clear, specific and to the point Dont waste timeStick to business Present facts logicallyBe prepared and packaged Ask specific what questionsProvide alternative choices Dont offer guarantees you cant keepTake issue with the facts, not the person Provide a win/win opportunityLet it be his idea

WORKING

WITH THE

CORE

STYLE

D


42/115

42

DISSATISFIERS:Social rejectionSkepticismNegativity

TONE OF VOICE:EnthusiasticModulationsPersuasive, colorfulFast pace

WORDS/CONTENT:FunI feelSocialize, recognitionExcitingPicture thisPeople

ENERGIZERS:People interactionsSocial recognitionInspiration

BODY LANGUAGE:Get closeSit next to

Smile, relax, have funFriendly eye contactExpressive gestures

DOS AND DONTS:Support their dreams Allow time for socializingTalk about people and their goals Dont drive for facts, figuresAsk for opinion Put details in writingProvide ideas for implementing actions Provide testimonials important peopleDont talk down Offer incentives for risks

Make them feel special

WORKINGWITH THE

CORE

STYLE

I

Adapting Your Style


43/115

43

Adapting Your Style

DISSATISFIERS:Loss of securityLack of closureSurprisesNo home base

TONE OF VOICE:Warm, soft, calmSteady

Low tone, volumeSlow pace

WORDS/CONTENT:Step-by-stepHelp me outGuarantee, promiseThink about it, take yourtime

ENERGIZERS:Defined territory,SecurityClosureTeam HarmonyOpportunity to serve

BODY LANGUAGE:Relaxed, calmMethodicalLean back, dont rush

Friendly eye contactSmall gestures

DOS AND DONTS:Start with personal connection Show interest in them as a personListen! Dont force a quick response patiencePresent your point logically, nonthreateningly Dont interruptLook for hurt feelings Provide personal assurances/guaranteeDont mistake willingness for agreement Allow time to think/make decisions

Provide information

WORKING

WITH THE

CORESTYLE

S


44/115

44

DISSATISFIERS:Personal criticismMoving too fastDecisions without dataIrrational feelings/emotions

TONE OF VOICE:Controlled, directThoughtful, preciseLittle modulations

Slow pace WORDS/CONTENT:Here are the factsThe data showProvenTake your time, no riskAnalyzeGuarantees

ENERGIZERS:InformationQuality StandardsCompliance to rulesAnalysis, research

BODY LANGUAGE:Keep your distanceSit across fromFirm postureDirect eye contact

Little/no hand gestures

DOS AND DONTS:Prepare your case Dont be disorganizedApproach in straightforward way Dont be casual, informal or personalProvide policies/rules to follow Build credibility look at all sidesGive time for decisions Present specificsBe conservative, dont over promise Take time, but be persistentProve with facts Help them do things right

Loyalty Be fair and consistent

WORKING

WITH THE

CORE

STYLE

C

Adapting Your Style


45/115

45

Listen for Understanding

LEVEL 1

Whats in it for me? Rebuttal, self-interest, filtering.

LEVEL 2 Where is the person coming from? What

are they truly trying to say? Connect,silence self-talk.

LEVEL 3 What is not being said that is important?

Listen through the words.


46/115

46

Reflective Listening

Provide eye contact

Maintain an interested and openbody posture

Encourage the speaker withverbal and nonverbal support

Use door opening questions tobuild trust

Ask genuine questions

Reflect back what theyve saidwith empathy


47/115

47

1. Definitions of EmployeeDevelopment / Coaching

2. Coaching

3. Giving Effective Feedback

4. Journaling

Every blade of grass has an Angel that bends over it and whispers

grow, grow.

EmployeeDevelopment/Coaching


48/115

48

Definition of EmployeeDevelopment/Coaching

WORKING WITH OTHERS:Employee Development (Coach & Motivate)

Motivating employees to high performance

Coaching Definition of Employee Development/Coaching for developmentand improved performance

Manage with appreciation/respect for diversity of individual values and

needs

Delegate tasks as needed and with awareness of employee developmentopportunities

Select appropriate staff to fulfill specific project needs and responsibilities


49/115

49

Coaching

Focus on growing talents, not fixing weaknesses.

What is reality

Facts, no interpretation

Observable behaviors

Employees feelings

What is desired

Aligned with business, DISC, PIAV

Measurable and achievable

Desirable by all

GAPGAP


50/115

50

Goal Setting/PerformanceReview

Business Objective IRACIS

Sparta will increase revenuethrough more business generatedby strong customer referralsbased on quality product delivery.

Increase Revenue

Avoid Cost

Improve Service

Goal (Audience BehaviorCondition)(A) I will (B) hold a status meetingwith my team (C) each week onTuesday morning at 9:00 for fiftyminutes.


51/115

51

Coaching (continued)BUSINESS COACHING:

Focus on business change, not personal growth.Therapy looks back, coaching looks forward.

Reconcile personal

and business goals

and values

Agree to

measurements,

milestones, dates =

ACCOUNTABILITY

Take people from where they

ARE to where they can GO.

3LEVELSAwareness

PersonalImprovemen

t

Transformation

Establish

an Action Plan

EstablishIndividual Goals

Name the Gap


52/115

52

Coaching (continued)Determine

What Needs

To Happen

Evaluate

Progress

Foster Reflection

About Actions &

Results

Pay Close

Attention to Support

Big Steps

Translate

Feedback Into

Action

Collect

Feedback

Build an

Action Plan

Establish

Mutual Expectations

& Trust

From the book Action Coaching byDavid L. Dotlich and Peter C. Cairo


53/115

53

Coaching Language

Avoid directing the discussion.

Avoid analysis and interpretation.

Phrase future in the present state.

Push to the end result, not just next step.

NOT No, thats the wrong goal.

NOT Yes, I know which part bothers you the most!

NOT What will your relationship be like?

NOT Promotion is what you want.


54/115

54

Coaching LanguageQuestions to help people learn and explore:

1. What would happen if you asked for help in this area in which yourenot so skilled?

2. Whats stopping you from requesting a change?

3. If you died today, what regrets would you have?

4. How might you deal with the conflict without resorting to a win/loseposture?

5. Why do you want to lead, and why should people follow you?

6. What legacy do you want to leave behind? What do you wantpeople to say about you after youve left your current role?

7. What are your vulnerabilities, and where could things fall apart?

8. What can you do to renew yourself? Your team? This company?


55/115

55

No Yes

Did you discuss each goal or objective established for this employee?

Are you and the employee clear on the areas of agreement? Disagreement?

Did you and the employee cover all positive skills, traits, accomplishments, areas of growth,etc.? Did you reinforce the employee's accomplishments?

Did you give the employee a sense of what you thought of his or her potential or ability?

Are you both clear on areas where improvement is required? Expected? Demanded?Desired?

What training or development recommendations did you agree on?

Did you indicate consequences for noncompliance, if appropriate?

Did you set good objectives for the next appraisal period?

Objective?

Specific?

Measurable?

Standard to be used for evaluation?

Timeframe?

Did you set a time for the next evaluation?

Did you confirm what your part would be? Did the employee confirm his or her part?

Did you thank the employee for his or her efforts?

Performanc

eReview

Provided

courtesy ofHRnext.com


56/115

56

Giving Effective FeedbackWIN/LOSEYou and I need to talk. You

just dont care about this

project. I assumed with yourbackground this wouldhappen.

WIN/WINDo you have a minute? Im

concerned about the quality ofthe report you just turned in. Ithad a lot of typos and format

problems. Yourwork is usually great - did

something different happen thistime?

Use I

Focus on behavior,

not the individual

Be specific

Be timely


57/115

57

How To DisagreeWIN/WINI think Ineed to

spend moretime on thisreport.

SYMPTOMS

Attack problem

Use I

Ask for/offer to help

Seek to understand(Covey)

Seek WIN/WIN

WIN/WINI appreciate your

offer, but Im feeling

some schedulepressure. What didyou have in mind?


58/115

58

Accepting FeedbackSORT

What have Idone to make

it hard to workfor me?

FOG

Would you likea cup of coffee

while we talkabout this?

REPEAT

Im a pain towork for?

DISTANCE

Lets talk aboutthis tomorrow

after weve hada chance tocalm down.

Avoid DEFENSE Acknowledge their feelings

Express regret

Find a point of agreement

Suggest alternatives, solutions

TRUTH


59/115

59

Feedback: PointersGIVING

Be specific,

descriptive,action-oriented,

nonjudgmental RECEIVING

Be open,

take notes,

ask for examples,

seek to understand,

triangulateinformation later


60/115

60

1. Definitions of Creating Vision

2. Creating a Vision

3. Translating Vision into Action

4. Win-Win Solutions

5. Journaling

The further backward you look, the further forward you can see. WinstonChurchill

Creating Vision


61/115

61

Creating VisionWORKING WITH OTHERS: Creating and Actualizing Vision

Create a clear and inspirational vision of the desiredoutcome

Align the vision with broader organizational strategies Translate the vision into manageable action steps

Communicate vision to enroll/enlist staff, sponsors andcustomers

Influence and Evangelize (sales, negotiation)

Gather appropriate input

Understand individual motivators and decision-makingstyles and utilize to enroll others

Facilitate win/win solutions


62/115

62

Translating the Vision IntoAction

List your to-dos

Rate them based on your mission:High Alignment, Medium Alignment,Low Alignment

Ignore the Low Alignment

Schedule the High and Medium

Alignment


63/115

63

Business Objective IRACIS

Sparta will increase revenuethrough more business generatedby strong customer referralsbased on quality product delivery.

Increase Revenue

Avoid Cost

Improve Service

Goal (Audience BehaviorCondition)(A) I will (B) hold a status meetingwith my team (C) each week onTuesday morning at 9:00 for 50minutes.

Goal Setting/PerformanceReview


64/115

64

1. Definitions of Change

2. An Overview of Change

3. Change versus Transition

4. Exploring the Human Side of Change

5. Journaling

Great sailors are not made of calm seas. Unknown

Managing Change


65/115

65

Think about a big change that

you have experienced in your life.

What event or choice broughtabout the change?

Think about the change as aprocess: did it happen all atonce or did it unfold over time?What were some of the stagesof this process?

What were some of thechallenges and successes yourecall about this period ofchange in your life?

Exploring Change


66/115

66

CHANGEDisruption inexpectations

External event

Related tocircumstances andsituations

Sometimes connectedto a decision of choice

TRANSITIONPsychologicalreorientation to thechange event

Internal process

Related to a state

of mind, a sense ofidentity

Change Versus Transition


67/115

67

It is not so much that we are afraid ofchange or so in love with the old ways, but

its that place in between that we fear . . .Its like being caught between trapezes. ItsLinus when his blanket is in the dryer.Theres nothing to hold on to.

Marilyn Ferguson

Quotable


68/115

68

Neutral Zone

ENDING

NEW BEGINNING

STAGES OF TRANSITION

Source: William Bridges

Transition: The Human Side ofChange


69/115

69

STAGES OF TRANSITION (continued)

Ending - Process of letting go ofthe old way before beginning thenew form.

Neutral Zone - Fallow period

between the ending andnew beginning. The wilderness.

New Beginning - New statusquo takes shape.

Transition: The Human Side ofChange


70/115

70

NEW BEGINNING

ENDINGS

Neutral Zone

Time

Denial

Anger

Fear

ShockFrustration

Confusion

StressCreativity

Skepticism

Acceptance

Impatience

Hope

Energy

Excitement

Reactions to Transition


71/115

71

TheHerosJourney

Allies

STORY OFORIGIN

CALL TOADVENTURE

GUARDIANS OF

THE GATE

BELLY OFTHE WHALE

Allies

Allies

Allies

ROAD OFTRIALS

ACCOMPLISHMENT

MAGICALFLIGHT

BETWEENTWO WORLDS


72/115

72

STORY OFORIGIN

The Heros

Journey:Reflection

What was the Callto Adventure? What

were your initialreactions?

How would youdescribe your

Belly of the Whale?

What insights resultedfrom this experience?

What trials didyou face?

How did successpresent itself? Howdid you feel about

the change at thispoint?

What learning didyou take away from

this changeexperience?

Think about abusiness-related

transitionyou have

experienced . . .

Think about abusiness-related

transitionyou have

experienced . . .


73/115

73

1. Definitions of Customer Orientation

2. Who is the Customer?

3. A Consulting Focus

4. Gathering requirements

5. Journaling


"Be everywhere, do everything, and never fail to astonish the customer.Macys Motto


74/115

74

Understand and apply customerneeds and expectations.

Gather customer requirementsand input.

Partner with customer in gatheringrequirements, maintaining

communication flow and managingwork.

Set and monitor performancestandards.


ALIGNMENT: Customer Orientation


75/115

75

Customer Chain of Experience

CUSTOMERCUSTOMER

SERVICE CENTERMARKETINGREQUEST REFERRAL

SALES

CALL

CUSTOMERORDERSALESPROD. & DIST.SHIPPING

CRITICAL

MOMENT

OF TRUTH


76/115

76

THE WHAT THE HOW

Quality work Empathy

Flexible, able to change Sharing

Communications Plan Listening

Prioritizing Reassuring Problem solving Taking responsibility

Alternative solutions Perceptive

Follow-up Proactive

Shared ValueWhat does THEIRcustomer value?

What does yourcustomer value?

What are you GREATat delivering?


77/115

77

A Consulting Focus

ConsultingFocus

Common language

Known business value

Shared ownership Client accountability

_____________________

_____________________

_____________________

Product/ServiceFocus

Technology language

Unknown business value

Directed by IT Little client involvement

_____________________

_____________________

_____________________


78/115

78

Forbidden Phrases

WHY DO YOU

NEED TO KNOW?

NO.

YOURE WRONG.

WEVE NEVER DONE

IT THAT WAY.

YOULL HAVE TO.

THATS NOT MY JOB.

THATS AGAINST

COMPANY POLICY.

I DONT KNOW.


79/115

79

The Vision Thing

TIME First to Market FAST

COST Lowest Cost CHEAP

QUALITY Customer Intimacy GOOD

TO THRIVE, COMPANIES/ORGANIZATIONS

MUST PICK ONE PRIMARY GOAL:


80/115

80

Identify the Need

Effective Presentation Skills

Gathering Requirements


81/115

81

What is the Difference Betweena Symptom and a Problem?

PROBLEM? The direct users dont

know how to use thesystem.

There is a bug in thecalculation program.

The printer is jammingon the checks.

SYMPTOM:The payroll checks are all wrong!


82/115

82

Causes

SYSTEM

TRAINING

ENVIRONMENT

MOTIVATION


83/115

83

Effective Presentation Skills

DESIGN MEDIA WHEN?

LETTER Email Need fast(1-5 pp.) Fax Need fast, but need

Paper mail graphics

Need more flash

VOICE Voice mail Need fast, auditory

response In person Clear needs, strong

relationship,auditory

PROPOSAL Paper Formal relationship

(10-20 pp.) - color Large $s

- graphics


84/115

84

What Makes People Remember?

Grass, Paper, Cat, Knife, Love, Bird, Tree,

Desk, Truth, Table, Fork, Pen, Stream,Wisdom, Stream, Flower, Zulu, Radio, Ruler,

Blue, Sheep, Meaning, Field, Pencil, Carbon


85/115

85

Improving Memory

Other reasons:

Different ( ex.: Zulu)

Visual Emotion

Organization

Context

PRIMACY=Remember more at the BEGINNING of a session

Remember more at the END of a session =RECENCY


86/115

86

Improving Memory

Many Breaks

Sleep

Attention Getter


87/115

87

WIIFM

GOOD

Tells 3 - 5 people about it

Can charge more

Can be more profitable

Invaluable

Proactive

NOT SO GOOD

Tells 8 - 10 people about it

Costs 5 - 6 times more toattract new customers

Expensive

Reactive

The Rule of10


88/115

88

Why Do Customers StopBeing Customers?

Beyond Customer Service, 1992.

100% 1% Die

3% Move Away

5% Seek alternatives

9% Go to the competition

14% Dissatisfied with product/service

68% Upset with the treatment they receive


89/115

89

1. Definitions of Strategic Business Acumen

2. Systems Thinking

3. Scenario Planning

4. Group Techniques for Consensus

5. Journaling

If you can dream it, you can do it. Walt Disney

Strategic Business Acumen


90/115

90

Strategic Business Acumen

Demonstrate ability to ethically build

support for a perspective about which youfeel strongly.

Holistic view - think in terms of the entiresystem and the effects andconsequences of actions and decisions.

Operate with an awareness of

marketplace competition and generallandscape of related business arenas.

General business acumen - functions ofstrategic planning, finance, marketing,manufacturing, R&D, etc.

ALIGNMENT:Strategic Business Acumen


91/115

91

What is Systems Thinking?

A system is a perceived wholewhose elements hang

together because theycontinually affect each otherover time and operate towarda common purpose.

-The Fifth Discipline Fieldbook

Focus on cause and effect, notsymptoms, not quick fixes

Study of systems is over 40years old

Theres no sense being exact about something if you dont even know what youre talkingabout.

John Von Neumann

WHY CANT WE SELL MORE?

Delay = a passage of time that provokesflawed perceptions of cause and effect

delay

variable

S=same

linksPortion of

Revenue Spenton Sales

SalesPeople

Bookings

Revenue

SS

SS


92/115

92

What is Systems Thinking (continued)

S

S

O

Portion ofRevenue

Spent on Sales

SalesForce Size

Bookings

Revenue

S

S

Sales ForceProductivity Perceived

Lead Time

LeadTime

S

S

BacklogS

Orders forAdditionalCapacity

Capacity

S

S

The Rich Get Richer You Cant Always GetWhat You Want Build It And TheyWill Come

O


93/115

93

Scenario Planning

FOR THOSE BORN BEFORE 1945

Using history and guesses to anticipate multiple futures

We were born before television,

before penicillin, before polio shots,

frozen foods, Xerox, plastic, the

contact lens, Frisbees, and the PILL.

We were around before radar, creditcards, split atoms, laser beams, and

ball-point pens. Before pantyhose,

dishwashers, clothes dryers, electric

blankets, air conditioners, drip-dry

clothes, and before we walked on the


94/115

94

What is Scenario Planning?

BENEFITS

Creates shared vision Lessens Group Think

Reveals Mental Models

Lessens denial

Diffuses emotions

Accelerates reaction

Clarifies estimates

The Learning is in the

Dialogue


95/115

95

Creating The Story

CHOOSE

2VALUES REVENUE STAFF

REVENUE STAFF

REVENUE STAFF

REVENUE STAFF


96/115

96

Group Techniques forConsensus

Group Creativity & Group ThinkBrainstorming

Delphi Technique

Nominal Group Technique


97/115

97

Group Creativity and GroupThink

GROUP CREATIVITYWhen compared to individuals,groups make accurate decisions.

GROUP THINKAn individual may feel social

pressure to conform to a popularsolution that he or she would not

have chosen individually.

However...

one of us is as smart as all of us. Satchel Paige


98/115

98

Brainstorming

GENERATEDONT

EVALUATE

Blue Sky

Isolated

Wild

Positive


99/115

99

Brainstorming (continued)

SET THE STAGE:

Moderator: first ideas, one crazy Record ideas visually

We will be spending ____ minutes brainstorming ideas about

our new system. There will be absolutely no interruptions duringthis session. The purpose of this meeting is to discuss thingsthat the system can do for us, with the emphasis on quantitynot quality. Therefore, please be prepared to suggest severalideas and to refrain from offering any criticism of the ideas ofothers. Advance preparation is unnecessary. If you have any

questions, please contact me.


100/115

100

The Delphi Technique

Keep membership anonymous

Keep specific communications anonymous

Allow only written communications

PROBLEM

STATED

MEMBERS

TAKE A

POSITION

NUMERIC

SUMMARY

RESULTS

FEEDBACK

Individual

Creativity

Group

Creativity

Group

Think


101/115

101

The Nominal Group Technique Membership is NOT anonymous

Participation controlled by procedures

Everyone must participate verbally

EACHSTATESIDEA INTURN

EACHSTATES

DISCUSSIONIN TURN

IDEASRANKED

SECRETLY

TOP

RANKED

IDEAS

Individual

Creativity

Group

Creativity

Group

Think

PROBLEM

STATED


102/115

102

1. Definitions of Project Leadership

2. What is Project Leadership?3. DEFINE the Project

4. PLAN the Project

5. MANAGE the Project

6. REVIEW the Project7. Journaling

Now that were organized, what do we do? Unknown

Project Leadership


103/115

103

ALIGNMENT: Project Leadership

Set, communicate and monitor milestones and objectives

Gain and maintain buy in from sponsors and customers

Prioritize and allocate resources

Manage multiple, potentially conflicting priorities across various/diversedisciplines

Maintain an effective, interactive and productive team culture

Manage budget and project progress

Manage risk versus reward and ROI equations Balance established standards with need for exceptions in decision-making

Make timely decisions in alignment with customer and business pace

Project Leadership


104/115

104

What is ProjectLeadership?

APROJECT:

has a beginning and end meets pre-established goals for cost,

schedule and quality

PROJECT LEADERSHIP is different from otherleadership because

it focuses on a finite project it uses part-time resources


105/115

105

What is Project Leadership?(continued)

PROJECT LEADER

Plans, Organizes and

Controls the Project

PROJECT TEAMMEMBERS

Perform project activities

and produce project

deliverables


106/115

106

Steps to Great Projects

Dare to ProperlyManage

Resources!

EN

D

1. Establishproject scope

2. Set initialobjectives

3. List risks/constraints

4. Evaluatealternatives

5. Choose acourse ofaction

DEFINE PLAN MANAGE REVIEWSTAR

T

1. Finalizeobjectives

2. Createschedule

3. Assignresources

4. Createbudget

1. Control workin progress

2. Providefeedback

3. Negotiate forresources

4. Resolvedifferences

1. Turn overdeliverables

2. Hold ProjectReview

3. Releaseresources

4. Documentsuccesses andfailures


107/115

107

DEFINE: Write the Project Definition

PROJECT DEFINITION

Scope

Objectives(goals, specifications)

Risk

Constraints Alternatives

Course of Action


108/115

108

Establish Project Scope

REGISTER

STUDENTS

confirmation

schedule

roster

completions

requeststudent

completionsSTUDENT

INSTRUCTOR

PERSONNEL

SYSTEM


109/115

109

Document Risk andConstraints

AVERAGESIZE - How big is this system or how long will

it take relative to others you have done?

Rated 1 (small) 10 (large)

STRUCTURE

How stable are the requirements?Rated 1 (fixed) 10 (undefined)

TECHNOLOGY

How understood is the technology?

Rated 1 (old) 10 (new)

RISK =MANAGEMENT

OVERALL PROJECT RISK


110/115

110

CONSTRAINTS

TIME

COST

QUALITY

# 1 # 2 # 3

Document Risk and Constraints(continued)


111/115

111

MANAGE:What to Do if

Youre Behind

1. Renegotiate: Discuss with your client the prospect ofincreasing the budget for the project or extendingthe deadline for completion.

2. Recover During Later Steps: If you begin to fallbehind in early steps of a project, re-examinebudgets and schedules for later steps. Perhaps

you can save on later steps so the overall budgetand/or schedule is met.

3. Narrow Project Scope: Perhaps nonessentialelements of the project can be eliminated, therebyreducing costs and/or saving time.

4. Deploy More Resources: You may need to putmore people or machines on the project to meet acritical schedule. Increased costs must beweighed against the importance of the deadline.

5. Accept Substitution: When something is notavailable or is more expensive than budgeted,substituting a comparable item may solve yourproblem.

6. Seek Alternative Sources: When a supplier cantdeliver within budget or schedule, look for otherswho can. (You may choose to accept a substituterather than seek other sources.)

ACTION COST SCHEDUL

E

x

x

x

x

x

x

x

x

x

x

x

(or its your behind)


112/115

112

7. Accept Partial Delivery: Sometimes asupplier can deliver a partial order tokeep your project on schedule andcomplete the delivery later.

8. Offer Incentives: Go beyond the scopeof the original contract and offer abonus or other incentive for on-timedelivery.

9. Demand Compliance: Sometimes

demanding that people do what theyagreed to do gets the desiredresults. You may have to appeal tohigher management for backing andsupport.

ACTION COST SCHEDULE

X

X

X

X

What to Do If Youre Behind(continued)


113/115

113

Now that were organized, what do we do? Unknown

Beginning the Journey


114/115

114

Sample

Planning(all worksheets)

STRENGTH 1Description:

Clarity of personal values, purpose and vision

Known Successes:

Clarity of purpose, strong sense of values

Leveraging Opportunities:

With staff: Review the purpose of our team atthe start of each weekly status meeting. Ask a

different person each week to share a way they

modeled this purpose the week preceding.With customers: Communicate the purpose ofthe group to each key customer. Create a

weekly mini e-zine with the notes from the

status meeting, sharing the weekly story above.

With bosses: Talk to supervisor about purpose,and how it fits into the overall purpose of the

organization.

With vendors:

With process:List of Actions:

Use the three verbs / 1 noun exercise to come up with a

team statement of purpose.

Have weekly status meetings with purpose (see above)

Share purpose with the customer.

Top 3 Goals / Actions

1. Schedule the three verbs / 1 noun meeting by 3/1.

2. Hold the three verbs / 1 noun meeting.

3. Assign the customer e-zine summary to staff member by

4/1.

Measurement for Top 3 Actions of Progress:

Statement of purpose (consensus)

E-zine out by Friday every week.

Intentions:

1. The purpose of my team is clear and shared.

2. My teams customers are clear about our purpose and

support it.

3. My boss is clear about our team purpose and supports it.

Keepers of the Gate:

Customers with negative history who dont believe we have a

purpose.

Boss who keeps expanding our purpose (scope of

responsibility).

Staff who continue to perform work for the customers which is

outside the purpose of our team.

Allies:

Key customers who want to know how we can help.

Staff who want to know how they will be measured.

External coach supporting transformation


115/115

Sample

Planning

OPPORTUNITY 1

Description:Manages transition with employees - guiding and

supporting the change process

Known Successes:

Survived last chaotic process with regular venting

meetings.

Leveraging Opportunities:

With staff: Need to create a unique strategy for each

of the team members. Put some thought togetherabout what they individually need to go through

change.

With customers:

With bosses:

With vendors:With process: Would like to create some sort ofconsensus process to give my staff a safe way to

express to me resistance, and to help themunderstand their own resistance better so they can

communicate it more effectively to me.

List of Actions:

B ild i di id l h fil f h f t

Top 3 Goals / Actions1. Create an individual change profile for each team

member and review it with them by 4/1.

2.Ask for secret ballot (Post-It) voting on changefeelings at the start of each status meeting (effective

next meeting)

3. Share my change profile with the team to modelthe behavior I expect from them.

Measurement for Top 3 Actions of Progress:

Individual profiles completed (phase 1) and reviewed

(phase 2)

Change process (secret ballot) implemented by nextmeeting.

Intentions:

1. I appreciate the differences in each of my staff.

2. I successfully monitor and coach the change

tolerance and adaptation of each staff member

through a unique profile.

Keepers of the Gate:

Staff will be uncomfortable sharing their fears with

me.

Some staff fear assessments.

Allies:

One staff member is more in tune with her emotional

intelligence. Do her profile first!

(continued)