• Train , educate Supervisors / Managers to step up performance

• Equip the Supervisors and Managers and even the shop floor workers in appreciating and using V-B-T’s to maximize productivity and results.

• Become successful through the Management - Task Cycles

• Transform the Organization into a WINNING TEAM.• Discuss the desirable traits and Values of Filipinos in a Company/Corporate setting

OBJECTIVES

MANAGINGWITH

A DIFFERENCE

POST MORTEM

TIMELYACTIONS

MOTIVATING

THE TEAM

SETTINGGOALS

PROVIDING

SUPPORT

ALIGNTHE

PLANS

POSITIONING

DEPLOYMENT

MEASUREAND

MONITOR

RESOLVEBARRIER

S

MANAGINGWITH

A DIFFERENCE

SITUATIONALLEADERSHIP(inspire and challenge)

COACH ING AND

MENTORING(Guide and educate)

CHEERLEADING(Motivating)

EXCELLENTRESULTS

The Strength ofFilipinoValues

1

MANAGING WITH A DIFFERENCE

1. ALIGNING THE PLAN (LONG TERM & SHORT TERM) WITH THE VISION• Creating a Departmental Vision and Mission• Vision – Carving the future state• Mission – The means and route to achieve the vision

2. SETTING DEPARTMENTAL/SECTIONAL GOALS• Challenging Goals• Clear and Directed• Communicated and Understood• Measurable• Getting Commitment

3. POSITIONING THE WHOLE TEAM TOWARDS THE GOALS AND OBJECTIVES• Getting the right people• Organizing the right structure

4. DEPLOYMENT OF TASKS AND RESPONSIBILITIES• Deliverables• Dependencies• Project Management• Reviews

5. RESOLVING BARRIERS TO SUCCESS• Being part of the solution• Team Problem Solving ; No Superstars ; everyone has a Key Role• Learning Cycles - Share with Others.

6. PROVIDING SUPPORT AND GUIDANCE• Performance Feedback• Coaching and Mentoring• Training and Facilitating• Gaining Speed and Proficiency• Empowering

MANAGING WITH A DIFFERENCE

7. MEASURING AND MONITORING OF PROGRESS• Results vs Plan• Tracking Charts• Alert mechanisms for Problem symptoms• Formal reviews and feedback from Management

8. TAKING TIMELY REMEDIAL MEASURES• Follow-up’s and Follow-through’s• Plan B’s/Alternatives/Options

9. MOTIVATING AND REINFORCING GOOD PERFORMANCE• Recognize and reward achievements• Take good care of your best people

10.PERFORMING POST-MORTEM AFTER THE COMPLETION OF THE TASK-ACTIVITY CYCLES

• Learning what worked well and what didn’t work well• Documentation and sharing the learning from others• Continue repeating your successes

MANAGING WITH A DIFFERENCE

A. SUCCESSFUL MANAGING• Starts with a comprehensive plan• Creates a plan that supports the vision and mission of the

organization• Initiates tasks and responsibilities aligned with the rest of the

organization (Complementing Actions)

A-1.• DEPARTMENTAL VISION (Long Term)• Strategic Actions• DEPARTMENTAL MISSION (Purpose of Existence)• Cases for Action• DEPARTMENTAL GOALS AND OBJECTIVES (Task, Duties,

Responsibilities, Achievement Targets)

ALIGNING THE PLAN WITH THE VISION

A-2.•STRATEGY PLANNING SESSIONS WITH YOUR TEAM (Preferably aided by a Trained Strategy Facilitator)•IDENTIFY THE FOCUS OF THE STRATEGIES (Operational Level)•Cost Competitiveness•Efficiency/Effectiveness•People•Product Development•New Product Introduction•Speed•Flexibility•Quality

A-3.•Execution Planning•Communication Plan•Rallying the Team Towards the Plan

ALIGNING THE PLAN WITH THE VISION

• Reference and Baseline Prior Performance Achievements (No Backsliding)

• Your Customers can dictate the Goals (Creating Value to the Customer)

• Your Competitive Position may also Dictate the Goals (Being Better than Competitor Performance)

CHARACTERISTICS OF GOALS

S • Specific (What, Who)M • Measurable (How much)A • Achievable (% Rate of Improvement)R • Relevant (Who is asking for this?)T • Time Bounded (By when?)O • Organized According to PrioritiesN • NoteworthyE • Excellence Driven

SETTING THE DEPARTMENTAL GOAL

• HAVE THE RIGHT INGREDIENTS TO THE RIGHT TEAM TO WORK ON THE DEPARTMENTAL GOALS AND OBJECTIVES

• Right Roles• Right Skills• Right Knowledge• Right Attitude

• THE RIGHT TEAM NEEDS:• The Right Team Members• Clear Lines of Authority and Decision-Making Empowerment• Motivation Tools• Challenging Goals• Supportive Training and Development

POSITIONING THE WHOLE TEAM

• DELIVERABLES MUST BE COMMUNICATED AND BILATERALLY AGREED

• DEPENDENCIES MUST BE UNDERSTOOD AND ACCEPTED BY A/R OWNERS

• CALIBRATION OF EXPECTATIONS

• PERIODIC REVIEW OF COMPLETION STATUS (SHOW OBJECTIVE EVIDENCE)

• DETAILED PROJECT MANAGEMENT WORKSHEETS

• ASSIGNMENT OF PROJECT OWNERS AND PROECT SPONSORS

DEVELOPMENT OF TASKS AND RESPONSIBILITIES

• BE AN ACTIVE TEAM PLAYER AND AN AGGRESSIVE CONTRIBUTOR

• FACE THE REALITIES OF THE PROBLEM(S) AND SOLVE THEM QUICKLY (ONE BY ONE)

• USE THE RIGHT MIX OF PROBLEM SOLVING TOOLS

• SEEK EXPERT ADVICE (SENIOR MANAGERS, CONSULTANTS)

• ADDRESS THE ROOT CAUSE NOT THE SYMPTOMS

• DOCUMENTING THE LEARNING

RESOLVING BARRIERS TO SUCCESS

• PERFORMANCE FEEDBACK IS IMPORTANT TO ADDRESS BOTH THE PERFORMANCE GAPS AND PERFORMANCE PROGRESS

• COACHING AND MENTORING IS A PIVOTAL ROLE OF THE MANAGERS. THE JUNIOR MEMBERS OF THE ORGANIZATION NEED CONTINUOUS GUIDANCE TO BE ABLE TO DELIVER THE EXPECTED RESULTS.

• THE ONE MINUTE MANAGER MODEL IS VERY USEFUL

PROVIDING SUPPORT AND GUIDANCE

• TRAINING AND FACILITATING• Managers are expected to be training role models. Every available

opportunity should be maximized so that managers can pass on his/her knowledge, wisdom and expertise to his subordinates.

• Likewise, managers should encourage a balanced training and development man-hours for every individual in the organization

• GAINING SPEED AND PROFICIENCY• Cycles of learning should get faster and faster• Systematize the work to be done • Develop multiple subject matter experts (this will speed-up the

work)• Measure and track the proficiency levels of your team

PROVIDING SUPPORT AND GUIDANCE

• DEVELOP A FUNCTIONAL-METRIC TRACKING CHART• Minimum of 3 quarters historical performance• Set targets (quarterly)• Set entitlement level• Put notations for significant shifts in performance levels• Identify chart owners• Chart owners are the people responsible numbers• When the actual results vs plan do not happen favorably - 3WI’s

must be written and actions monitored to verify if the actions are indeed appropriate and effective

• Tracking charts have to demonstrate credibility (Apply the CREDIBILITY CUBE)

• Do you or you don’t know why performance is such?

MEASURING AND MONITORING OF PROGRESS (SHOW GRANULARITY OF DATA)

• PERFORMANCE LEVELS ARE NOT GOING TO BE “ROSY” 100% OF THE TIME. THE JOB OF THE MANAGER IS TO IMMEDIATELY COME TO THE RESCUE AND HELP THE TEAM RECOVER FROM THE BAD PERFORMANCE

• SYMPTOMS TO WATCHOVER• Performance suddenly became erratic• Chronic Re-commits• Series of actions showing no impact on results• Problems suddenly just went away• Finger-pointing of responsibility• Chart owner does not know what is happening• Team is asking for a downscaling of the targets• Energy level of team is dwindling• Team cohesiveness is falling apart

TAKING TIMELY REMEDIAL MEASURES

• REWARDS WINNERS

• IDENTIFY THE TOP 10-20% OF YOUR TEAM; CONTINUE TO DEVELOP AND CHALLENGE THEM

• ENCOURAGE YOUR “MIDDLE-PACKERS” TO ALSO IMPROVE FURTHER

• COMBINE INTRINSIC AND EXTRINSIC REWARDS AND RECOGNITION

• BALANCE PERFORMANCE CONTRACTS VS REWARDS

MOTIVATING AND REINFORCING GOOD PERFORMANCE

• POST MORTEM EXERCISE WITH THE TEAM

• GO BACK TO THE ORIGINAL PLAN AND COMPARE AGAINST END RESULTS

• BARRIERS vs SOLUTIONS DONE

• UNKNOWN CHALLENGES vs COUNTERMEASURES INITIATED

• CHANGES IN STRATEGIES

PERFORMING POST MORTEM

MANAGERIAL V-B-T’S

Values Behaviors TasksCustomer

Orientation

Extra Mile Sensitive to Customer

Feedback Continual

Improvement Striving for Excellence WOW Service Positive Attitude Respect for Time

On-time delivery Meeting

commitments Completing A/R’s Survey Customer’s

Perception Keeping Promises Flawless Execution Excellent Planning

Discipline Monitoring of

Progress Fast Cycle Time (Time

and Make to Market)

MANAGERIAL V-B-T’S

Values Behaviors TasksPeople and

Organizational Development

Empathy Teamwork Do it right the first

time Cross-functional

collaboration Dialogue Open Door

Communication Motivation Rewards and

Recognition

Training Needs Analysis

Keeping and Maintaining the right people in the team

Managing projects Coaching and

mentoring Performance

feedback The right people for

the right role Team building

exercise Consensus strategy

building

MANAGERIAL V-B-T’S

Values Behaviors TasksQuality

Excellence

Fix Quality First ; Everything else will follow

Do it Right, Right the First Time

Quality = Excellent Customer Satisfaction

Quality should be built in not Inspected

Quality + Reliability + Customer Sat = Brand

Define the Quality Transformation roadmap

100% Compliance and Conformance

Facilitate the resolution of Problems

Understand Customer needs and requirements

Performance Dashboards

MANAGERIAL V-B-T’S

Values Behaviors TasksResults

Orientation

Making committed numbers

Asking for resources to be able to meet commitments

Explore other options when results are not favorable

Performance Reviews Dashboards Escalation Process for

abnormal trends