pres march 5, 2009
DESCRIPTION
Turning Planning into ActionTRANSCRIPT
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Translating the Plan into Action
March 5, 2009
Scott McLeanPresident – ThinkWise, Inc.
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WHAT YOU’LL HEAR
• My Top Challenges
• My Advice (Advisors)
• Some Tools and Resources
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TOP CHALLENGES
1. Planning before Trying
2. Too Quick to Overhead
3. Failing Fast
4. Too Many Priorities
5. No Contingency Plans
6. Early People Limitations
7. Great is the Enemy of Good
8. Focusing Just on the What
9. Continuous Selling of the
Plan
10.Simple Score Cards
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Patrick Lencioni
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4 Cs of Trust
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Cultural Performance Profiles
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External Focus
Adaptability + Mission
The organization’s focus is on adapting and changingin response to the externalenvironment
Key Dimensions:
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Internal Focus
Involvement + Consistency
The organization’s focus ison the dynamics of the internal integration of systems, structures, and processes
Key Dimensions:
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Stability
Mission + Consistency
A stable orientationcontributes to an organization’s capacity to remain focused and predictable over time
Key Dimensions:
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Flexibility
Adaptability + Involvement
A flexible organizationhas the capability to change in response to the environment
Key Dimensions:
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STRATEGY
VISION
? Missing Link
Value Proposition: It’s all about alignment and focus.
Without getting to the specifics of what behaviors are required to execute the strategy, it is difficult for an organization to have any real clarity or alignment on who to hire, how to develop, or how to manage their people.
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The What AND the How
What do we want to
become?
What culture do we need?
How do we get the right people?
How do we develop talent?
What behaviors are critical?
What tools & systems are
needed?
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• Competencies define a specific set of define a specific set of behaviors behaviors that are most directly linked to performance and success in a job.
• Thus, the elements of a competency model communicate, in clear terms, the behaviors required for exemplar performance.
How are competencies linked to business objectives?
Competencies are the link between Vision/Culture to key people systems and processes.
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Critical
Desirable
Less Desirable
Business Acumen
Collaboration
Communication
Conflict Management
Customer Engagement
Decision Making
Developmental Leadership
Flexibility
Innovation
Interpersonal Effectiveness
Leading Change
Leading Others
Project Management
Results Focus
Self Management
Supervisory Skills
Talent Management
Technical Expertise
Vision & Strategy
Action OrientationCompetency Sort
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Chip Heath / Dan Heath
1.Simplicity
2.Unexpected
3.Concrete
4.Credible
5.Emotion
6.Stories
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Results = Capability Commitment
CULTUREOptimal Performance
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Larry Bossidy / Ram Charan
1.Know Your People and Business
2.Insist on Realism
3.Get Clear Goals & Priorities
4.Follow Through
5.Reward the Doers
6.Expand People’s Capabilities
7.Know Yourself
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“After five years of research, I’m absolutely convinced that if we just focus our attention on the right things – and stop doing the senseless things that consume so much time and energy – we an create a powerful
Flywheel effect.”- Jim Collins, Good to Great
“Leaders who say: ‘I’ve got ten priorities’ don’t know what they are talking about… You’ve got to have these few, clearly realistic goals and priorities.”
- Bossidy and Charan, Execution
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FOCUS
Number of Goals
2-3 4-10 11-20
Goals Achieved Effectively
2-3 1-2 0
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RACI Definitions
Employee:Employee: Employee: Employee:
Guidelines•Remember your new culture philosophy when defining roles and responsibilities
• Eliminate “checkers checking checkers”
• Encourage teamwork
• 100% accuracy not always required
• Place accountability (A) and responsibility ® at the level closest to the action or knowledge
• There can be only one accountability per activity
• Authority must accompany accountability
• Minimize the number of consultants (C) and informs (I)
• All roles and responsibilities must be documented and communicated
The individual who is ultimately responsible. Includes yes or no authority and veto power. Only one “A” can be assigned to a function.
The individual who is ultimately responsible. Includes yes or no authority and veto power. Only one “A” can be assigned to a function.
Accountability“A”
The individual(s) who actually completes the task, the doer. This person is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the individual with “A”.
The individual(s) who actually completes the task, the doer. This person is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the individual with “A”.
Responsibility“R”
The individual(s) to be consulted prior to a final decision or action. This incorporates two-way communication.
The individual(s) to be consulted prior to a final decision or action. This incorporates two-way communication.
Consult“C”
The individual(s) who needs to be informed after a decision or action is taken. This incorporates one-way communication.
The individual(s) who needs to be informed after a decision or action is taken. This incorporates one-way communication.
Inform“I”Step 1
Step 2
Step 3
Functional Roles
Ste
ps
in P
roce
ssResponsibility Charting
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Guy Kawasaki / Bo Peabody
1.Starting
2.Positioning
3.Pitching
4.Writing a Business Plan
5.Boot Strapping
6.Raising Capital
7.Partnering
8.Startup vs. Big Company