Transcript Document

Leadership & Management
www.JamesGraening.com
Leadership Training
Strategic Business Planning &
Building Winning Teams
“the art of empowering people”
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Agenda
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Introduction
Build & Motivate Your Team(s)
Leadership in Action
Strategic Business Planning
Empowering Teams,
 Organizational Structure
 Operational Model
Next Steps…
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Introduction
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Your name…
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Your Company
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Your Responsibilities
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What would you like to get
out of this training?
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Build And Motivate
Creating the winning teams for the
implementation of
Strategic Business Planning
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Build & Motivate…Steps
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Plan the direction of the business/area
Embrace cooperative action of
delegation
Motivate and encourage others,
empower
Determine specific issues and values
Walk the talk, “do the do”
Prioritize steps
Take action!
Expect to WIN !!!!!!!!!!
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Plan the Direction
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Developing a vision – understanding and
leveraging recurring themes and values
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Selling the vision -- presenting a compelling
vision of a possible future
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Enlisting others -- asking for help, showing how
they can make a difference
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Defining the company message to customers
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Embrace Cooperative Action,
Empower People
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Initiating Team Planning Meetings
Planning, setting team goals
Agree to cooperative expectations
Empowering followers
Encouraging initiative
Delegating authority
Coaching, monitoring
Tracking performance
Providing constructive feedback
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Motivate & Encourage Others
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Acknowledging and agreeing to the mission,
vision from planning
Recognizing individual and team success
contributions
Giving positive feedback
Celebrating accomplishments
Reinforcing teamwork
Rewards programs
Determine Specific Issues,
Review Values
Review
the current situation
Interview and evaluate for relevant information
Assess and determine issues, obstacles, conflicts
Determine
the values and principles relative to
moving forward
Prioritize the issues, obstacles, conflicts
Set forth initial action items
Formal action plan
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Leadership in Action
Empowering Teams, Organizational &
Operational Excellence
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Walk the Talk, Exemplify,
“Do the do”
Involvement
-- setting an example of
personal commitment
Aligning
actions with values
Committing
Helping
Being
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to quality outcomes
solve problems
persistent
Prioritize Steps
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What is the goal – Objectives?
What is required? Obstacles?
What gives the greatest return, reward?
What steps will we take first
Based on initial goals
To overcome objectives
To provide return on investment, rewards
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Take Action!
Win all the time!
 Action Plan – Based on expectations,
objectives to address issues, values
 Individual Action Items
 Who will do it?
 When will it get done?
 What resources are needed?
 How will we measure?
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Law of the Inner Circle
Managing Your Teams
5 types of people to bring into your inner circle:
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People with potential value
People with positive value
People with personal value
People with production value
People with proven value
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Strategic Business Planning
Transforming Businesses by
Empowering Teams
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Determine Current Situation
Core Values
 Competencies
 Mission
 Vision
 Purpose
 Message
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Interview leaders
 Business Segments
 Leaders’ direction
 Future of business
 Offerings benefits
 Marketing “pitch”
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Issues & Obstacles
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Growth of business
Training, learning
Financial metrics
Succession plan
Communications
Technology
Business structure
Existing staffing
 Coaching, mentoring
 Profitability Dir/Ind $
 Future leaders, techs
 Operational model
 Software, marketing
 Organizational chart
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Goals & Actions
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Existing staffing
Coaching, mentoring
Profitability Dir/Ind $
Future leaders, techs
Operational model
Software, marketing
Organizational chart
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Evaluations/profiles
Curriculum, program
Financial statements
SBP sessions, meet
Roles/Responsibilities
Systems, processes
DMP Protocols
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Action Plans – Who? When?
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Evaluations/profiles
Curriculum, program
Financial statements
SBP sessions, meet
Roles/Responsibilities
Systems, processes
DMP Protocols
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Managers – monthly
Outsourced, costs
Metrics, leaders, peers
Effective meetings
Surveys, results
Acc’ting, service, sales
Work delegation
structure and
accountability
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Empowering Teams,
Organizational-Operational
Culture, Communications Protocols
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Communications Protocol
From “Clearing Communications Lines”, Steven R Covey
Perception and credibility problems
 Attitudes and behaviors necessary
 Words and relationships, understanding
 Objective and subjective, our world, theirs
 Communications skills and motivational
 Logic and emotion
 Sympathy and empathy
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Perception and Credibility Problems
Definition of “personality conflicts”
 Communications breakdowns
 Thinking you see the world as “you” are
 Seeing the world and situations as they are
 Always right and refusing to listen
 Perception is the root and must be addressed
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 What,
where, when why?
 Are there another set of shoes to wear?
 Are there another set of questions to ask?
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Attitudes and behaviors necessary
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Essential to clearing the lines of communication
Assume good faith, do not question sincerity
Care enough about the relationship to listen and
commit to resolve
Be open to influence and change of actions
Listen to understand
Speak to be understood
Start from a common perspective
Move slowly and educate – eliminate perception
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Words and Relationships
Words mean something
 How about their perspective FIRST?
 “How Can I Help You With This?”
 Relationship IS critical to communication
 The one-to-one relationship, privacy
 Allow others to express themselves
 How will I respond with care?
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Objective and Subjective
Our world and their world and somewhere in
between
 Your private subjective world, the world
“inside your pretty little head”
 The real world and the “alignment”
 Experience and learning can change minds
 A changed mind is a changed behavior
 A different role, responsibility and situation
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Communication Skills vs.
Motivational Level
Just “the tip of the iceberg” understanding
 The visible the “illustrative”
 Getting way below the surface takes skill
 Defensive, protective, manipulating = losing
 Selfishness and predictability
 Empathetic listening – listen deeply and
genuinely as often as you can
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Logic and Emotion
The content and intent of the situation and
the words
 Two different languages; ‘the touchy, feely
observation and the factual premise”
 Demonstrate a clear understanding of the
opposing position
 Articulate the commonality and then the
differences
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Sympathy and Empathy
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Courage, patience and inner security
Listen, listen and then listen some more
An attitude of empathy is “serving another”
Listen
Understand
Illustrate, demonstrate
Collaborate
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Empowering Teams 2
Organizational Structure
Operational Model
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Organizational Structure
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Yours…
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Organizational Structure
Organizational Protocol
Owners - Leaders
Executive Team
Service
Mgr - VP
Sales-Marketing
Mgr
Field - Supervision
Dispatch
Service Sales
Field Techs
Service Sales
Marketing
Coordinator
General Manager
Location President
Construction
Mgr - VP
Project Sales
Board/Directors
D/B Engineering
VP - Mgr
Shop - Fabrication
Mgr
Field Supervision
Operations
Project Mgrs
Engineering
Controls?
FAbrication
Foreman
Field
Desingers
Techs
Shop
Other
Controls - Residential
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Operational Model
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Yours…
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Operational Model
Teams - Meetings
Office
D/B
Service
Leaders
Sales
Field
Shop
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Value Chain - Business Segments
Commodity - Service - Value
Add Value - Market Maker
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Next Steps….
Your Action Plan…
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The Next Steps…Your Action Plan
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Team building and questioning, listening
Embrace Cooperative Action
Servant Leadership Model
Know People Profiles and Characteristics
Self Assessment and Evaluation
Facilitating Strategic Planning
Communications Protocols
Empowering Teams, Operational Models
Tracking your progress
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Action Plans - Individuals
Issues Prioritized
 Actions Determined
 Action Items Assigned
 Time Frames Determined
 Tracking Mechanism
 Key Meetings & Follow-up
 Transforming the Business - Adjusting
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7/18/2015
Your Action Plan:
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James Graening 330.807.6648
[email protected]
www.JamesGraening.com
www.GrowHVAC.com
www.RobertWilkos.com
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