Transcript Rexam Impact Program Day 1

OCI Ltd
Build Your Business Program
Margaret & Associates
22nd Dec 2008
SUMMARY OF OUTPUTS & ACTIONS
0
OCI Ltd
Our Approach
Dwell’s approach challenges an executive/professional along a
continuum of exploration and development: from
understanding and developing one’s personal leadership skills
to coaching and fostering one’s team and the organization’s
future leaders, all the while developing a better understanding
of and the tools to drive organizational impact.
Leadership Education programs are developed based on the
current needs and vision of your organization, rather than an
off-the shelf approach. Our approach to content design and
learning methodologies is highly customized to each of our
client’s unique needs. Our programs typically have a low
participant-to-faculty ratio, and include one-one-one coaching.
1
OCI Ltd
Expectations
This is what you said you most wanted to achieve from the programme:
• Stimulation to improve
business
• Understanding partners
• How to apply all your skills
• How to perform better
• How to change behaviour to
improve results
• How to openly share ideas
• To learn more about self and
weaknesses
• Knowing more about self
Creating a blueprint for change
• How to create team work
• Better understanding
colleagues and how they see
me
• To understand how others see
things differently
• Improve business plans
• Build more clinics
• Better relationship building
2
OCI Ltd
TRUST
Positive Indicators:
Negative Indicators:
•
Share all news/information
•
Do not walk the talk
•
Transparency
•
Not sharing power
•
Delegation
•
Hidden agenda
•
Empowerment
•
Stereotyping & bias
•
Accept differences
•
Discriminative
•
Be open
•
Make early judgements
•
Fairness & respect
•
Autocratic
•
Allow mistakes
•
Listen
•
Show confidence in others
3
OCI Ltd
RECOGNITION
Positive Indicators:
Negative Indicators:
• Training
• Penalty system
• Regular appraisal
• Bonus awards
• Salary reduction due to lateness
(because of bus)
• Year end dinner
• Reluctance to praise verbally
• Employee awards
• Insulting others in public
• Uniform (?) – part of Dwell
• Delaying response or decisions
4
OCI Ltd
CONTINUOUS IMPROVEMENT
Positive Indicators:
Negative Indicators:
• Lots of meetings and
discussions
• Overly prescriptive
• Reacts swiftly to problems
• Over confidence – we are big
so we know best
• Reviews regularly to learn
and improve
• Looks for new solutions to
old problems
• Does not encourage ownership
• Does not share best practices
• Not proactive – does not
anticipate issues and changes
5
OCI Ltd
TEAM WORK
Positive Indicators:
Negative Indicators:
• Common Goal
• Personal Agenda
• Sharing Info
• Poor communication
• Good team leader (facilitator)
• Lack of feedback
• No blame culture
• Wrong structure
• Personal chemistry
• Lack of proper recognition
• Trust & respect
• Listening & acceptance
6
OCI Ltd
C-PEAKS – Leadership Model
Clarity
Physical &
Emotional
environment
Attitudes (&
behaviours)
Knowledge
& Skills
-
Using this model you identified the characteristics of
outstanding team leadership
-
You identified an outstanding leader that you had worked
with/for in the past
-
You described the specific things that leader did or said that
made them outstanding in your eyes
-
You then categorised these factors under the C-PEAKS
headings
7
OCI Ltd
CLARITY
This is a summary of the things that you said that outstanding leaders do to
bring CLARITY to situations :
• Provide clear direction
• Create a distinctive vision
• Are open and straightforward about what they expect
• Communicate regularly on what’s changing
• Provide clear objectives
• Listen and respond to the needs of others
• Explain the constraints
• Are transparent and will tell you when they don’t know
8
OCI Ltd
PHYSICAL & EMOTIONAL ENVIRONMENT
This is a summary of the things that you said that outstanding leaders do to
positively influence the PHYSICAL & EMOTIONAL ENVIRONMENT:
• Stay calm and provide clear rational for decisions
• Have frequent day to day contact with staff
• Build close relationships
• Show they care about all aspects of a persons life
• Show humanity through a personal touch
• Trust others to do things
• Recognise loyalty and show respect for others
• Are very positive and supportive in their approach to
others
• Accept differences of opinion
9
OCI Ltd
ATTITUDES (BEHAVIOURS)
This is a summary of the positive ATTITUDES & BEHAVIOURS that you said
outstanding leaders demonstrate:
•
•
•
•
•
•
•
•
•
•
Are available for advice & problem solving
Are prepared to stand up and make a decision
Listen a lot to the views of others
Share responsibility through delegation
Openly communicate on difficult issues
Maintain an open mind on important issues
Do not blame others when things go wrong
Encourage and recognise others
Give regular honest feedback
Help you to improve what you do
10
OCI Ltd
The Behavioural Iceberg
‘Attitude’ is a ‘state of mind’ demonstrated through our behaviour
Behaviour is: all that we ‘SAY’ and all that we ‘DO’
Jobs
Partner
Aspirations
Moral Code
Skills
Peers
Politics
Education
Friends
Knowledge
Society
Religion Sexuality
Relationships
Ethnicity
Social Class
Upbringing
Parents Family
11
Our behaviour is drawn from all our life experiences – good & bad
OCI Ltd
KNOWLEDGE & SKILLS
This is a summary of the elements of KNOWLEDGE & SKILLS that you said
outstanding leaders value:
• Support the learning and development of others
• Listen and learn from others
• Spend time developing themselves
• Provide training opportunities for others
• Plan time to regularly coach others
• Use good analytical tools to reach decisions
• Delegate to others to provide them with new experiences
• Value exploring and understanding new concepts
and ideas
12
OCI Ltd
Solutions to
‘Business Blockers’
OUR WAY
Workshop
OCI Ltd
Team 1 Issues & Solutions
Champion: David W.
OUR WAY Workshop
OCI Ltd
Team 1 – Issues & Solutions
Issue: SKILLS GAP
CAUSE
• Not having the right skills
• Not well trained technically
or for quality
• Too much information
(excessive email
SOLUTIONS
• Implement a process to
identify the skills gap
• Re-assign individuals to the
right job
• Train more people
• Share best practices more
often
15
OCI Ltd
Team 1 – Issues & Solutions
Issue: MANAGING CHANGE
CAUSE
SOLUTIONS
• No risk
• Leader to drive change
• Pride
• Communicate/explain the +’s
• Easier to stay as we are
• Training
• Uncertainty
• Acceptance/commitment
• Fear of loss of power
16
OCI Ltd
Team 1 – Issues & Solutions
Issue: TRUST/RESPECT
CAUSE
• Conflict of personal interest
• Power
• Racism
• Cultural differences
• Working Practices
SOLUTIONS
• Fully implement Corporate
Responsibility policies
• Communicate/explain the
reasons why
• Provide facilitation
• Review job responsibilities
17
OCI Ltd
Team 1 – Issues & Solutions
Issue: COMMUNICATION
CAUSE
• Rely on email
SOLUTIONS
• No common objective
• Promote face to face
communication
• Avoid disagreement
• More effective use of email
• Get all credit
• Provide clear
accountability
• Too many layers and
decision makers
• Simplify the organisation
• Language barrier
18
OCI Ltd
Team 1 – Issues & Solutions
Issue: OWNERSHIP & RESPONSIBILITY
CAUSE
• Lack of personal initiative
• No ownership of problems
• No clear accountability
• The old culture didn’t
encourage ownership –
still part of the current
culture
SOLUTIONS
• Clarify accountabilities for
all
• Empower people to act and
coach them how to do so
• Teach managers how to
fish not just how to ask for
fish
19
OCI Ltd
Team 2: Issues & Solutions
Champion: Margaret
OUR WAY Workshop
OCI Ltd
Team 2 – Issues & Solutions
Issue: ENCOURAGING WORK ENVIRONMENT
CAUSE
SOLUTIONS
• Environment not good
enough yet to be sure of
attracting & retaining the
right people
• Cultural change to be
reviewed quarterly
• Inadequate recognition
provided for good
performance
• Better education of all
• Associates to “walk the
talk”
• Minimise short term fixes
with negative impacts
21
OCI Ltd
Team 2 – Issues & Solutions
Issue: IMPROVE COMMUNICATION
CAUSE
• Poor communications
across the business
• Communication poor
between production and
purchasing teams
• Jump to conclusions too
easily based on personal
opinions
SOLUTIONS
• Focus specifically on team
development
• Business Development
team to work more closely
with others
22
OCI Ltd
Team 2 – Issues & Solutions
Issue: ENHANCE TEAM WORK & RESPONSIBILITY
CAUSE
• Lack of cross functional
support and accountability
• No shared success stories
across the business
• Fail to encourage different
ideas with open minded
attitudes
• Lack of ownership –
problems passed to others
SOLUTIONS
• Establish best practice
sharing process
• Think & prepare before
action
• Use “What/How” grid to
improve performance
23
OCI Ltd
Team 3: Issues & Solutions
Champion: ?
OUR WAY Workshop
OCI Ltd
Team 3 – Issues & Solutions
Issue: PEOPLES’ ATTITUDES
SOLUTIONS
CAUSE
•
•
•
•
Lack of passion
Lack of motivation
Lack of trust
Resistance to change
•
•
•
•
•
Increase frequency & amount
of employee communication
Improve communication
content to be more impactful
& relevant
Hold town hall meetings &
lunches
Give associates rotating
responsibility for key themes
Force two-way
communication
25
OCI Ltd
Team 3 – Issues & Solutions
Issue: LACK OF SKILLS
CAUSE
•
Lack of skills in:
– Leadership
– Communication
– Interpersonal relationships
– Specific technical skills sets
SOLUTIONS
• Identify specific training
need by functional area &
individual and diligently
track and follow up
• Create a way to fill the
skills gap
26
OCI Ltd
Team 3 – Issues & Solutions
Issue: LEGACY BEHAVIOUR
CAUSE
• Reactive instead of proactive
• Lack of accountability &
responsibility
• Fear of making decisions
and mistakes
• Weak linkage between
performance and rewards
SOLUTIONS
• Create processes &
systems that will lead to
change in style &
behaviour but identify a
few specific early targets
to demonstrate success
and then propagate
27
OCI Ltd
Circles of Influence
My
Team
ME
My
Colleagues
28
OCI Ltd
high
1
acceptable
e.g. Tasks &
Objectives
4
unacceptable
The WHAT
outstanding
The Performance Impact (WHAT/HOW) Grid
7
unacceptable
competitive
2
3
performance
advantage
average
high
5
6
performance
performance
8
9
acceptable
outstanding
The HOW
Values, Behaviours &
Corporate Responsibility
29
OCI Ltd
The Behavioural Iceberg
‘Attitude’ is a ‘state of mind’ demonstrated through our behaviour
Behaviour is: all that we ‘SAY’ and all that we ‘DO’
Jobs
Partner
Aspirations
Moral Code
Skills
Peers
Politics
Education
Friends Knowledge
Society
Religion Sexuality
Relationships
Ethnicity
Social Class
Upbringing
Parents Family
30
Our behaviour is drawn from all our life experiences – good & bad
OCI Ltd
self esteem
The Change (or Transition) Curve
+ ve
Denial
Achievement/
Performance
False
Happiness
Fear
Disillusionment
Moving
Forward
Blame
Gradual
Acceptance
Anxiety
Time
Guilt
Depression
Hostility
‘looser’s loop’
- ve
31
OCI Ltd
+ ve
FORM
STORM
REFORM
PERFORM
Achievement/
Performance
Denial
False
Happiness
Fear
Disillusionment
Moving Forward
Blame
Gradual
Acceptance
Time
Guilt
Anxiety
Depression
- ve
©Tuckman
Hostility
32
OCI Ltd
Performance Improvement Activity - Review
The role of a Leader in Margaret & Associates is to:
-
Know who their Key Stakeholders are & their Needs & Measures
Allocate Roles & Responsibilities
Plan, Organise, & Provide Resources
Communicate the Strategic Goals & Compelling Vision
Set Constraints (e.g. Safety, Budget, Resource, Boundaries, etc)
Set & Measure (& re-set & re-measure) Objectives
Quality check (Review) Task & Behavioural Performance
Coach Individuals and Team, Give & Receive Feedback
Create an Empowering Environment
Role Model (through own Behaviour) Values & Best Practice
Encourage learning from mistakes & Knowledge Sharing
Motivate Individuals & Team
Stretch Individual & Team Performance
Challenge Processes & Procedures
Admit Mistakes & have some Serious Fun !
33
OCI Ltd
The Dialogue Funnel
Open
Closed
Summary
You know you are
coaching when the
‘Coachee’ comes with
something to say…
…and leave with
something to do !
Probing
Give someone
a fish & you
feed them for
a day
Teach them
how to fish &
you feed them
for a lifetime
Actions &
Measures
34
OCI Ltd
JOHARI’s Window for Self-Awareness
Known to You
Not Known to Me
Public
Life
Blind
Spot
Not Known to You
Known to Me
Private
Life
Potential
35
OCI Ltd
E2C2 Feedback Tool
Example : What was said/done (in time & space)
Effect :
It had on you (use the ‘I’ word !)
Change :
Developmental - Coach or Tell
or
Continue : Motivational - Coach or Tell
36