tag:blogger.com,1999:blog-39205367996133755092024-03-04T20:07:08.299-08:00AdaptConsultingCompanyConsult Co-Create DeliverUnknownnoreply@blogger.comBlogger159125tag:blogger.com,1999:blog-3920536799613375509.post-45473643667846370142021-09-06T01:11:00.008-07:002021-09-06T01:11:49.232-07:00Coaching the person rather than the problem<p class="MsoNormal"> <span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"></span><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Solution
Focused</span></b>
</p><p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">At
the earliest stages of coach training, candidates are taught the GROW model as
part of a solution focused approach to coaching. This has many merits and is
perhaps a great place to start. </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Examples
of Solution Focussed models</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"><br />
GROW = Goal, Reality, Options, Will </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">PEEP
= Preferred outcome, Exceptions (when is this not a problem), Existing
resources, Progress so far <br />
MAPS = Multiple options, Asking how (action) not why (philosophical), Problems
into possibilities, SMART steps <br />
SMART = Specific, Measurable, Achievable, Relevant, and Time-bound <br />
PDCA = Plan, Do, Check, Act <br />
DMAIC = Define, Measure, Analyse, Improve and Control <br style="mso-special-character: line-break;" />
<br style="mso-special-character: line-break;" />
</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">However,
it is also where too many finishes, perhaps satisfied with questions like “How
do I get more Friends on Facebook” these coaches may satisfy their clients’ query
but they fail their growth if they don’t explore Why?</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Cognitive
Exploration</span></b></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">To
understand why may require some cognitive exploration of thinking, feeling,
being and examination of assumptions, patterns, perceptions, and preferences
informed by experience, education and culture.</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Examples
of Cognitive Exploration models</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">SPACE
= Social, Physical/Psychological, Actions, Cognition, Emotion <br />
CLARITY = Context, Life Event, Actions, Reactions, Images and Identify,
Thoughts, Your future choice <br />
ABCDEF = Activity (event), Belief, Consequence, Dispute (change belief),
Effective new response, Future focus </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Psychodynamic
Elements</span></b></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Often
to understand the present and the trajectory to the future it is useful to understand
the psychodynamic elements: Our stories of home, growing-up, relationships and
work help us understand what has shaped us into who we are, and key memories,
thoughts, feelings, and aspirations help understand the emotions, thoughts and
actions that drive us. </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">I
often encourage clients to use stories, metaphors and analogy to explore the labyrinth
of thinking, feeling and being in a psychologically safe way that allows for “what
if” speculation and exploration without undermining them in the here and now. </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Person
Centred Approach</span></b></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">The
person centred approach puts the client in charge and the coach listens with
empathy and understanding. Occasionally they may seek clarification but the
focus is on active listening rather than asking and never telling. The client
decides the discussion and the direction. This may at times appear like counselling
rather than coaching. </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">However
it seems to me that although the cognitive exploration or psychodynamic<span style="mso-spacerun: yes;"> </span>approaches might appear more interventionist
(with the coach partnering the exploration rather than following the clients’ stream
of conscious) they are still person centred because the approach is not ‘solve
the problem’ but instead more focussed on helping the client know and understand
themselves better, and grow as a result aided by awareness and choice.</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Coaching
and Leadership</span></b></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">I
think there is a strong link between coaching and leadership. Partly because
coaching is often used by people to become better ‘Business’ Leaders, but also
because coaching helps people become better leaders of their own lives and
circumstance.</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">I
was therefore interested in a LinkedIn posting by Brian Cunningham, CEO &
Leadership Author <span style="mso-spacerun: yes;"> </span>on the <span class="break-words">developmental progression of leadership takes us through all
10-Levels of leadership service, including…</span><br />
<br />
<span class="break-words">L1 - Authoritarian Leadership… through Command &
Control</span><br />
<span class="break-words">L2 – Evidence-Based Leadership… through Persuasion</span><br />
<span class="break-words">L3 – Coaching Leadership… through Guidance</span><br />
<span class="break-words">L4 – Transformational Leadership… through Connection</span><br />
<span class="break-words">L5 – Servant Leadership… through Clarity of Vision</span><br />
<span class="break-words">L6 – Transcendental Leadership… through Direct Insight</span><br />
<span class="break-words">L7 – Mystic Leadership… through Direct Experience</span><br />
<span class="break-words">L8 – Awakened Leadership… through Awakening other
Leaders</span><br />
<span class="break-words">L9 – Integrated Leadership… through Deep Presence and
Acceptance</span><br />
<span class="break-words">L10 – Unified Leadership... through the experience of
our Oneness with All.</span></span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">It
seems to me that we can see at Level 1 a rather mechanical approach, a bit like
the GROW model, which is akin to a solution focused but command and control
approach. Whereas Level 8 upwards appear better aligned to Awareness and Emotional
Intelligence that may be fostered through <span style="mso-spacerun: yes;"> </span>Cognitive Exploration or the Psychodynamic</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">I
am reminded of the book Executive Coaching: Systems-Psychodynamic Perspective by
<a href="https://www.amazon.com/s/ref=dp_byline_sr_book_1?ie=UTF8&field-author=Halina+Brunning&text=Halina+Brunning&sort=relevancerank&search-alias=books">Halina
Brunning</a> which suggests that <span style="mso-spacerun: yes;"> </span>i</span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;">n coaching it is important to
understand the Person, Role and System</span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"></span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;">You should
consider;</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;">The clients
personality;</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;">The clients
life story;</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;">The clients
skills, competencies, abilities and talents;</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;">Their
aspirations, progression and future aim;</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;">Their
workplace and environment in which they perform;</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;">Their
current organisational role.</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p align="center" class="MsoNormal" style="text-align: center;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-no-proof: yes;">
</span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"></span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">In
many circumstances business can be like a dysfunctional family and the workplace
becomes a place where people act out their dramas (roles, beliefs, ambitions).
In these circumstances we need to move beyond solving problems to helping
people.</span></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></b></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Coaching
and Culture</span></b></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></b></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">No
behaviour happens in a vacuum, it is always in the context of culture (real or perceived)
and since leadership (and perceptions) exists within a culture then it becomes
necessary to examine this. <span style="mso-spacerun: yes;"> </span>It could be
argued that leadership creates or sets culture, and there are lots of ‘how to’
books that suggest that this is an achievable aim. However it could also be
said that culture selects leaders, either through a democratic process,
survival of the fittest or circumstantial necessity. </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">There
may be some ‘chicken and egg’ debate about Leadership and Culture, but we
readily acknowledge the concept of cultural fit and a sense of belonging, which
seem to have their roots in nature, nurture and attachment theory albeit
subsequently modified by education and experience. </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">So
coaching has to be able to take account of this, for which my go-to resource
has been Spiral Dynamics with its hierarchy which also seems to start from the <span style="mso-spacerun: yes;"> </span>solution focused but command and control
approach (to survival) through to what Brian Cunningham<span class="break-words">
calls Unified Leadership</span></span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoListParagraphCxSpFirst" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-bidi-font-family: "Century Gothic"; mso-fareast-font-family: "Century Gothic";"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">SurvivalSense
— Instinctive</span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-bidi-font-family: "Century Gothic"; mso-fareast-font-family: "Century Gothic";"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">KinSpirits —
Clannish</span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-bidi-font-family: "Century Gothic"; mso-fareast-font-family: "Century Gothic";"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">PowerGods —
Egocentric</span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-bidi-font-family: "Century Gothic"; mso-fareast-font-family: "Century Gothic";"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">TruthForce —
Purposeful</span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-bidi-font-family: "Century Gothic"; mso-fareast-font-family: "Century Gothic";"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">StriveDrive —
Strategic</span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-bidi-font-family: "Century Gothic"; mso-fareast-font-family: "Century Gothic";"><span style="mso-list: Ignore;">6.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">HumanBond —
Relativistic</span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-bidi-font-family: "Century Gothic"; mso-fareast-font-family: "Century Gothic";"><span style="mso-list: Ignore;">7.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">FlexFlow —
Systemic</span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-bidi-font-family: "Century Gothic"; mso-fareast-font-family: "Century Gothic";"><span style="mso-list: Ignore;">8.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">GlobalView —
Holistic</span></p>
<p class="MsoListParagraphCxSpLast" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-bidi-font-family: "Century Gothic"; mso-fareast-font-family: "Century Gothic";"><span style="mso-list: Ignore;">9.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">GlobalView_
Altruistic</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Of
course there shouldn’t be a surprise here because all the different models have
the same denominator: people. </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">From
Structure to Process Third Generation Coaching</span></b></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">My
recent reading of <a href="https://cognilibro.co.uk/index.html"><span style="color: blue;">Dr Darren Stevens</span></a> suggests to me that the first
and second Generation of Coaching was structurally on fixing problems (problem
people, problem products, and problem procedures) by using some of the
formulaic models above. </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Third
Generation Coaching appears to be more about process, how we think rather than
what we think, how we behave rather than what we do. It might be simplistically
be phrased as ‘it aint what you do but the way that you do it” <span style="mso-spacerun: yes;"> </span>or compared to the saying “give a man a fish
and you feed him for a day; teach a man to fish and you feed him for a lifetime”</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">The
essence is the development of the person rather than the resolution of the
problem.</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">About
the Author</span></b></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></b></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Tim
Rogers is a consultant, coach, IoD mentor and mediator. His public sector work
included project manager for the incorporation of the Post Office and Ports of
Jersey, and project director for the Health and Social Services Governance
Review. He now focusses on coaching people and teams delivering change.</span></p>
<b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><br clear="all" style="mso-special-character: line-break; page-break-before: always;" />
</span></b>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></b></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Contact</span></b></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">If
you are interested in coaching, mentoring or mediation get in touch</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Self-help
resources here ThinkingFeelingBeing.com/clientresources/</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Tim@AdaptConsultingCompany.com</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Tim@ThinkingFeelingBeing.com</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">ICF
Trained Coach, IoD Business Mentor, Mediator</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">#consulting,
#coaching, #mentoring and #mediating to support people through #change</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><b><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">References</span></b></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Different
Approaches To Coaching</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"><a href="https://www.adaptconsultingcompany.com/coachingtoolkit/Adapt008%20Coaching%20&%20Consulting%20Approaches.html">https://www.adaptconsultingcompany.com/coachingtoolkit/Adapt008%20Coaching%20&%20Consulting%20Approaches.html</a></span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span class="break-words"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">10-Levels of leadership</span></span><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"></span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">https://www.linkedin.com/posts/brian-cunningham-7478651b_aq-awarenessquotient-leadership-activity-6839979683631779840-kj8_</span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;">Useful
Reference to <a href="https://cognilibro.co.uk/index.html"><span style="color: blue;">Dr Darren Stevens</span></a> <br />
<a href="https://cognilibro.co.uk/research.html"><span style="color: blue;">https://cognilibro.co.uk/research.html</span></a></span></p>
<p class="MsoNormal"><span style="font-family: "Century Gothic",sans-serif; font-size: 11.0pt;"> </span></p>
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{margin-bottom:0cm;}</style></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-30036967577555348572021-07-11T03:53:00.004-07:002021-07-11T04:39:30.397-07:00WHAT IS LEADERSHIP - CHARACTER, CONTEXT, CIRCUMSTANCES AND COMPETENCE<b>WHAT IS LEADERSHIP - CHARACTER, CONTEXT, CIRCUMSTANCES AND COMPETENCE</b> <br /> <br /><br /><b>CONTEXT</b> <br /> <br />An
MBA student was asked to list two strengths and a weakness in their
leadership. As I thought about this question and the possible answers I
realised that the question was flawed. Indeed I feel it indicates a
complete misunderstanding of leadership and in this article I will try
and explain why. <br /> <br /><br /><b>LEADERSHIP</b> <br /> <br /><b>*I am not a fan of leadership which is often ego-driven, celebrity, wealth accumulation </b> <br /> <br />I
have always been curious about those who pursue leadership. I have a
sense that many who pursue leadership (especially politics) are exactly
the people who should not. The 'look at me' and 'win at any cost' types
who will change the principles, values and rhetoric to suit the Board or
the Electorate. I am reminded of Groucho Marx Quote ... I refuse to
join any club that would have me as a member. <br /> <br />So in this
context writing about the value of leadership and leadership traits may
be mor challenging, but hopefully more insightful coming from a
different perspective. <br /> <br /><b>*Peer groups and families, management and coaching</b> <br /> <br />I
am not anti-leadership, but I see it in very different terms from the
mainstream 1950s to 2010 view. I think post globalisation, Brexit,
covid, climate change and a whole host of other social-political changes
a different view is emerging. <br /> <br />You mother, father, friends and
family may not be wealthy or eilte. You probably don't address them as
Sir and Ma'm and yet these are your formative leaders. People may look
to the person on the podium, or the statute on the column, but real
change and influence comes from close ties and peer groups. The leaders
of your life are probably the 5 people that you have spent most time
with rather than the chance meeting with Prime Ministers Tony Blair or
David Cameron. <br /> <br />I think teachers and coaches have an important
role. This is the type of leadership that creates the right environment,
nurtures thinking, encourages challenge. This 'Servant Leadership' has
been often under-rated, but the fact that it now has a name and
definition suggests that it is on the rise. <br /> <br />You’re not the
average of the FIVE people you surround with. It’s way bigger than that.
You’re the average of all the people who surround you. So take a look
around and make sure you’re in the right surroundings. <br /> <br />Servant
leadership is a leadership philosophy in which the goal of the leader is
to serve. ... Servant leadership inverts the norm, which puts the
customer service associates as a main priority. Instead of the people
working to serve the leader, the leader exists to serve the people. <br /> <br />It
is not new. Serve to Lead is the official text studied by all Officer
Cadets at the Royal Military Academy Sandhurst. References, quotations,
advice on Morale, Leadership, Discipline, the British Soldier, Man
Management, Duty and Service, and Courage. <br /> <br />Sandhurst maintains a
tradition of leadership , which is ambiguously summed up by the
academies motto: Serve to Lead, one of which has survived through time
and change because of the basic principle that an officer is a leader. <br /> <br />I highly recommend the book Humble Inquiry: The Gentle Art of Asking Instead of Telling Paperback by Edgar H. Schein <br /> <br />I
also recommend reading about Mission Command which is more about
Outcome than Oratory. Mission-type tactics, is a form of military
tactics where the emphasis is on the outcome of a mission rather than
the specific means of achieving it. US Colonel Sean Parkes suggests
Mission command is the empowerment of leaders and followers to execute
intent-based planning and is underpinned by trust, disciplined
initiative and risk management. ... Notably, a true mission command
climate generates a high-performance climate. <br /> <br />I am reminded of
Lieutenant Colonel Tim Collins' Eve-of-Battle Speech: 'We go to
liberate, not to conquer. We will not fly our flags in their country. We
are entering Iraq to free a people and the only flag which will be
flown in that ancient land is their own. ... Iraq is steeped in history.
<br /> <br /><br /><b>WHAT ARE THE ATTRIBUTES OF GOOD LEADERSHIP</b> <br /> <br />Ohh
there are so many: 1. Integrity; 2. Innovative; 3. Honesty; 4. Active
Listening; 5. Self-Confidence; 6. Visionary; 7. Strong Communicator; 8.
Delegation; 9. Decision-making Skill; 10. Problem-Solving Skills; 11.
Fair Attitude; 12. Inquisitiveness; 13. Self-motivated; 14. Humility;
15. Care for Others; 16. Self-Discipline; 17. Emotional Intelligence;
18. Passion; 19. Resilience; 20. Accountability; 21. Supportive; 22.
Tech-savvy; 23. Empathy; 24. Learning Agility; 25. Empowerment; <br /> <br />I
can add little value in this area, social media, books and search
engines are bursting with lists and advice. I have read possibly
hundreds of books on philosophy, history, change, technology and
leadership with all sorts of ideas, icons and instruction. <br /> <br />If
you are planning to start a small library on this topic this is a good
book to have in your collection Leadersmithing: Revealing the Trade
Secrets of Leadership Book by Eve Poole <br /> <br />However the sales
people for MBAs, Executive Leadership Programmes may sell you a
sanitised version of leadership with simple guides and checklists but it
it not all like William Shakespeare's Henry V: Once more unto the
breach, dear friends, once more; Or close the wall up with our English
dead [...] Follow your spirit, and upon this charge. Cry 'God for Harry,
England, and Saint George!' (spoken by King Henry) <br /> <br /><br /><b>THEORY DOES NOT MATCH REALITY</b> <br /> <br /><b>*Steve Jobs and Donald Trump, Henry Ford - deeply flawed characters that inspire</b> <br /> <br />So
the theory is leadership is good, and leaders are good guys? Maybe not.
Maybe leadership is getting things done, but they may not be great
people to work for. To ensure no one could recreate the Taj Mahal’s
beauty, Shah Jahan supposedly severed the hands and gouged the eyes of
the artisans and craftsmen. Steve Jobs could use his reality distortion
field (ways of thinking and talking) to appropriate others' ideas as
his own, sometimes proposing an idea back to its originator, only a week
after dismissing it. At one time 50% of America believe Donald Trump is
their preferred leader, despite being an alleged liar, racist,
misogynist etc. Henry Ford may have automated car production (and
people) - "You don't think of Hitler having a portrait of Henry Ford on
his office wall in Munich." (Miriam Kleinman, a researcher with the
Washington law firm of Cohen, Millstein and Hausfeld) He is the only
American whom Adolf Hitler compliments by name in Mein Kampf. <br /> <br />So
when my MBA student friend writes about two strengths and a weakness in
their leadership, would the above characters be role models for the
former or the latter. <br /> <br /><b>*Bill Gates, Elon Musk, Jeff Bezos - technology and technocrats leaders</b> <br /> <br />There
is no doubt that these are amongst the cleverest people alive. They
have used their genius and vision to make vast wealth and applied some
of that wealth to projects which may or many not benefit mankind
depending on your perspective. <br /> <br />As of 2018, Bill and Melinda
Gates had donated around $36 billion to the foundation.The primary
stated goals of the foundation are to enhance healthcare and reduce
extreme poverty across the world, and to expand educational
opportunities and access to information technology in the U.S. Key.
Elon Musk and Jeff Bezos have ostensibly replaced the US and USSR in the
space-race, but is this self indulgent big boys toys, or something
critical to the advancement of humanity? <br /> <br />In this context
Leadership appears to be how you accumulate and use your wealth. There
is perhaps some over-lap with the previous grouping but I suspect the
power of technology (to persuade, market, sell, influence) is going to
be an increasing feature of leadership, a fact not lost on Dominic
Cummings, Brittany Kaiser or Cambridge Analytica. <br /> <br />Are these the
new leaders, those that have mastered technology and data to sell or
manipulate? When my MBA student friend writes about two strengths and a
weakness in their leadership, should Dominic Cummings, Brittany Kaiser
or Jeff Basos be top of their list? <br /> <br /><b>*Margaret Thatcher - ideological characters that don't listen</b> <br /> <br />I
am not an historian, but I have noted that the British seem to swig the
pendulum between strong authoritative leaders and more conciliatory
types who are often a compromise candidate after a period of turmoil.
John Major followed Margaret Thatcher, Gordon Brown followed Toney
Blair and the 'weak' Theresa May was followed by the 'charismatic' Boris
Johnson. I will explore contingent and contextual leadership further
below. <br /> <br />Was Margaret Thatcher a great leader? I think so, but I
know plenty who would disagree and have good evidence to support their
view. However there are plenty of occasions when people have sought,
supported, elected and followed the strong willed or indeed outright
tyrants. <br /> <br />Thatcher’s confidence in her ideals was
characteristic of her prime ministerial tenure, and it caused her to run
a government based on conviction politics – in other words, driven
primarily on her own values. However, some political commentators have
argued that this approach is eventually what led to her
downfall.Following a slew of economic problems and unpopular policies,
including the infamous Poll Tax, Thatcher decided to resign after it
became obvious that she had lost the support of her Cabinet and closest
colleagues. <br /> <br />Is conviction politics leadship, or myopic? A trait for the strengths-column or the weakness-column. <br /> <br /><b>*Ghandi and Mandela - philosophical characters that challenge thinking</b> <br /> <br />I
am cautious here, because I do not know either sufficiently well to be
authoritative, but at the same time it would be a terrible omission not
to include them in an essay or article about leadership. <br /> <br />Gandhi's
leadership role was extremely complex. Knowing that violence only
begets violence, he began practicing passive resistance, Satyagraha.
Mahatma Gandhi was a leader that brought one of the world's most
powerful nations to its knees... by using peace, love and integrity as
his method for change. <br /> <br />In 1943, Mandela met Anton Lembede, an
ANC member affiliated with the "Africanist" branch of African
nationalism, which was virulently opposed to a racially united front
against colonialism and imperialism or to an alliance with the
communists. Despite his friendships with white people, people of colour,
and communists, Mandela believed that Black Africans should be entirely
independent in their struggle for political self-determination. After
taking part in the unsuccessful protest to prevent the forced relocation
of all Black people from the Sophiatown suburb of Johannesburg in
February 1955, Mandela concluded that violent action would prove
necessary to end apartheid and white minority rule. US President Ronald
Reagan and UK Prime Minister Margaret Thatcher; both considered
Mandela's ANC a terrorist organisation sympathetic to communism, and
supported its suppression. Mandela served 27 years in prison, split
between Robben Island, Pollsmoor Prison and Victor Verster Prison. Amid
growing domestic and international pressure and fears of racial civil
war, President F. W. de Klerk released him in 1990. Mandela and de Klerk
led efforts to negotiate an end to apartheid, which resulted in the
1994 multiracial general election in which Mandela led the ANC to
victory and became president. <br /> <br />It is a cliché to say One Man's
Terrorist another Man's Freedom Fighter? The guerrilla fighter's
targets are military ones, while the terrorist deliberately targets
civilians. By this definition, a terrorist organization can no longer
claim to be 'freedom fighters' because they are fighting for national
liberation or some other worthy goal. <br /> <br />History is an interesting
judge of character (and leadership) and despite protestations to the
contrary we are always re-wring history by the way we edit books, tear
down statues and reinterpret events or reconcile old enemies. <br /> <br />I
would be on the wrong side of history to suggest that these men were
not great leaders but ostensibly they were opposites for the same ends.
This furthering my view that leadership is not one thing (practicing
passive resistance) or another (freedom fighter) but like water always
changing in form (ice, sea, stream, clouds, rain). It is therefore to
nebulous for us to asset that one approach is leadership and other other
is not. <br /> <br /><b>*Gareth Southgate - leaders of team behaviour and philosophy</b> <br /> <br />And
so to the latest icon of leadership: Gareth Southgate. I like him, but
ironically because he is less like a leader and more like an elder. I
like him because appears to me to be managing and supporting his team
with a focus on them rather then himself. I have often suggested
leadership is over-hyped and management or coaching (helping people
complete tasks and achieve their goals) is a humbler but more noble
pursuit. <br /> <br /><br /><b>CONTEXT</b> <br /> <br /><b>*Contextual Leadership: Winston Churchill and Adolf Hitler</b> <br /> <br />I
met an HR Leadership Trainer who told me that "Leaders are born, not
made" which I found ironic since their professional as a trainer was
about helping, supporting guiding people to become leaders. If they are
really born with innate talent why bother with education or experience?
<br /> <br />Let’s imagine: It’s time to elect a world leader, and your vote counts. Which would you choose: <br /> <br />Candidate
A: Associates with ward healers and consults with astrologists; has had
two mistresses; chain-smokes and drinks eight to ten martinis a day. <br />Candidate B: Was kicked out of office twice; sleeps until noon; used opium in college; drinks a quart of brandy every evening. <br />Candidate
C: Is a decorated war hero, a vegetarian, doesn’t smoke, drinks an
occasional beer, and has had no illicit love affairs. <br /> <br />Which of
these candidates is your choice? You don’t really need any more
information, do you? ; Candidate A is Franklin Roosevelt. Candidate B is
Winston Churchill. Candidate C is Adolf Hitler. <br /> <br />I do believe
leadership is contextual, nature, nurture, education and experience are
key factors is is history and opportunity. Winston Churchill and Adolf
Hitler would be my examples. <br /> <br />I aim to read Hitler and Churchill. Secrets of Leadership by Andrew Roberts <br /> <br /><b>*Goleman's leadership styles and Belbin Team Types</b> <br /> <br />According
to Daniel Goleman, Richard Boyatzis, and Annie McKee, there are six
emotional leadership styles – Authoritative, Coaching, Affiliative,
Democratic, Pacesetting, and Coercive. Each style has a different effect
on the emotions of the people that you're leading. <br /> <br />Pacesetting - “Do it my way” <br />Commanding - “Do it because I say so” <br />Visionary - “Let’s remind ourselves of the larger purpose” <br />Affiliative -“People first, task second” <br />Democratic - “Let’s work it out together” <br />Coaching - “Let me help you develop” <br /> <br />The nine Belbin team roles <br /> <br />The Monitor Evaluator (thought-oriented) <br />The Specialist (thought-oriented) <br />The Plant (thought-oriented) <br />The Shaper (action-oriented) <br />The Implementer (action-oriented) <br />The Completer/Finisher (action-oriented) <br />The Coordinator (people-oriented) <br />The Team Worker (people-oriented) <br />The Resource Investigator (people-oriented) <br /> <br />For
me these are critically important to context, because the right
combination or leadership style, role and context is rather like a
chemical reaction. Perhaps nothing will happen, or something completely
transformative will happen. <br /> <br /><b>*Personality Types - MBTI, DISC and Ocean-Big5</b> <br /> <br />I
think it is important here to consider personality type, when thinking
about leadership style. This may be interesting because there are many
self assessment personality type quizzed on-line which may be
interesting to the reader. <br /> <br />The best know is Myers Brigges MBTI <br /> <br />The
Myers–Briggs Type Indicator is an introspective self-report
questionnaire indicating differing psychological preferences in how
people perceive the world and make decisions. The test attempts to
assign four categories: introversion or extraversion, sensing or
intuition, thinking or feeling, judging or perceiving. <br /> <br />The MBTI instrument has four sets of letters: <br /> <br />E
and I stand for Extraversion and Introversion—indicating whether you
get energy from being around people or from time spent alone. <br /> <br />S
and N stand for Sensing and Intuition—indicating whether you become
aware of specific facts and concrete details or prefer to focus on
hunches and the big picture. <br /> <br />T and F stand for Thinking and
Feeling—indicating whether you tend to make decisions based on logical
analysis and the principles involved or prefer to decide by considering
your values and promoting harmony for the people involved. <br /> <br />J
and P stand for Judging and Perceiving—indicating whether you prefer
your life to be planned and like it when things are decided or prefer to
go with the flow and like keeping your options open. <br /> <br />There are broadly 16 personality types. <br /> <br />Analysts Architect INTJ-A / INTJ-T Imaginative and strategic thinkers, with a plan for everything. <br />Logician INTP-A / INTP-T Innovative inventors with an unquenchable thirst for knowledge. <br />Commander ENTJ-A / ENTJ-T Bold, imaginative and strong-willed leaders, always finding a way – or making one. <br />Debater ENTP-A / ENTP-T Smart and curious thinkers who cannot resist an intellectual challenge. <br />Diplomats Advocate INFJ-A / INFJ-T Quiet and mystical, yet very inspiring and tireless idealists. <br />Mediator INFP-A / INFP-T Poetic, kind and altruistic people, always eager to help a good cause. <br />Protagonist ENFJ-A / ENFJ-T Charismatic and inspiring leaders, able to mesmerize their listeners. <br />Campaigner ENFP-A / ENFP-T Enthusiastic, creative and sociable free spirits, who can always find a reason to smile. <br />Sentinels Logistician ISTJ-A / ISTJ-T Practical and fact-minded individuals, whose reliability cannot be doubted. <br />Defender ISFJ-A / ISFJ-T Very dedicated and warm protectors, always ready to defend their loved ones. <br />Executive ESTJ-A / ESTJ-T Excellent administrators, unsurpassed at managing things – or people. <br />Consul ESFJ-A / ESFJ-T Extraordinarily caring, social and popular people, always eager to help. <br />Explorers Virtuoso ISTP-A / ISTP-T Bold and practical experimenters, masters of all kinds of tools. <br />Adventurer ISFP-A / ISFP-T Flexible and charming artists, always ready to explore and experience something new. <br />Entrepreneur ESTP-A / ESTP-T Smart, energetic and very perceptive people, who truly enjoy living on the edge. <br />Entertainer ESFP-A / ESFP-T Spontaneous, energetic and enthusiastic people – life is never boring around them. <br /><br /><b> </b> <br />DISC is simpler (and therefore more popular) summarising people as follows. <br /> <br />D- Direct Demanding Decisive Determined Doer NT TASK OUTGOING <br />I- Influencing Impressionable Interactive Impressive NF PEOPLE OUTGOING <br />S- Supportive Stable Steady Sweet SF, PEOPLE, RESERVED <br />C- Calculating Competent Conscientious Contemplative ST, TASK, RESERVED <br /> <br />Note the links to MBTI using the letters N, T, S and F to note preferences <br /> <br />The Big Five personality traits is a suggested taxonomy, or grouping, for personality traits <br /> <br />The theory identifies five factors OCEAN: <br />openness to experience (inventive/curious vs. consistent/cautious) <br />conscientiousness (efficient/organized vs. extravagant/careless) <br />extraversion (outgoing/energetic vs. solitary/reserved) <br />agreeableness (friendly/compassionate vs. critical/rational) <br />neuroticism (sensitive/nervous vs. resilient/confident) <br /> <br />These
are simple lists to remind the informed, but there is a lot to discover
and I would encourage anyone to read and self-test, perhaps using
on-line tools. It can be revelatory. All the above inform us about
ourselves and others and our tendency to like or loath, lead or follow.
<br /> <br /><br /><b>ATTACHMENT THEORY </b> <br /> <br />Whereas the above may
indicate our personality, leadning style or role preferences (which
clearly are not the same, but do inter-relate) it is important to
consider how we came to these. <br /> <br />For the sake of brevity I will
point to a previous article. In this article I explore attachment
theory; maternal deprivation and social isolation; mental
representations and working models; patterns of attachment; romantic
partners; and resilience. I also include a section for self assessment,
recommended books and references. <br /> <br />https://thinkingfeelingbeing.com/2021/06/05/6/ <br /> <br />If
you look at the biographies and histories of any of the above named
leaders it is clear that family, culture and community are big factors
in their nature and nurture which have shaped their attitude and
leadership. <br /> <br /><br /><b>FAMILY THERAPY AND PSYCHODYANMICS</b> <br /> <br />Businesses
and Organisations are often like dysfunctional families, you don't
usually get to choose your circumstances and somehow have to get along.
Also Businesses and Organisations are often the places where people act
our their dreams or fears, talent or fantasy. It may be useful
therefore to explore family therapy as a model for organisations and a
useful perspective for leadership. <br /> <br />For the sake of brevity I
will point to a previous article. In this article I explore management
models for teams, alignment, communication, productivity and also some
models from psychodynamics, family therapy and resources useful to
understand relationships and their affect on the whole system. <br /> <br />https://thinkingfeelingbeing.com/2021/06/06/corporate-relationships-one-happy-family/ <br /> <br /><br /><b>SO WHAT IS A GOOD LEADER</b> <br /> <br />Words
change meanings over time. To be "Sick" was to be ill or unwell. Now
for some "If it's really cool, it's sick". To any faith-based person
that you walked up to and said 'man, you're wicked!', that goes against
the whole belief system that they've been striving to be, yet for some
it means "Impressive" <br /> <br />Maybe leadership is simply the new word
for good management, slightly over-hyped in the same way that to be good
was acceptable but nowadays in the competition for attention everyone
has to be awesome! <br /> <br />Good leadership is what happens when the
square pegs find themselves square holes, or round pegs round holes. It
is not about being square or being round and so therein the pretext of
seeking two strengths and a weakness in our leadership is deeply flawed
because the behaviours, traits and beliefs are simply "you" and
leadership is "you in the context" of other people. <br /> <br />For me, it is competence at understanding yourself, circumstance, and supporting people achieve their goals. <br /> <br />That'll do. <br /> <br /><br /><b>LINKS AND REFERENCES </b> <br /> <br />You Are The Average Of The Five People You Spend The Most Time With <br />https://medium.com/the-polymath-project/you-are-the-average-of-the-five-people-you-spend-the-most-time-with-a2ea32d08c72 <br /> <br />You’re NOT The Average Of The Five People You Surround Yourself With <br />https://medium.com/the-mission/youre-not-the-average-of-the-five-people-you-surround-yourself-with-f21b817f6e69 <br /> <br />The Language of Mission Command and the Necessity of an Historical Approach <br />https://thestrategybridge.org/the-bridge/2016/6/4/the-language-of-mission-command-and-the-necessity-of-an-historical-approach <br /> <br />Why People Are Drawn to Narcissists Like Donald Trump <br />https://hbr.org/2015/08/why-people-are-drawn-to-narcissists-like-donald-trump <br /> <br />How American Icon Henry Ford Fostered Anti-Semitism <br />https://www.history.com/news/henry-ford-antisemitism-worker-treatment <br /> <br />Margaret Thatcher: Leadership skills of the Iron Lady <br />https://www.informa.com.au/insight/margaret-thatcher-leadership-skills-of-the-iron-lady/ <br /> <br />Defining Terrorism: Is One Man's Terrorist another Man's Freedom Fighter? <br />https://www.tandfonline.com/doi/abs/10.1080/1561426022000032060?journalCode=gppr20 <br /> <br />Gareth Southgate leadership <br />https://inews.co.uk/sport/football/gareth-southgate-alastair-campbell-contrasting-leadership-style-boris-johnson-1095336 <br />https://weareflow.uk/what-gareth-southgate-can-teach-us-about-leadership/ <br />https://www.institutelm.com/resourceLibrary/gareth-southgate-leadership.html <br /> <br />Words and Meanings <br />http://www.bbc.co.uk/gloucestershire/voices2005/wicked.shtml <br /> <br />Secrets of Leadership: Hitler and Churchill <br />http://www.bbc.co.uk/history/worldwars/wwtwo/hitler_churchill_01.shtml <br /> <br />Adolf Hitler And Winston Churchill <br />https://www.bartleby.com/essay/Adolf-Hitler-And-Winston-Churchill-F3ZCYJFVK6Y3W <br /> <br />Daniel Goleman Leadership Styles <br />https://www.breathehr.com/en-gb/blog/topic/business-leadership/the-six-styles-of-leadership-where-do-you-fit <br />https://www.toolshero.com/leadership/goleman-leadership-styles/ <br />https://www.business-powerhouse.com/6-leadership-styles-from-daniel-goleman-author-of-leadership-that-gets-results <br /> <br />The Nine Belbin Team Roles <br />https://www.belbin.com/about/belbin-team-roles Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-67072656533669486342021-07-04T06:09:00.005-07:002021-07-04T06:52:53.875-07:00 AN ESSAY ON SUCCESS AND FAILURE OF SYSTEMS AND CONTROL AT TOYOTA
<BR/><b>AN ESSAY ON SUCCESS AND FAILURE OF SYSTEMS AND CONTROL AT TOYOTA </b>
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<BR/><b>INTRODUCTION</b>
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<br/>Here is some thinking on culture and those that have gone from heroes to villains, and the idea that there is no black or white in business but shades of grey and a swinging pendulum of change and context which sometimes are aligned and sometimes out of sync.
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<br/>The hypothesis is based on In Search of Excellence is a book written by Tom Peters and Robert H. Waterman and the promise it proclaimed and the reality that came to pass.
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<BR/><b>CONTEXT</b>
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<br/>In Search of Excellence is a book written by Tom Peters and Robert H. Waterman, Jr.. It sold 4.5 million copies and explored the art and science of management and was part of my MBA Study.
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<br/>However the research methodology employed by the authors of this book is also severely criticised by Phil Rosenzweigh in his book The Halo Effect as the "Delusion of Connecting the Winning Dots". In an article in Fast Company, Peters remarked that the criticism that "If these companies are so excellent, Peters, then why are they doing so badly now," was unfair.
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<br/>I highly recommend reading this..
<br><a href=https://www.fastcompany.com/44077/tom-peterss-true-confessions>https://www.fastcompany.com/44077/tom-peterss-true-confessions</a>
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<BR/><b>PURPOSE</b>
<br/>
<br/>Like all good MBAs, process, culture and change consultants I have read and studied Lean Manufacturing, Toyota Production System and all the books in that section of the Library. So it is interesting to make Toyota the focus of my exploration into heroes to villains and the pendulum of change and context.
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<br/>The CEO of General Motors announced that GM wasn’t in the business of making cars, it was in the business of making money. (This came as a shock to most of GM’s customers, who were in the market to buy a car — or even better, a way of life — not to spend money.)
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<br/>Against that context Japanese manufacturers were bound to do well.
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<BR/><b>PART A - HEROES</b>
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<BR/><b>SUPERMARKET THINKING</b>
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<br/>The Toyota concept came from visiting a supermarket. The idea of just-in-time production was originated by Kiichiro Toyoda, founder of Toyota. The question was how to implement the idea. In reading descriptions of American supermarkets he noted the store restocks the shelf with enough new product to fill up the shelf space. Similarly, a work-center that needed only enough to replace the inventory that had been withdrawn. Less stock, less waste, means less cost and more profit.
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<br/>The right process will produce the right results
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<br/>>Create continuous process flow to bring problems to the surface.
<br/>>Use the "pull" system to avoid overproduction.
<br/>>Level out the workload (heijunka). (Work like the tortoise, not the hare.)
<br/>>Build a culture of stopping to fix problems, to get quality right from the start. (Jidoka)
<br/>>Standardized tasks are the foundation for continuous improvement and employee empowerment.
<br/>>Use visual control so no problems are hidden.
<br/>>Use only reliable, thoroughly tested technology that serves your people and processes.
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<br/>Add value to the organization by developing your people and partners
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<br/>>Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
<br/>>Develop exceptional people and teams who follow your company's philosophy.
<br/>>Respect your extended network of partners and suppliers by challenging them and helping them improve.
<BR/><b> </b>
<BR/><b>Source: Toyota Production System</b>
<br><a href=https://en.wikipedia.org/wiki/Toyota_Production_System>https://en.wikipedia.org/wiki/Toyota_Production_System</a>
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<BR/><b>4 P MODEL – PHILOSOPHY, PROCESS, PEOPLE & PARTNERS, AND PROBLEM SOLVING.</b>
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<br/>We can see from the article below, and the key points I have extracted Totoya's status as a role model.
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<br/>Analyzing Toyota’s Recipe for Success – The Toyota Way
<br><a href=https://www.mbaknol.com/operations-management/analyzing-toyotas-recipe-for-success-the-toyota-way/>https://www.mbaknol.com/operations-management/analyzing-toyotas-recipe-for-success-the-toyota-way/</a>
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<br/>Key points
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<br/>Toyota way can be described by using the following 4 P model – Philosophy, Process, People & Partners, and Problem solving.
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<br/>1. The Toyota philosophy: management decisions are based on a long-term philosophy, even at the expense of short-term financial goals
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<br/>2. Processes: the most important objective of the Toyota System has been to increase production efficiency by consistently and thoroughly eliminating waste. Closely linked to Toyota’s JIT Just in Time principle is the company’s supply chain management, as the high efficiency and effectiveness of a JIT inventory system is heavily dependent upon the smooth co-ordination of a company’s supplier network (a feature of the villain part of this essay)
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<br/>3. People and Partners: The underlying principle is that a workplace with high morale and a high level of job satisfaction is more likely to produce reliable, high-quality products at affordable prices. In contrast to other car manufacturers like GM or Ford, Toyota has managed to create an organizational culture that strengthens employee motivation and encourages their participation,
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<br/>4. Problem Solving: one always has to see for himself in order to thoroughly understand the situation (jap. Genchi Genbutsu), and that making decisions slowly by consensus, thoroughly considering all options, is the key for sustainable problem solving
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<BR/><b>ENOUGH THEORY, WHAT ARE THE PRACTICAL STEPS TO SUCCESS </b>
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<br/>Under the lean manufacturing system, seven wastes are identified: overproduction, inventory, motion, defects, over-processing, waiting, and transport.
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<br/>An overall objective is to limit resources used in the manufacturing system to only those needed. There are six other objectives that are a key to obtaining the overall objective.
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<br/>First — Optimize each individual step of the manufacturing system. In other words, make each part as efficient as possible to get the most from the least.
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<br/>Second — Make a product with no flaws or defects. This ensures that each part of the production line will go as planned.
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<br/>Third — Reduce the manufacturing cost. The cheaper it is to make the product the larger the profit for the company.
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<br/>Fourth — Make a product that is demanded by consumers. If there is no demand then there is only money lost.
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<br/>Fifth — There needs to be flexibility in the system. Things will not always go as planned and the system must be flexible enough that it can be modified easily.
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<br/>Sixth — There needs to be a strong and reliable relationship between customers and suppliers. Since Just-In-Time manufacturing means there is virtually no extra stock or materials on hand, companies need to rely on each other to be reliable and on time.
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<br/>Read more: Lean Manufacturing Made Toyota the Success Story it is Today
<br><a href=https://www.rcbi.org/updates/lean-manufacturing-made-toyota-the-success-story-it-is-today/>https://www.rcbi.org/updates/lean-manufacturing-made-toyota-the-success-story-it-is-today/</a>
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<BR/><b>BUT THATS NOT THE WHOLE TRUTH</b>
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<br/>An industry of lean-manufacturing experts have extolled the virtues of TPS so often and with so much conviction that managers believe its role in Toyota’s success. HBR research shows that TPS is necessary but is by no means sufficient to account for Toyota’s success.
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<br/>The company succeeds because it creates contradictions and paradoxes in many aspects of organizational life. Employees have to operate in a culture where they constantly grapple with challenges and problems and must come up with fresh ideas.
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<br/>During the first phase of HBRs research, they uncovered six major contradictory tendencies, one of which influences company strategy and the others Toyota’s organizational culture.
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<br/>1. Toyota moves slowly, yet it takes big leaps: the launch of the Prius in Japan in 1997 was a huge leap.
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<br/>2. Toyota grows steadily, yet it is a paranoid company - Never be satisfied
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<br/>3. Toyota’s operations are efficient, but it uses employees’ time in seemingly wasteful ways - You would be amazed to see how many people attend a meeting at Toyota even though most of them don’t participate in the discussions.
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<br/>4. Toyota is frugal, but it splurges on key areas. - In Japan, the company turns off the lights in its offices at lunchtime. At the same time, Toyota spends huge sums of money on manufacturing facilities
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<br/>5. Toyota insists internal communications be simple, yet it builds complex social networks -Toyota fosters a complex web of social networks because it wants “everybody to know everything.”
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<br/>6. Toyota has a strict hierarchy, but it gives employees freedom to push back -Pick a friendly fight.
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<br/>The ying and yang of contradictions and paradoxes appear to be as follows...
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<br/>Forces of Expansion 1: Impossible goals- For example, Watanabe has said that his goal is to build a car that makes the air cleaner, prevents accidents, makes people healthier and happier when they drive it
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<br/>Forces of Expansion 2: Local customization - Local customization forces Toyota to push the envelope in numerous ways. For instance in 1998 when it developed the Innovative International Multipurpose Vehicle (IMV) platform. Toyota engineers had to design the platform to meet the needs of consumers in more than 140 countries in Asia, Europe, Africa, Oceania, Central and South America, and the Middle East.
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<br/>Forces of Expansion 3: Experimentation - People test hypotheses and learn from the consequent successes and failures. The development team, called G21, first came up with a car that delivered a 50% improvement in fuel efficiency. Toyota’s senior executives rejected the prototype and demanded a 100% improvement
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<br/>Three Forces of Integration 1: Values from the founders - Toyota has succeeded in the long term because of its naive optimism. Its employees see obstacles as challenges. Toyota’s chairperson Fujio Cho translated genchi genbutsu as “Have you seen it yourself?” The implication is that if you have not seen something firsthand, your knowledge about it is suspect.
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<br/>Three Forces of Integration 2: Up-and-in people management - In 1977 The order had come down from then president Hiroshi Okuda: “Cut all costs, but don’t touch any people.” Toyota trains employees in problem-solving methods during their first 10 years with the company. Another feature of its people management policies is the role exemplary employees play as mentors.
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<br/>Three Forces of Integration 3: Open communication - Information flows freely up and down the hierarchy and across functional and seniority levels, extending outside the organization to suppliers, customers, and dealers.
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<br/>HBR conclude People often ask us, “Tell me one thing I should learn from Toyota.” That misses the point. Emulating Toyota isn’t about copying any one practice; it’s about creating a culture. That takes time. It requires resources. And it isn’t easy
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<br/>Read more: The Contradictions That Drive Toyota’s Success
<br><a href=https://hbr.org/2008/06/the-contradictions-that-drive-toyotas-success>https://hbr.org/2008/06/the-contradictions-that-drive-toyotas-success</a>
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<BR/><b>CONCLUSION</b>
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<br/>So far, so good. Toyota looks like a great success story and the articles picked indicate why and how. But nothing is perfect forever. There may be dark side.
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<BR/><b>PART B - VILLAINS</b>
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<BR/><b>GREED - TO GRAB THE TITLE OF WORLD'S LARGEST AUTOMAKER FROM GENERAL MOTORS</b>
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<br/>When in 2009 Toyota Motor halted sales of eight models in the United States because of potentially fatal sudden acceleration problems, industry pundits were quick to cite Toyota's rapid expansion into the States as the key culprit.
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<br/>Key issues
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<br/>1. Bureaucracy: Toyota lost its key bridge between management in Japan and various U.S. constituencies — and its ability to respond rapidly when crises hit.
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<br/>2. Over confidence - information is shared only on a “need to know” basis, confides one American employee. And long a scrappy underdog to General Motors and Ford Motor, Toyota developed a sense of cockiness
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<br/>3. Weak Management - When he took the job, Toyoda told the world that he would practice “genchi genbutsu,” which translates as “going to where the problem is.” But when the safety flap came to light, Akio Toyoda, 53, grandson of the company’s founder remained silent and even attended the annual gathering of world leaders in Davos,
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<br/>The impact
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<br/>Toyota’s problem-solving mechanism clearly broke down. The company revealed as much in the series of explanations it released. Initially, Toyota announced the floor mats were the problem. Then it was the gas pedals, which were made by an Indiana-based supplier and thus limited the problem only to U.S.-made cars. But that story didn’t hold up because of a well-publicized case involving a Lexus in California in which four people died — and that vehicle was made in Japan. Then in early February, problems developed with the Prius hybrid and its brakes in both the U.S. and Japan. Toyota described it as a software issue.
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<br/>Now it seems the underlying problem involves the software and the computerized controls governing acceleration and braking in many Toyota vehicles. CEO Toyoda has only compounded the crisis. When he finally held a press conference in Japan to apologize, he pointedly did not make a deep bow to demonstrate regret.
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<br/>Read more: Toyota Recall Highlights Deep Organizational Failures
<br><a href=https://www.cbsnews.com/news/toyota-recall-highlights-deep-organizational-failures/>https://www.cbsnews.com/news/toyota-recall-highlights-deep-organizational-failures/</a>
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<BR/><b>POOR UNDERSTANDING OF PUBLIC COMMUNIATIONS </b>
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<br/>In Japan, executives bow as a form of apology. The deeper the bow, the deeper the regret the executives hope to express. In the United States, however, apologies are not enough (“Toyota’s President Getting,” 2010). Americans often desire answers and explanations for the crisis that has occurred.
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<br/>During the recall crisis, reports surfaced of Japanese and American public relations practitioners would get into screaming matches during phone conferences as they tried to convince one another that their methodology of communication was the more effective one.
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<br/>When a crisis strikes in Asian countries, the company involved works silently to resolve the problem before addressing the media. However, this method is seen as unprofessional in the United States where consumers, politicians and other affected parties expect answers first and action second.
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<br/>When the crisis struck, each of the public relations teams in different countries should have developed a specialized response for each country’s communicational expectations.
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<br/>Read more: Toyota’s Cultural Crisis A case analysis of the company’s 2010 recall and the communications crisis that could have been avoided.By Ashley Nichols
<br><a href=https://silo.tips/download/toyota-s-cultural-crisis>https://silo.tips/download/toyota-s-cultural-crisis</a>
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<BR/><b>SCALE AND GROWTH IMPACT ON INFORMATION AND COORDINATION</b>
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<br/>During the 1990s, Toyota began to experience rapid growth and expansion. With this success, the organization became more defensive and protective of information.
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<br/>Toyota’s CEO, Akio Toyoda, the grandson of its founder, has conceded, “Quite frankly, I fear the pace at which we have grown may have been too quick.”
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<br/>Case in Point: Toyota Struggles With Organizational Structure
<br><a href=https://saylordotorg.github.io/text_principles-of-management-v1.1/s11-01-case-in-point-toyota-struggles.html>https://saylordotorg.github.io/text_principles-of-management-v1.1/s11-01-case-in-point-toyota-struggles.html</a>
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<BR/><b>KEY LESSONS</b>
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<br/>1. Aggressive growth can create unmanageable risk. Toyota’s desire to supplant General Motors as the world’s number-one car-maker pushed it to the outer limits of quality control.
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<br/>2. Get the facts quickly and manage your risks aggressively. One of the more troubling aspects of Toyota’s recalls (there have been two) has been the company’s differing accounts of the source of the problem.
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<br/>3. Your supply chain is only as strong as your weakest link. The reality is that auto companies make hardly any of their parts.
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<br/>4. Accept Responsibility. This is one area where Toyota seems to be doing a good job, albeit maybe a year or more too late.
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<br/>5. Take the Long View. The three leading factors burnishing corporate reputation these days are “quality products and services, a company I can trust and transparency of business practices,”
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<br/>Read More: Toyota Recall: Five Critical Lessons
<br><a href=https://business-ethics.com/2010/01/31/2123-toyota-recall-five-critical-lessons/>https://business-ethics.com/2010/01/31/2123-toyota-recall-five-critical-lessons/</a>
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<BR/><b>CONCLUSION</b>
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<br/>My hypothesis was that no company is truly excellent and often success is contingent on circumstances. My starting point was inspired by the book In Search of Excellence, whose 'excellent' examples were not so excellent a few years later.
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<br/>Form my reading of all the articles listed it seems to me that Toyota has good DNA but have suffered pain as a result of geographic and cultural expansion straining systems and compromising communications.
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<br/>A question in the current social economic climate has to be: Is all growth good? Are the problems experienced by Toyota an inevitable consequence of scale? When the underdog becomes the overlord the change almost resembles a switch in polarity rather than a gradual process.
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<br/>The systems thinking and process control that Toyota has been famous for appears to have become so complex that its now part of the problem rather a method of quality and control. It is what science-fiction speculates will happen when complex systems start making the decisions rather than following them.
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<br/>It seems to be inevitable that more like this will happen in the future.\
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<br/>If you are interested in helping people, organisations achieve change through process, projects or coaching get in touch.
<br/>
<br/>Tim HJ Rogers
<br/>MBA Management Consultant + Change Practitioner
<br/>ICF Trained Coach IoD Business Mentor
<br/>Mob 447797762051 Tim@AdaptConsultingCompany.com
<br/>#people #process #performance #projects #change
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<br/>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-54372160364454079232021-06-14T08:08:00.006-07:002021-06-14T08:10:00.920-07:00SOME REFLECTIONS ON A CAREER IN PROJECT MANAGEMENT<br /><br />SOME REFLECTIONS ON A CAREER IN PROJECT MANAGEMENT<br /><br />According to a report by the Project Management Institute there is demand for 88 million roles by the end of 2021. In this article my aim is to share some experience, notably contracting the theory with the reality of Project Management and noting some of the things that are well documented and pointless with the factors that are often absent but essential.<br /><br />Since my aim is not to teach project management nor champion one approach over another (eg Waterfall v Agile, or PRINCE2 v Scrum) I will instead include references and links in the comments if anyone asks.<br /><br />WHAT IS A PROJECT MANAGER (OR A PROJECT LEADER)<br /><br />Project managers play the lead role in planning, executing, monitoring, controlling and closing projects. They are accountable for the entire project scope, project team, resources, and the success or failure of the project. There are lots of good texts explaining the role of a Project Manager (PM) and comparing to a Sponsor, Scrum Master, Product Owner etc. (See links in comments). What I would like to do here is draw upon my own experience and make the comparison of Project Manager with Project Leader.<br /><br />I often see inexperienced and newly qualified Project Manager who can do exactly what the client wants and what the book or course says is the best way of doing it. They are like novice cooks following a recipe for a customer who knows they want a cheese omlette. What can do wrong? The client knows what they want and the book explains how to do it. When people hire student, graduate or cheap project managers this is what they get, and very often this is excellent value for money.<br /><br />Problems arise when the client isn't able to clearly articulate what they want, or the idea is so novel to the organisation, technology, people or circumstance that the Dummy's Guide to Projects is not really helpful. Project Leadership is more like coaching or consulting, using discussion to help define and document the intended outcome and necessary outputs in a way that can be used to gain consensus, clarity, coordination and collaboration. When this is achieved then perhaps you could delegate a Project Manager in the same way a Chef might direct a Cook, but in my experience ambiguity doesn't go away and there is a constant need to discuss, review and revise and this happens at a level of seniority where Project Management is more about people and stakeholder management.<br /><br />WHAT IS IMPORTANT<br /><br />It is interesting to think about what is important in the context of why projects fail and accordingly the key success factors in rank order.<br /><br />Clearly defined objectives<br />Good planning and control methods<br />Good quality of project managers<br />Good management support<br />Enough time and resources<br />Commitment by all<br />High user involvement<br />Good communication<br />Good project organisation and structure<br />Being able to stop a project<br /><br />We can see right away that communication and consensus (near the top) are critical to co-ordination and collaboration (which are necessary in all the subsequent elements). By speaking to experienced project managers Sam Elbeik and Mark Thomas attempted to identify the critical factors that must be addressed if a project is to be completed successfully. They developed a six stage process for managing projects: define, plan, build the team, lead and motivate, control communications, review.<br /><br />CLASSIC PROJECT FAILURES<br /><br />The underestimation of complexity, cost and/or schedule<br /><br />National Health Service – UK - Rollout of the Care Records Service component of the UK’s National Program for IT grinds to a halt after pilot sites report significant problems. Already 4 years behind schedule, the initial pilot releases in London England were branded a shambles as failure to address culture change issues interacted with ‘technical faults’ to produce weeks of chaos at hospitals. Original scope and cost of project was radically underestimated. Original budget was $4.6B, it has subsequently grown to $24B, with some observers estimating it could grow to as much as $40B. <br /><br />Failure to establish appropriate control over requirements and/or scope<br /><br />Rate Collection Agency – Northern Island - Problems with local property tax (“property rates”) collection system result in $260M worth of payments going uncollected. Poor requirements specifications, missing requirements, problems migrating data from legacy systems, pressure to deploy the system before adequate testing had been completed.<br /><br />Lack of communications<br /><br />Department of homeland security – USA - Efforts to upgrade existing anti-terror tracking systems run into serious architectural and quality flaws. System fails to perform basic Boolean functions (AND, OR, etc) and reports of serious performance concerns surface. System performance and architectural concerns regarding use of XML over a relational database design, failure to meet security requirements, radical reduction in functionality versus systems it replaces (reasons for functional shortfalls not stated), failure by the government to staff key oversight roles, quality flaws, agency turf battles, plus some interesting allegations <br /><br />Failure to engage stakeholders<br /><br />Qantas - “Jetsmart” engineering parts management system is renamed “Dumbjet” by aircraft engineers because the system is so difficult to use. Failure to engage the engineers who would be the eventual users of the system into the requirements and design processes resulted in a system that the engineers deemed to be unusable once it was launched. <br /><br />See more examples from the resources provided in the comments.<br /><br />MY LESSONS AND LEARNING<br /><br />I started as a computer programmer and later became Head of IT. I had a logical thinking discipline and analytical approach to problem solving and later managing systems and solution delivery. I then got involved in non-technology change when first working in retail and thinking about shoppers, suppliers, staff and the need to work with groups and teams with different needs and priorities. <br /><br />This then went up a level when I took responsibility for the 'privatisation' of the Post Office and necessarily had to start thinking about laws, legislation, unions, policies and politicians. It was in this period that I did my MBA. At each stage of increasing complexity I learned more sometimes getting it right, and sometimes learning from mistakes. <br /><br />I became a ICF Trained Coach and IoD Business Mentor when I realised that I understood systems and processes better than I understood people. I could discuss, design, build and deploy changes in banking, retail, public service or improve processes and performance in manufacture or service but I knew very little about psychology or the cognitive processes of change and the unconscious concerns that often underpin resistance or fear to change. <br /><br />Ironically I am a World Champs and Commonwealth Games athlete, but I never applied the mindset of sport into the management of people because despite the frequent comparison they are very different. Nonetheless the combined experience of sport, technology, business, change, processes and people has been valuable especially given the academic underpinning with qualifications. This it not about the badge, but the books. It isn't about the certificate but the knowledge.<br /><br />MY ADVICE<br /><br />Read wisely, there are a few books from which you can gain many years of knowledge in a few weeks. There is some brilliant stuff on the internet but a book is often better than a brochure or a blog when it comes to deeper learning.<br /><br />Gain experience, take the jobs at the edge of your comfort-zone and work really hard to understand everything around that new role, sector or circumstance. When I took a role in a bank I also took a Corporate Diploma in Banking so that I properly understood the client, industry and culture as well as the project and planned changes.<br /><br />Work hard to help people achieve their goals. Not every moment has been a success, but people will forgive you and work hard if they believe you are genuinely committed to helping them or their organisation achieve something important. <br /><br />Ask people what they think. In the battle of ideas yours may have only one-vote, whereas others will come wrapped with different experiences and perspectives. Examine these very closely and then seek consensus rather than compliance.<br /><br />See in comments below useful resources.<br /><br />Tim HJ Rogers <br />MBA Management Consultant + Change Practitioner <br />ICF Trained Coach IoD Business Mentor<br />Tutor / Trainer for the Chartered Management Institute.<br />Mob 447797762051 Tim@AdaptConsultingCompany.com <br />#people #process #performance #projects #change <br /><br />Useful resources to the above article.<br /><br />What is a project manager? The lead role for project success<br />https://www.cio.com/article/3224865/what-is-a-project-manager-the-lead-role-for-project-success.html#:~:text=a%20project%20manager%3F-,Project%20managers%20play%20the%20lead%20role%20in%20planning%2C%20executing%2C%20monitoring,or%20failure%20of%20the%20project.<br /><br />Scrum Master & Project Manager: What are the differences?<br />https://www.greycampus.com/blog/project-management/scrum-master-vs-project-manager-how-are-they-different<br /><br />Top 10 Reasons Why Projects Fail<br />https://project-management.com/top-10-reasons-why-projects-fail/<br /><br />Analysis of the examples in the “Catalogue of catastrophe” reveals the most common mistakes.<br />http://calleam.com/WTPF/?page_id=799<br /><br />CMI Strategic Project Management<br />https://www.managers.org.uk/~/media/Angela-Media-Library/pdfs/Pathways%20workbooks/Level%207/Sample_Unit_7009.pdf<br /><br /><br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-14976915296104324082021-05-11T05:56:00.002-07:002021-05-11T05:57:53.529-07:00 DO YOU HAVE A PROJECT OR A PROGRAMME?<br /><br />A PROJECT IS..<br />A series of people, processes, technology and other resources organised to deliver outputs, outcomes and benefits which align with the strategy. The aim is to complete on-time, on-budget, to-specification, with low-risk and high-communication. The outputs / outcomes are clear and ideally SMART so that everyone knows exactly what will be delivered, why, and how and when this will complete and flipped into business-as-usual (and the project team disbanded)<br /><br />A PROGRAMME IS...<br />Lots of projects all joined together in a sequence that delivered more than just one thing, but a whole sequence of things which may be separate, dependant or interdependent. <br /><br />Separate projects might be a change in HR and a change in IT that have no relation to each-other but together achieve aa programme (strategic) aim. <br /><br />Dependant projects more obviously are those where one must complete before the other starts. Arguably this could be one project with Phase1, Phase2, Phase3 but you may choose to split it into a programme of Project1, Project2, Project3 if they have different suppliers budgets, teams, aims, focus, timescales.<br /><br />Interdependent are a mix of the above. Not exactly one after the other, but a more complex integration which inevitably happens where people and process change runs parallel to a business or technology change. <br /><br />THE KEY DIFFERENCES AND CONSEQUENCES<br /><br />So one issue is do you want 1 x mega-project or 10 x projects as part of a programme. As noted above a key factor may be if they have different suppliers budgets, teams, aims, focus, timescales, but also the competence, capacity of people (Sponsors, Project Managers, Participants) to mentally keep track of everything. <br /><br />A PMO<br /><br />In organisations without a formal Project/Programme Office to support the business with tools, training, tips, templates etc., you end-up with disjointed efforts and often projects that compete or even compromise each-other. I like to think of a Project/Programme Office a bit like Air Traffic Control at an airport.<br /><br />The role of Air Traffic Control [ATC] is not to fly the plane (that is the airline and the pilot) but to provide the structure that ensures a safe journey: pre-flight checks (governance), enough fuel (budget), all passengers (stakeholders), an agreed destination (deliverables and benefits), a clear route (tasks and plan) and an available runway (approval). ATC schedules take-off and landing and provides information and support to pilots. In some cases ATC may be linked to a flight school that provides pilot training.<br /><br />Without ATC you may have project crashes which are harmful to the business, stressful for your people, and compromise the strategy which is about quality, products, services and profits. It seems to me your role might expand beyond 'project management' (the pilot flying the plane) to 'programme management' (the Air Traffic Control role of planning and co-ordination)<br /><br />We are expert in projects, programmes and change. We can deliver projects, but also provide the tools, templates, training and support for businesses to develop their own in-house capability<br /><br />Tim HJ Rogers <br />MBA Management Consultant + Change Practitioner <br />ICF Trained Coach IoD Business Mentor<br />Mob 447797762051 Tim@AdaptConsultingCompany.com <br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-29470451164288356002021-05-11T05:23:00.003-07:002021-05-11T05:23:24.121-07:00THINKING OF M&A OR BUSINESS INTEGRATIONS<p> THINKING OF M&A OR BUSINESS INTEGRATIONS<br /><br />If you are planning an M&A spree you will ostensibly need 3 groups of people ...<br /><br />Group1 - who find, appraise, negotiate, acquire businesses as part of M&A acquisition process. These people will look at businesses differently to those who simply operate the business. Like a mechanic will look at a car differently to a driver. <br /><br />Group2 - who post-acquisition integrate people, products, services, technology, legal, marketing etc. These people have the design template for how each acquisition should be integrated and a 90 day plan (?) for implementation . <br /><br />Step 1 - Assemble the Project Team<br />Step 2 - Understand the Strategy<br />Step 3 - Review the Products and Services<br />Step 4 - Review the Support, Partners and Suppliers<br />Step 5 - Review the Organisation Structure<br />Step 6 - Review the Company Structure<br />Step 7 - Prepare the Service Teams<br />Step 8 - Communications<br />Step 9 - Culture and Process Change<br />Step 10 - Review and Migrate the Customers, Products and Services<br /><br />See https://adaptconsultingcompany.blogspot.com/2020/12/a-guide-to-business-integrations.html<br /><br />Group3 - who run day-to-day business after all the post-acquisition integration complete and following standard policies, processes, procedures etc. <br /><br />The role, skills, qualifications, thinking and time-horizon of each are quite different. As consultants we can help with the design, as project managers with the delivery, and as coaches we can support the people.<br /><br />Tim HJ Rogers <br />MBA Management Consultant + Change Practitioner <br />ICF Trained Coach IoD Business Mentor<br />Mob 447797762051 Tim@AdaptConsultingCompany.com <br /><br /><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-35760036400392205822021-05-10T04:04:00.003-07:002021-05-10T04:04:42.737-07:00 IS YOUR TEAM THRIVING, STRUGGLING, SUFFERING THROUGH CHANGE?<p> IS YOUR TEAM THRIVING, STRUGGLING, SUFFERING THROUGH CHANGE?<br /><br />People who are engaged (working hard) but not thriving in life (finding it hard)<br /><br />61% higher likelihood of burnout often or always<br />48% higher likelihood of daily stress<br />66% higher likelihood of daily worry<br />double the rate of daily sadness and anger<br /><br />Thriving: These respondents have positive views of their present life situation (7 or higher best life present rating) and have positive views of the next five years (8 or higher best life future rating). They report significantly fewer health problems and less worry, stress, sadness, depression and anger. They report more hope, happiness, energy, interest and respect. Across countries, the percentage of thriving employees ranges from 8% to 87%.<br /><br />Struggling: These respondents struggle in their present life situation and have uncertain or negative views about their future. They report more daily stress and worry about money than thriving respondents do. Across countries, the percentage of struggling employees ranges from 12% to 77%.<br /><br />Suffering: These respondents report that their lives are miserable (4 and below best life present rating) and have negative views of the next five years (4 and below best life future rating). They are more likely to report that they lack the basics of food and shelter and more likely to have physical pain and a lot of stress, worry, sadness and anger. They have less access to health insurance and care and more than double the disease burden compared with thriving respondents. Across countries, the percentage of suffering employees ranges from 0% to 35%.<br /><br />Read more<br />https://www.gallup.com/workplace/313067/employees-aren-thriving-business-struggling.aspx<br />(Thanks to David Ogilvie FCMI for the share)<br /><br />Tim HJ Rogers <br />MBA Management Consultant + Change Practitioner <br />ICF Trained Coach IoD Business Mentor<br />Mob 447797762051 Tim@AdaptConsultingCompany.com <br /><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-60341557358869918282021-04-19T02:20:00.004-07:002021-04-19T02:20:46.211-07:00ARE WE PRESSURING OUR PEOPLE (TO QUIT) WHEN WE SHOULD BE IMPROVING THE SYSTEM (TO PERFORM)<p><span style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; display: inline !important; float: none; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;">
WORKING FROM HOME / WORK
Most companies are prepared to accept some hybrid work as a permanent change (66% of firms feel it is inevitable and 73% of people want it) — and a minority embrace remote work as the main workplace as they imagine all real estate costs will soon be dropping from their traditional place on the ledger to the profit line.
</span><b style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;">Thoughts</b><span style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; display: inline !important; float: none; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;"> How can we continue flexible working that makes use feel part of a community, rather than an isolated nomad. Perhaps A regular tribal gathering, rituals and routines that bind us, and choosing one or two methods of communication to connect us. Example instead of many, many confusing ways to connect (Email, Social Media, Video, Meetings) we select 1. What we use for urgent (WhatsApp?) 2. What we use to call for help (Chat?) 3. What we use to find information (IntraNet?)
BOSSES ARE OUT OF TOUCH
A report by Microsoft’s reveals business leaders are out of touch. High productivity is masking what’s really going on. If high productivity is leading to burn-out and resentment it isn't good. Moreover if the effort is due to fear of unemployment that isn't a good motivator or sustainable.
Time spent in Microsoft Teams meetings has more than doubled (2.5x) globally.
The average Teams meeting is up from 35 to 45 minutes year-over-year.
The average Teams user is sending 45% more chats per week and 42% more chats per person after hours
There was a 66% increase in the number of people working on documents.
</span><b style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;">Thoughts</b><span style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; display: inline !important; float: none; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;"> How can we do to balance our efforts between work and welfare, about supporting people as well as getting jobs done. Perhaps coaching, mentoring and other caring initiatives (mindfullness, check-in, pastoral care) might help. Also switching the flow of information: receiving feedback, listening to ideas, help people feel engaged and valued.
EMPLOYEES FEEL OVERWHELEMED
The barrage of communications is unstructured and mostly unplanned, with 62% percent of Teams calls and meetings unscheduled or conducted ad hoc. And workers feel the pressure to keep up: Despite meeting and chat overload, 50% of people respond to Teams chats within five minutes or less, a response time that has not changed year-over-year.
Fifty-four percent feel overworked. Thirty-nine percent feel exhausted.
The workday has elongated by at least an hour. People do more work after hours and more work on weekends. Flexible working has become 24/7 working and down-sizing, contracting, and the gig-economy demand a 24/7 alert for work.
</span><b style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;">Thoughts</b><span style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; display: inline !important; float: none; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;"> More than ever we need a focus on purpose rather than productivity, of value rather than volume. What can we do to reconnect with our reasons, motives and joy of working.
THEY WANT TO QUIT
41% of employees are considering leaving their current employer this year. This year! And 46% say they’re likely to move because they can now work remotely. Most companies couldn’t deal with 10% of their workforce leaving in the same year and the second largest impact of a mass exodus would be higher costs to retain employees or higher cost to train new employees, or contract-hire people.
</span><b style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;">Thoughts</b><span style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; display: inline !important; float: none; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;"> How can some of the interventions above help retain and recruit people? What can we offer to make work either a career (3-5 year) destination (training, qualification, experience, expertise ) or a great place to partner/contract (pay, brand, reputation, innovation).
CONNECTIVITY HAS MADE US MORE SILOED
Collaboration trends in Microsoft Teams and Outlook confirm that interactions with our immediate team, or close networks, increased with the move to remote work but our interactions outside of that team have diminished. Inevitably this created in-groups and out-groups strengthening bonds with those we interact with regularly at the expense of different people and diverse views. And that spells more competition (between teams) and less collaboration (for organisational goals)
</span><b style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;">Thoughts</b><span style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; display: inline !important; float: none; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;"> What can we do to mix groups, encourage diversity, create new routes and channels, break-up patterns and routines in a way that keeps things exciting, alive, thoughtful, challenging, innovative and thinking without it becoming messy, chaotic and confusing. How can we introduce just enough 'chaos' to keep us vibrant, without overwhelming us?
IS CRYING A GOOD TREND?
Microsoft talks about authenticity in the workplace, about what percent was comfortable crying in front of their co-workers. Whilst mindfulness may have put us in better contact with our thoughts and feelings i do not feel a workplace that makes us cry is a good thing. Indeed it seems that the work ethic and culture is becoming toxic rather than supportive, and people have become the tools of productivity rather than the architects of it.
</span><b style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;">Thoughts</b><span style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; caret-color: rgb(48, 48, 48); color: #303030; display: inline !important; float: none; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px;"> We should sweat our systems and our processes not our people. Machines should work 24/7 not people. Our people should be the architects and the mechanics, not the machines.
Tim HJ Rogers
MBA Management Consultant + Change Practitioner
ICF Trained Coach IoD Business Mentor
Mob 447797762051 Tim@AdaptConsultingCompany.com
We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with.
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</span><br class="Apple-interchange-newline" /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-6745876652478581912021-04-12T08:51:00.003-07:002021-04-12T08:51:23.517-07:00 THE VALUE OF FEEDBACK, OR NEVER COMPLAIN; NEVER EXPLAIN<p> THE VALUE OF FEEDBACK, OR NEVER COMPLAIN; NEVER EXPLAIN<br /><br />Never complain; never explain. This pithy little maxim was first coined by the British politician and prime minister Benjamin Disraeli, and adopted as a motto by many other high-ranking Brits — from members of royalty, to navy admirals, to fellow prime ministers Stanley Baldwin and Winston Churchill.<br /><br />Feedback is an interesting thing, most people are shy to give feedback, generally opting for satisfactory 6/10 to 8/10 rather than a shocking 0 or superlative 10. If all your feedback is satisfactory is that good enough? If one person in a hundred suggests a low score or a high score is this more or less important than all the satisfactory scores?<br /><br />What about second-hand or late feedback, is this more honest because it has the merit of reflection than direct face to face feedback?<br /><br />When we receive negative feedback to what extent can we use this to remedy the past, apologise or recompense. Or should we simply note it and move forward, taking the lessons and applying them in the future, but in the meantime never complain; never explain.<br /><br />What about positive feedback, should we use past successes, accolades and praise to herald future performance? Any investment business will tell you that the past is not always a predictor for the future. <br /><br />WHAT METHODS DO YOU USE FOR FEEDBACK?<br /><br />There are many ways to get product or service feedback <br /><br />1. Customer feedback surveys<br />2. Email and customer contact forms<br />3. Usability tests<br />4. Exploratory customer interviews<br />5. Social media<br />6. On-site activity (via analytics)<br />7. Instant feedback from your website<br /><br />There are also lots of ways to get staff feedback<br /><br />1. New employee surveys<br />2. Employee engagement surveys<br />3. Pulse surveys<br />4. Stay interviews<br />5. Review sites<br />6. Managers<br />7. Employee suggestion box<br />8. Exit interviews<br /><br />PLEASE NOTE IN THE COMMENTS YOUR EXPERIENCE OF FEEDBACK METHODS<br /><br />Read more on Never complain; never explain.<br /><br />https://medium.com/lovesex/never-complain-never-explain-601dc20cc864<br />https://medium.com/@chasewritesmore/never-complain-never-explain-4c4ff9c0e181<br /><br />Read more on 360 Degree Feedback: See the Good, the Bad and the Ugly<br /><br />https://www.thebalancecareers.com/360-degree-feedback-information-1917537<br />https://hbr.org/2019/03/the-feedback-fallacy<br />https://www.qualtrics.com/experience-management/employee/360-feedback-survey-questions/<br /><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-8337695064475502442021-03-30T04:39:00.006-07:002021-04-06T00:37:53.525-07:00THE VALUE OF GOOD MEETINGS<p>Meetings should always have some form of structure so that people arrive
prepared and engaged and feel there is a purpose the the meeting, value
in their opinion and importance in the outcome. The structure should
not compromise the debate or become too bureaucratic, indeed a good
structure will ensure that all points are considered, all perspectives
are discussed and consensus (and dissent) it noted in agreeing the
course of action.<br /><br />The ten behaviours that generate the finest
thinking, and have become known as The Ten Components of a Thinking
Environment, are: Attention, Equality, Ease, Appreciation,
Encouragement, Feelings, Information, Diversity, Incisive Questions,
Place.<br /><br />You could use 2 documents, an Agenda before then meeting
and Minutes after the meeting. Or instead you could have one document
only and simply update it with additional detail so that it records the
Before, During and After elements of the discussion.</p><p> </p><p>MEETING (Title, Location, Time)<br />SBC Co Ltd Joint Venture 9am till 10am Wed 7 Apr at SBC HeadOffice <br /><br />ATTENDANCE (Required and Optional Attendance)<br /><br />AIM (Purpose or Intended outcome of meeting)<br />The aim of the meeting is to .......<br /><br />BRIEFING NOTES<br />(Any notes, data, to consider before the meeting)<br /><br />Please read this document {link}<br />Please watch this video {link}<br />Please being your top ten priorities <br /><br />AGENDA<br />(Key topics in priority order to manage time)<br /><br />Initials Time Topic Aim<br />TR 10mins Update on ABC Projects, decision re go / no-go<br />AB 10mins Update on Recruitment, decide candidate<br />CC 10mins Update on Goals, note/agree<br /><br />DISCUSSION<br />(Key discussion points 1.Whats Done 2. Issues/Options 3. Next)<br /><br /><br />DECISIONS / ACTIONS<br />(Decisions/ Actions: Who, What, When, How Much)<br /><br /><br /><br />Find out more a about a Thinking Environment here<br />https://adaptcoaching.blogspot.com/2021/03/the-10-components-of-thinking.html</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-22385528474947981592021-03-26T03:03:00.015-07:002021-04-06T02:25:47.618-07:00A MINI COMPENDIUM OF INFLUENCE AND PERSUASION
There are lots of models and theories out there. Here are some of the
ones I like. There is nothing *new* these are not my ideas, although the
comments and personal experience are. You are free to copy or comment,
share or ignore.
<p>
</p><p><a href="#A1"><b>Section 1</b></a> RACII
</p><p><a href="#A2"><b>Section 2</b></a> POWER INFLUENCE
</p><p><a href="#A3"><b>Section 3</b></a> NETWORK RELATIONSHIP MODEL - IT'S WHO YOU KNOW
</p><p><a href="#A4"><b>Section 4</b></a> CIRCLES OF INFLUENCE MODEL- ITS WHAT YOU CAN IMPACT
</p><p><a href="#A5"><b>Section 5</b></a> DISC - INFLUENCE MODEL
</p><p><a href="#A6"><b>Section 6</b></a> THINKING AND BEHAVOUR STYLE AND INFLUENCE - MBTI
</p><p><a href="#A7"><b>Section 7</b></a> TEAM NETWORKS, COMMUNICATIONS AND INFLUENCE
</p><p><a href="#A8"><b>Section 8</b></a> HOW TO WIN FRIENDS AND INFLUENCE PEOPLE
</p><p><a href="#A9"><b>Section 9</b></a> NANCY KLINE - TIME TO THINK
</p><p><a href="#A10"><b>Section 10</b></a> COMMUNICATIONS CALENDAR
</p><p>
I hope I have attributed and named all the models correctly, and I have
been careful to include all the links to the resources. I welcome
comments or corrections and suggested additions.
</p><p>
If you are interested in Strategy, Projects, Programmes or Change please
contact Tim@AdaptConsultingCompany.com or phone +44(0)7797762051
</p><p>
</p><hr />
<p>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A1"></a><h2>RACII MODEL</h2>
</div>
<p><img class="imgcenter" height="480" src="https://www.24point0.com/wp-content/uploads/2015/04/products-raci-matrix-powerpoint-presentation.jpg" width="640" /></p><p>
</p><p class="bold">Key Points</p>
It is about communication, consultation, roles and responsibilities. There are many variations on this theme
<ul><li> Responsible: People or stakeholders who do the work. They must
complete the task or objective or make the decision. Several people can
be jointly Responsible.</li><li> Accountable: Person or stakeholder who is the "owner" of the
work. He or she must sign off or approve when the task, objective or
decision is complete. This person must make sure that responsibilities
are assigned in the matrix for all related activities. Success requires
that there is only one person Accountable, which means that "the buck
stops there."</li><li> Consulted: People or stakeholders who need to give input before
the work can be done and signed-off on. These people are "in the loop"
and active participants.</li><li> Informed: People or stakeholders who need to be kept "in the
picture." They need updates on progress or decisions, but they do not
need to be formally consulted, nor do they contribute directly to the
task or decision.</li></ul>
<p class="bold">Comments</p>
I always use this when project planning roles, goals, consultation and
stakeholders. There many variations on this theme, and you may want to
add elements to suit the project or context.
<p class="bold">Useful Links</p>
<p><a href="https://www.solitaireconsulting.com/2020/07/stakeholder-management-using-the-power-interest-matrix/" target="_BLANK">https://www.solitaireconsulting.com/2020/07/stakeholder-management-using-the-power-interest-matrix/</a>
</p><p><a href="https://www.24point0.com/ppt-shop/raci-matrix-powerpoint/" target="_BLANK">https://www.24point0.com/ppt-shop/raci-matrix-powerpoint/</a>
</p><p><a href="https://en.wikipedia.org/wiki/Responsibility_assignment_matrix" target="_BLANK">https://en.wikipedia.org/wiki/Responsibility_assignment_matrix</a>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A2"></a><h2>POWER INFLUENCE MODEL</h2>
</div>
<p><img class="imgcenter" height="582" src="https://www.mindtools.com/media/Diagrams/stakeholder-analysis-figure1-2020.jpg" width="640" /></p><p>
</p><p class="bold">Key Points</p>
It is about keepin the right stakeholders informed according to their power/influence
<ul><li> High power, highly interested people (Manage Closely): you must
fully engage these people, and make the greatest efforts to satisfy
them.</li><li> High power, less interested people (Keep Satisfied): put enough
work in with these people to keep them satisfied, but not so much that
they become bored with your message.</li><li> Low power, highly interested people (Keep Informed): adequately
inform these people, and talk to them to ensure that no major issues
are arising. People in this category can often be very helpful with the
detail of your project.</li><li> Low power, less interested people (Monitor): again, monitor these people, but don’t bore them with excessive communication.</li></ul>
<p class="bold">Comments</p>
This is interesting because it is political and practical: it is
ostensibly about lobbying for resources or canvassing for approval.
There are implications with this model if you consider that the aim is
not to satisfy people in each square, but to move them to the square
where you want them to be.
<ul><li>If they are LOW power but you want them to be HIGH power, give them
a role, promote them, showcase them, give then formal authority (budget
holder, expert, sponsor) or informal authority (rapporter, scribe,
facilitator)</li><li>If they are HIGH power but you want them to be LOW power, minimise
their interest by distracting them with other tasks or overloading them
with meaningless tasks, or simply excluding them from facts,
conversations and meetings effectively marginalising them and making
them inconsequential or discredited to the decision process. </li><li>If they are HIGH influence but you want them to be LOW influence,
minimise their interest by distracting them with something more
important, assure them "there is nothing to see" or "nothing to worry
about" either reduce their interest in the topic or reduce the topics
interest to them.</li><li>If they are LOW influence but you want them to be HIGH influence,
maximise their interest by pointing out impact or implications, assure
them "this is important" or "this is an opportunity" either increase
their interest in the topic (briefings, meetings, data) or increase the
topics interest to them (opportunity to advance, pay, prestige etc.)</li></ul>
<p class="bold">Useful Links</p>
<p><a href="https://www.solitaireconsulting.com/2020/07/stakeholder-management-using-the-power-interest-matrix/" target="_BLANK">https://www.solitaireconsulting.com/2020/07/stakeholder-management-using-the-power-interest-matrix/</a>
</p><p><a href="https://www.improvementservice.org.uk/business-analysis-framework/consider-perspectives/powerinterest-grid" target="_BLANK">https://www.improvementservice.org.uk/business-analysis-framework/consider-perspectives/powerinterest-grid</a>
</p><p><a href="https://en.wikipedia.org/wiki/Stakeholder_analysis" target="_BLANK">https://en.wikipedia.org/wiki/Stakeholder_analysis</a>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A3"></a><h2>NETWORK RELATIONSHIP MODEL - IT'S WHO YOU KNOW</h2>
</div>
Key Points
Six degrees of separation is the idea that all people on average are
six, or fewer, social connections away from each other. Also known as
the 6 Handshakes rule. As a result, a chain of "a friend of a friend"
statements can be made to connect any two people in a maximum of six
steps. When we understand this we realise how we can leverage our
network of who knows who, so that when it comes to influence or
persuasion where we might not have a direct affect we may, though use of
the network have an indirect, but nonetheless profound effect.
<p><img class="imgcenter" height="326" src="https://www.andywhiteanthropology.com/uploads/2/6/5/2/26529082/3219397.jpg" width="640" /></p><p>
</p><p class="bold">Comments</p>
When planning one project we spend a lot of time on who knows who, so
that we could create a cascade of super-communicators. For example my
telling Person A something we knew they would tell Persion 1,2,3,4,5,6
and my telling Person B something we knew they would tell Persion
7,8,9,10,11. By understanding the cascade network of influence you only
have directly communicate with 10 to be able to influence up to 100 (or
more).
<p>
Our choice was not solely based on Person A knows 10 people and Person B
knows 10 other people. We noted for example that Person A had a style,
authority, approach which would go very well with Persion 1,2,3,4,5,6
and Person B had a style, authority, approach which would work with
Persion 7,8,9,10,11.
</p><p>
This approach of matching select messages with key messengers really helped our project and change delivery.
</p><p class="bold">Useful Links</p>
<p><a href="https://agileleanlife.com/relationship-circles/" target="_BLANK">https://agileleanlife.com/relationship-circles/</a>
</p><p><a href="https://www.thera.co.uk/content/uploads/2017/04/Safe-and-Secure-Worksheet-4.pdf" target="_BLANK">https://www.thera.co.uk/content/uploads/2017/04/Safe-and-Secure-Worksheet-4.pdf</a>
</p><p><a href="https://www.dis-sos.com/circles-of-relationships/" target="_BLANK">https://www.dis-sos.com/circles-of-relationships/</a>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A4"></a><h2>CIRCLES OF INFLUENCE MODEL- ITS WHAT YOU CAN IMPACT</h2>
</div>
<p><img class="imgcenter" height="355" src="https://static.wixstatic.com/media/28f3fb_e6e4b22e08af4e8697241351434944dd~mv2.png" width="400" /></p><p>
</p><p>
Grant me the serenity to accept the things I cannot change,
courage to change the things I can,
and wisdom to know the difference.
</p><p>
</p><p class="bold">Key Points</p>
The CIRCLES OF INFLUENCE might be regarded in the context of the Serenity Prayer:
Grant me the serenity to accept the things I cannot change,
courage to change the things I can,
and wisdom to know the difference.
<p>
However I am going to apply this model very differently. Persuasion and
Influence can be very complex. Let's take buying a computer. You might
think there are 2 people involved: seller and buyer. But careful thought
tells us that the following people might be involved. Understanding
their needs and communicating in their terms may have a profound effect
on the outcome. Thus you can work to engage or disengage people's
interest or concern or move things into or out-of their control by the
way you approach your communications.
</p><ul><li>The sponsor may be interested in the cost or budget</li><li>The finance person may be interested in the return on investment</li><li>The technology person may be interested in compatibility and security</li><li>The manager may be interested in functionality</li><li>The end-users may be interested in ease of use</li><li>The risk team maybe concerned about data and privacy</li><li>The HR team may be interested in support and training</li><li>The investors may be interested in market response</li></ul>
<p class="bold">Comments</p>
This is classic stakeholder management: understanding the "hot topic"
for each group and managing the message content, media, style, timing to
meet our plans for that person. This may be to influence or persuade
positively or negatively. When we know who has formal power (because of
hierarchy) or technical power (because of expertise) or persuasive power
(because of like-ability) or resource power (because they control
access to people, materals or funds) or approval power (because they
sign-off eg risk or compliance) we can move them around the board like
chess pieces based on message content, media, style, timing. This is
how political campaigns are fought and won, knowing who is "for" who is
"against" and what are the factors that will influence the critical
"undecided"
<p class="bold">Useful Links</p>
<p><a href="https://www.abrahampc.com/blog/2020/3/16/what-can-i-do-the-circles-of-concern-and-influence" target="_BLANK">https://www.abrahampc.com/blog/2020/3/16/what-can-i-do-the-circles-of-concern-and-influence</a>
</p><p><a href="https://dplearningzone.the-dp.co.uk/wp-content/uploads/sites/2/2015/06/Covey.pdf" target="_BLANK">https://dplearningzone.the-dp.co.uk/wp-content/uploads/sites/2/2015/06/Covey.pdf</a>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A5"></a><h2>DISC - INFLUENCE MODEL</h2>
</div>
<div class="separator" style="clear: both; text-align: center;"><a href="https://image.slidesharecdn.com/disc-180117120649/95/disc-dominance-influence-steadiness-conscientiousness-1-638.jpg?cb=1516191016" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="479" data-original-width="638" height="480" src="https://image.slidesharecdn.com/disc-180117120649/95/disc-dominance-influence-steadiness-conscientiousness-1-638.jpg?cb=1516191016" width="640" /></a></div><br /><p><br /></p><p>
</p><p class="bold">Key Points</p>
Much has already been said about matching the right communication style
and content to each person. Understanding the DISC communication
preferences helps us undserstand how people like to receive and process
information and consequently how we might best persuade or influence.
<ul class="wide"><li> the DOMINANT type is also known as High D: Outgoing and
Task-oriented Dominant Style: People who have both Outgoing and
Task-oriented traits often exhibit DOMINANT and DIRECT behaviors. They
usually focus on results, problem-solving, and the bottom-line.</li><li> the INSPIRING type is also known as High I: Outgoing and
People-oriented Inspiring Style: People who have both Outgoing and
People-oriented traits often exhibit INSPIRING and INTERACTIVE
behaviors. They usually focus on interacting with people, having fun,
and/or creating excitement.</li><li> the SUPPORTIVE type is also known as High S: Reserved and
People-oriented Supportive Style: People who have both Reserved and
People-oriented traits often exhibit SUPPORTIVE and STEADY behaviors.
They usually focus preserving relationships and on creating or
maintaining peace and harmony. </li><li>the CAUTIOUS type is also known as High C: Reserved and
Task-oriented Cautious Style: People who have both Reserved and
Task-oriented traits often exhibit CAUTIOUS and CAREFUL behaviors. They
usually focus on facts, rules, and correctness.</li></ul>
<p/><p/>
Preferred DISC communication styles of the D-Profiles
<p/><p/>
D-profiles often communicate in one direction. They talk and expect
others to listen. D-profiles express their own opinions as fact; meaning
their opinions need no further discussion. They may be blunt and they
can often challenge others. Your interactions with the D-profile may
feel like a competition. You will need to stand toe-to-toe. Since they
want to move and complete tasks quickly, they may interrupt often and
not ask for input from others.
<p/><p/>
If you want to interact more effectively with the D-profile then focus
on tasks and results. Try keeping pace by moving quickly. Also, do not
frustrate their desire to take action. They want to be in control so
make them feel that they have power.
<p/><p/>
Preferred DISC communication styles of the I-Profiles
<p/><p/>
I-profiles communicate in an inspiring way. They will sell their ideas
and visions. I-profiles will talk a lot. They prefer to look at the big
picture and avoid details. I-profiles focus on the positive and tend to
avoid unpleasant subjects. They are good at providing positive,
constructive feedback, but they may not be direct.
<p/><p/>
When you are interacting with I-profiles, stay focused on the positive.
Move quickly, but spend time chatting. Try to show interest when they
are talking and talk about people over tasks. Try not to focus too much
on details or focus on the negative.
<p/><p/>
Preferred DISC communication styles of the S-Profiles
<p/><p/>
The S-profiles, like the D-profiles, also prefer one directional
communication. However, they prefer interactions in one-on-one settings.
They answer when asked, but otherwise, they prefer listening to
speaking. S-profiles tend to speak calmly and amiably. S-profiles look
to create trust during the interaction. They prefer to talk about topics
that they have mastered. In addition, they will explain things calmly
and thoroughly.
<p/><p/>
Some tips for interacting successfully with the S-profile include
slowing down and explaining in detail. Also, give them time to think and
talk about it with others. Remember to warn them about any possible
changes. Remember to focus on benefits to their team and people close to
them. Last, but not least, focus on building trust.
<p/><p/>
Preferred DISC communication styles of the C-Profiles
<p/><p/>
C-profiles often prefer to use written communication, like emails. They
don’t readily express disagreeing views. They want detailed, fact-based
information to insure they make the correct decisions. Since C-profiles
focus so much on details and data, they may miss the big picture.
C-profiles prefer conversations where they don't have to focus on
opinions or abstract matters. They can be extremely diplomatic.
<p/><p/>
Tips for improving interactions with C-profiles include giving them time
to think and ask all of their questions. Then, when you are answering
questions, make sure to explain carefully and give sound reasons and
data whenever possible. Be patient with the details. Ideally, provide
information in writing and ahead of time whenever possible.
<p/><p/>
</p><p class="bold">Useful Links</p>
<p><a href="https://discpersonalitytesting.com/free-disc-test/" target="_BLANK">https://discpersonalitytesting.com/free-disc-test/</a>
</p><p><a href="http://blog.extendeddisc.org/disc-communication-styles" target="_BLANK">http://blog.extendeddisc.org/disc-communication-styles</a>
</p><p><a href="https://www.discprofile.com/what-is-disc" target="_BLANK">https://www.discprofile.com/what-is-disc</a>
</p><p><a href="https://en.wikipedia.org/wiki/DISC_assessment" target="_BLANK">https://en.wikipedia.org/wiki/DISC_assessment</a>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A6"></a><h2>THINKING AND BEHAVOUR STYLE AND INFLUENCE - MBTI</h2>
</div>
<p>
Understanding MBTI means understanding the following
</p><p>
</p><ul><li> Favorite world: Do you prefer to focus on the outer world or on
your own inner world? This is called Extraversion (E) or Introversion
(I).</li><li>Information: Do you prefer to focus on the basic information you
take in or do you prefer to interpret and add meaning? This is called
Sensing (S) or Intuition (N).</li><li>Decisions: When making decisions, do you prefer to first look at
logic and consistency or first look at the people and special
circumstances? This is called Thinking (T) or Feeling (F).</li><li>Structure: In dealing with the outside world, do you prefer to get
things decided or do you prefer to stay open to new information and
options? This is called Judging (J) or Perceiving (P).</li></ul>
Your Personality Type: When you decide on your preference in each
category, you have your own personality type, which can be expressed as a
code with four letters.
<p><img class="imgcenter" src="https://brainoids.files.wordpress.com/2009/03/mbti.jpg" /></p><p>
</p><p class="bold">Key Points</p>
The MBTI style suggests to us the communication preferences helps us
undserstand how people like to receive and process information and
consequently how we might best persuade or influence.
<p>
<b>With ST people:</b>
Be specific, confident, well-reasoned
demonstrate immediate advantages, profit
provide examples; use visual aids.
</p><p>
<b>With NT people:</b>
Be specific, well-reasoned; use visual aids, diagrams
use concepts, theories
appeal to intellectual capabilities
give them a challenge
show how the problem in hand or subject of communication fits into the "big picture"
</p><p>
<b>With SF people:</b>
Be supportive, expressive, and confident
provide examples; demonstrate immediate advantages, profit
appeal to feelings and emotions
</p><p>
<b>With NF people:</b>
Be expressive, well-reasoned
use visual aids
use concepts, theories
appeal to their intuition
give them a challenge
show how the problem in hand or subject of communication fits into the "big picture"
</p><p>
</p><p class="bold">Comments</p>
I use this or a variation on all projects and change programmes and then
link to communications plan of what gets said to whom, why, when and
how. This is essential understanding for persuasion and influence in
projects and change.
<p class="bold">Useful Links</p>
<p><a href="http://www.humanmetrics.com/personality/communication-strategies-for-different-types" target="_BLANK">http://www.humanmetrics.com/personality/communication-strategies-for-different-types</a>
</p><p><a href="https://www.verywellmind.com/the-myers-briggs-type-indicator-2795583" target="_BLANK">https://www.verywellmind.com/the-myers-briggs-type-indicator-2795583</a>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A7"></a><h2>TEAM NETWORKS, COMMUNICATIONS AND INFLUENCE</h2>
</div>
<p><img class="imgcenter" height="406" src="https://brainleaf.com/wp-content/uploads/2020/05/how-to-use-complexity-in-planning.jpg" width="640" /></p><p>
</p><p class="bold">Key Points</p>
It is important to understand that the bigger the team the harder it is
to maintain communications essential understanding for persuasion and
influence in projects and change.
<p class="bold">Comments</p>
I try to keep teams small 5 to 7 people. If there are more, have a sub-team. There is no reason not have have a team of teams.
<p class="bold">Useful Links</p>
<p><a href="https://brainleaf.com/blog/development/planning-for-complexity-in-project-scoping/" target="_BLANK">https://brainleaf.com/blog/development/planning-for-complexity-in-project-scoping/</a>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A8"></a><h2>HOW TO WIN FRIENDS AND INFLUENCE PEOPLE</h2>
</div>
<p>
The book HOW TO WIN FRIENDS AND INFLUENCE PEOPLE is a classic
</p><p>
</p><p class="bold">Key Points</p>
<p>
Six Ways to Make People Like You
</p><p>
</p><ul class="wide"><li><b> Become genuinely interested in other people. </b>"You can
make more friends in two months by being interested in them, than in two
years by making them interested in you."[6]:52 The only way to make
quality, lasting friendships is to learn to be genuinely interested in
them and their interests.</li><li><b> Smile. </b>Happiness does not depend on outside
circumstances, but rather on inward attitudes. Smiles are free to give
and have an amazing ability to make others feel wonderful. Smile in
everything that you do.</li><li><b> Remember that a person's name is, to that person, the sweetest and most important sound in any language. </b>"The
average person is more interested in their own name than in all the
other names in the world put together." People love their names so much
that they will often donate large amounts of money just to have a
building named after themselves. We can make people feel extremely
valued and important by remembering their name.</li><li><b> Be a good listener. </b>Encourage others to talk about
themselves. The easiest way to become a good conversationalist is to
become a good listener. To be a good listener, we must actually care
about what people have to say. Many times people don't want an
entertaining conversation partner; they just want someone who will
listen to them.</li><li><b> Talk in terms of the other person's interest. </b>The royal
road to a person's heart is to talk about the things he or she treasures
most. If we talk to people about what they are interested in, they will
feel valued and value us in return.</li><li><b> Make the other person feel important – and do it sincerely. </b>The
golden rule is to treat other people how we would like to be treated.
We love to feel important and so does everyone else. People will talk to
us for hours if we allow them to talk about themselves. If we can make
people feel important in a sincere and appreciative way, then we will
win all the friends we could ever dream of.</li></ul>
<p>
Twelve Ways to Win People to Your Way of Thinking
</p><p>
</p><ul class="wide"><li><b> The only way to get the best of an argument is to avoid it. </b>Whenever
we argue with someone, no matter if we win or lose the argument, we
still lose. The other person will either feel humiliated or strengthened
and will only seek to bolster their own position. We must try to avoid
arguments whenever we can.</li><li><b> Show respect for the other person's opinions. Never say "You're wrong." </b>We
must never tell people flat out that they are wrong. It will only serve
to offend them and insult their pride. No one likes to be humiliated;
we must not be so blunt.</li><li><b> If you're wrong, admit it quickly and emphatically. </b>Whenever
we are wrong we should admit it immediately. When we fight we never get
enough, but by yielding we often get more than we expected. When we
admit that we are wrong people trust us and begin to sympathize with our
way of thinking.</li><li><b> Begin in a friendly way. "A drop of honey can catch more flies than a gallon of gall." </b>If
we begin our interactions with others in a friendly way, people will be
more receptive. Even if we are greatly upset, we must be friendly to
influence people to our way of thinking.</li><li><b> Start with questions to which the other person will answer yes. </b>Do
not begin by emphasizing the aspects in which we and the other person
differ. Begin by emphasizing and continue emphasizing the things on
which we agree. People must be started in the affirmative direction and
they will often follow readily. Never tell someone they are wrong, but
rather lead them where we would like them to go with questions that they
will answer "yes" to.</li><li><b> Let the other person do a great deal of the talking.</b>
People do not like listening to us boast, they enjoy doing the talking
themselves. Let them rationalize and talk about the idea, because it
will taste much sweeter to them in their own mouth.</li><li><b> Let the other person feel the idea is his or hers. </b>People
inherently like ideas they come to on their own better than those that
are handed to them on a platter. Ideas can best be carried out by
allowing others to think they arrived at it themselves.</li><li><b> Try honestly to see things from the other person's point of view. </b>Other
people may often be wrong, but we cannot condemn them. We must seek to
understand them. Success in dealing with people requires a sympathetic
grasp of the other person's viewpoint.</li><li><b> Be sympathetic with the other person's ideas and desires.</b>
People are hungering for sympathy. They want us to recognize all that
they desire and feel. If we can sympathize with others, they will
appreciate our side as well and will often come around to our way of
thinking.</li><li><b> Appeal to the nobler motives.</b> Everyone likes to be
glorious in their own eyes. People believe that they do things for noble
and morally upright reasons. If we can appeal to others' noble motives
we can successfully convince them to follow our ideas.</li><li><b> Dramatize your ideas. </b>In this fast-paced world, simply
stating a truth isn't enough. The truth must be made vivid, interesting,
and dramatic. Television has been doing it for years. Sometimes ideas
are not enough and we must dramatize them.</li><li><b> Throw down a challenge. </b>The thing that most motivates
people is the game. Everyone desires to excel and prove their worth. If
we want someone to do something, we must give them a challenge and they
will often rise to meet it.</li></ul>
<p>
Be a Leader: How to Change People Without Giving Offense or Arousing Resentment
</p><p>
</p><ul class="wide"><li><b> Begin with praise and honest appreciation. </b>People will
do things begrudgingly for criticism and an iron-fisted leader, but they
will work wonders when they are praised and appreciated.</li><li><b> Call attention to people's mistakes indirectly. </b>No one
likes to make mistakes, especially in front of others. Scolding and
blaming only serve to humiliate. If we subtly and indirectly show people
mistakes, they will appreciate us and be more likely to improve.</li><li><b> Talk about your own mistakes before criticizing the other person.</b>
When something goes wrong, taking responsibility can help win others to
your side. People do not like to shoulder all the blame and taking
credit for mistakes helps to remove the sting from our critiques of
others.</li><li><b> Ask questions instead of giving direct orders. </b>No one
likes to take orders. If we offer suggestions, rather than orders, it
will boost others' confidence and allow them to learn quickly from their
mistakes.</li><li><b> Let the other person save face. </b>Nothing diminishes the
dignity of a man quite like an insult to his pride. If we don't condemn
our employees in front of others and allow them to save face, they will
be motivated to do better in the future and confident that they can.</li><li><b> Praise every improvement.</b> People love to receive praise
and admiration. If we truly want someone to improve at something, we
must praise their every advance. "Abilities wither under criticism, they
blossom under encouragement."</li><li><b> Give the other person a fine reputation to live up to.</b>
If we give people a great reputation to live up to, they will desire to
embody the characteristics with which we have described them. People
will work with vigor and confidence if they believe they can be better.</li><li><b> Use encouragement. </b>Make the fault seem easy to correct.
If a desired outcome seems like a momentous task, people will give up
and lose heart. But if a fault seems easy to correct, they will readily
jump at the opportunity to improve. If we frame objectives as small and
easy improvements, we will see dramatic increases in desire and success
in our employees.</li><li><b> Make the other person happy about doing what you suggest.</b>
People will most often respond well when they desire to do the behavior
put forth. If we want to influence people and become effective leaders,
we must learn to frame our desires in terms of others' desires.</li></ul>
<p class="bold">Comments</p>
The book How to Win Friends and Influence People is a classic, must read
book. Highly recommended. i actually have a summary of the points above
on a card that I keep in my diary. Often before a meeting I try and
read it to remind me composure, confidence, context and conversation. I
am far from perfect, but at least I am aware of my imperfections!
<p class="bold">Useful Links</p>
<p><a href="https://en.wikipedia.org/wiki/How_to_Win_Friends_and_Influence_People" target="_BLANK">https://en.wikipedia.org/wiki/How_to_Win_Friends_and_Influence_People</a>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A9"></a><h2>NANCY KLINE - TIME TO THINK</h2>
</div>
<p>
Coaching is a method to influence or persuade. This opens up a whole
range of tools, models and approaches to influence or persuasion.
However I will suggest one model only and perhaps make coaching,
facilitation and mentoring a separate compendium of tools, models and
approaches. The model I have selected is NANCY KLINE - TIME TO THINK,
and below are the key factors to creating a thinking environment.
</p><p>
</p><p class="bold">Key Points</p>
<ul class="wide"><li>ATTENTION: listening with palpable respect and genuine interest,
and without interruption. The quality of our attention determines the
quality of other people’s thinking. </li><li>EQUALITY: treating each other as thinking peers; giving equal turns and attention; Everyone is valued equally as a thinker. </li><li>EASE: offering freedom from internal rush or urgency. Ease, an
internal state free from rush or urgency, creates the best conditions
for thinking.</li><li>APPRECIATION: practicing a 5:1 ratio of appreciation to challenge.
Because the brain requires appreciation to work well, our thinking is
often specious.</li><li>ENCOURAGEMENT: giving courage to go to the cutting edge of ideas by
moving beyond internal competition. Competition between thinkers can be
dangerous, replace it with a wholehearted, unthreatened search for good
ideas.</li><li>FEELINGS: allowing sufficient emotional release to restore
thinking. We think that when feelings start, thinking stops. Instead,
when people show signs of feelings, we relax and welcome them, good
thinking will resume.</li><li>INFORMATION: supplying the facts; recognising social context;
dismantling denial. Accurate and full information provides the path to
good independent thinking. Dismantling denial is often the first step to
independent thinking.</li><li>DIFFERENCE: welcoming diverse group identities and diversity of
thinking. The greater the diversity of the group, and the greater the
welcoming of different points of view, the greater the chance of
accurate, cutting-edge thinking</li><li>INCISIVE QUESTIONS: removing untrue assumptions that limit our
ability to think for ourselves well. Challenge or remove untrue limiting
assumption, lived as true. </li><li>PLACE When the physical environment affirms our importance, we
think more clearly and boldly. Thinking Environments are places that say
back to people, ‘You matter.’ People think at their best when they
notice that the place reflects their value.</li></ul>
<p class="bold">Comments</p>
I like NANCY KLINE - TIME TO THINK because it emphasises the context of
communications (environment and attitude) is critical to the content of
communications and this has to be a factor in better thinking, better
decisions and influence or persuasion.
<p class="bold">Useful Links</p>
<p><a href="https://www.timetothink.com/" target="_BLANK">https://www.timetothink.com/</a>
</p><p><a href="https://www.customerinsightleader.com/books/book-review-time-to-think/" target="_BLANK">https://www.customerinsightleader.com/books/book-review-time-to-think/</a>
</p><p><a href="#top">GoTop</a></p><p>
</p><div class="boxheader">
<a name="A10"></a><h2>COMMUNICATIONS CALENDAR</h2>
</div>
<P/><P/>
<table border=1><tbody><tr>
<td id="xrow1xcol1" valign="top">When</td><td id="xrow1xcol2" valign="top">Who</td><td id="xrow1xcol3" valign="top">Hot Topic</td><td id="xrow1xcol4" valign="top">Message</td><td id="xrow1xcol5" valign="top">For / Against</td><td id="xrow1xcol6" valign="top">Intention (Why)</td><td id="xrow1xcol7" valign="top">Method</td><td id="xrow1xcol8" valign="top">Done</td><td id="xrow1xcol9" valign="top">Feedback</td></tr>
<tr>
<td id="xrow2xcol1" valign="top">Planning</td><td id="xrow2xcol2" valign="top">People</td><td id="xrow2xcol3" valign="top"><br /></td><td id="xrow2xcol4" valign="top">Key Topic</td><td id="xrow2xcol5" valign="top"><br /></td><td id="xrow2xcol6" valign="top">Gain Support</td><td id="xrow2xcol7" valign="top">Email</td><td id="xrow2xcol8" valign="top"><br /></td><td id="xrow2xcol9" valign="top"><br /></td></tr>
<tr>
<td id="xrow3xcol1" valign="top">Pilot</td><td id="xrow3xcol2" valign="top">Teams</td><td id="xrow3xcol3" valign="top"><br /></td><td id="xrow3xcol4" valign="top"><br /></td><td id="xrow3xcol5" valign="top"><br /></td><td id="xrow3xcol6" valign="top">Reduce Resistance</td><td id="xrow3xcol7" valign="top">Phone</td><td id="xrow3xcol8" valign="top"><br /></td><td id="xrow3xcol9" valign="top"><br /></td></tr>
<tr>
<td id="xrow4xcol1" valign="top">Approval</td><td id="xrow4xcol2" valign="top">Media</td><td id="xrow4xcol3" valign="top"><br /></td><td id="xrow4xcol4" valign="top"><br /></td><td id="xrow4xcol5" valign="top"><br /></td><td id="xrow4xcol6" valign="top">Get Decision</td><td id="xrow4xcol7" valign="top">Zoom or Teams</td><td id="xrow4xcol8" valign="top"><br /></td><td id="xrow4xcol9" valign="top"><br /></td></tr>
<tr>
<td id="xrow5xcol1" valign="top">Start</td><td id="xrow5xcol2" valign="top">Union</td><td id="xrow5xcol3" valign="top"><br /></td><td id="xrow5xcol4" valign="top"><br /></td><td id="xrow5xcol5" valign="top"><br /></td><td id="xrow5xcol6" valign="top">Placate</td><td id="xrow5xcol7" valign="top">Coffee Chat</td><td id="xrow5xcol8" valign="top"><br /></td><td id="xrow5xcol9" valign="top"><br /></td></tr>
<tr>
<td id="xrow6xcol1" valign="top">Middle</td><td id="xrow6xcol2" valign="top">Shareholders</td><td id="xrow6xcol3" valign="top"><br /></td><td id="xrow6xcol4" valign="top"><br /></td><td id="xrow6xcol5" valign="top"><br /></td><td id="xrow6xcol6" valign="top"><br /></td><td id="xrow6xcol7" valign="top">Website</td><td id="xrow6xcol8" valign="top"><br /></td><td id="xrow6xcol9" valign="top"><br /></td></tr>
<tr>
<td id="xrow7xcol1" valign="top">End </td><td id="xrow7xcol2" valign="top">Customers</td><td id="xrow7xcol3" valign="top"><br /></td><td id="xrow7xcol4" valign="top"><br /></td><td id="xrow7xcol5" valign="top"><br /></td><td id="xrow7xcol6" valign="top"><br /></td><td id="xrow7xcol7" valign="top">Intranet</td><td id="xrow7xcol8" valign="top"><br /></td><td id="xrow7xcol9" valign="top"><br /></td></tr>
<tr>
<td id="xrow8xcol1" valign="top">Review</td><td id="xrow8xcol2" valign="top">Clients</td><td id="xrow8xcol3" valign="top"><br /></td><td id="xrow8xcol4" valign="top"><br /></td><td id="xrow8xcol5" valign="top"><br /></td><td id="xrow8xcol6" valign="top"><br /></td><td id="xrow8xcol7" valign="top">One-to-One</td><td id="xrow8xcol8" valign="top"><br /></td><td id="xrow8xcol9" valign="top"><br /></td></tr>
<tr>
<td id="xrow9xcol1" valign="top"><br /></td><td id="xrow9xcol2" valign="top">Investors</td><td id="xrow9xcol3" valign="top"><br /></td><td id="xrow9xcol4" valign="top"><br /></td><td id="xrow9xcol5" valign="top"><br /></td><td id="xrow9xcol6" valign="top"><br /></td><td id="xrow9xcol7" valign="top">Team Meeting</td><td id="xrow9xcol8" valign="top"><br /></td><td id="xrow9xcol9" valign="top"><br /></td></tr>
<tr>
<td id="xrow10xcol1" valign="top"><br /></td><td id="xrow10xcol2" valign="top">Public</td><td id="xrow10xcol3" valign="top"><br /></td><td id="xrow10xcol4" valign="top"><br /></td><td id="xrow10xcol5" valign="top"><br /></td><td id="xrow10xcol6" valign="top"><br /></td><td id="xrow10xcol7" valign="top">Appraisal</td><td id="xrow10xcol8" valign="top"><br /></td><td id="xrow10xcol9" valign="top"><br /></td></tr>
<tr>
<td id="xrow11xcol1" valign="top"> <br /></td><td id="xrow11xcol2" valign="top"> <br /></td><td id="xrow11xcol3" valign="top"><br /></td><td id="xrow11xcol4" valign="top"> <br /></td><td id="xrow11xcol5" valign="top"><br /></td><td id="xrow11xcol6" valign="top"><br /></td><td id="xrow11xcol7" valign="top"> <br /></td><td id="xrow11xcol8" valign="top"><br /></td><td id="xrow11xcol9" valign="top"><br /></td></tr>
</table>
<P/><P/>
<table border=1><tbody><tr>
<td id="xrow12xcol1" valign="top">When</td><td id="xrow12xcol2" valign="top">Who</td><td id="xrow12xcol3" valign="top">Hot Topic</td><td id="xrow12xcol4" valign="top">Message</td><td id="xrow12xcol5" valign="top">For / Against</td><td id="xrow12xcol6" valign="top">Intention (Why)</td><td id="xrow12xcol7" valign="top">Method</td><td id="xrow12xcol8" valign="top">Done</td><td id="xrow12xcol9" valign="top">Feedback</td></tr>
<tr>
<td id="xrow13xcol1" valign="top">Planning</td><td id="xrow13xcol2" valign="top">Shareholders</td><td id="xrow13xcol3" valign="top">Money</td><td id="xrow13xcol4" valign="top">Return on Investment</td><td id="xrow13xcol5" valign="top">For +1</td><td id="xrow13xcol6" valign="top">Gain Support</td><td id="xrow13xcol7" valign="top">Team Meeting</td><td id="xrow13xcol8" valign="top">Yes dd/mm/yy</td><td id="xrow13xcol9" valign="top">Key concerns, issues, actions</td></tr>
<tr>
<td id="xrow14xcol1" valign="top">Planning</td><td id="xrow14xcol2" valign="top">Customers</td><td id="xrow14xcol3" valign="top">Price</td><td id="xrow14xcol4" valign="top">Benefits</td><td id="xrow14xcol5" valign="top">For +2</td><td id="xrow14xcol6" valign="top">Gain Support</td><td id="xrow14xcol7" valign="top">Website</td><td id="xrow14xcol8" valign="top">Yes dd/mm/yy</td><td id="xrow14xcol9" valign="top">Key concerns, issues, actions</td></tr>
<tr>
<td id="xrow15xcol1" valign="top">Planning</td><td id="xrow15xcol2" valign="top">Union</td><td id="xrow15xcol3" valign="top">Jobs</td><td id="xrow15xcol4" valign="top">Opportunities</td><td id="xrow15xcol5" valign="top">Against -1</td><td id="xrow15xcol6" valign="top">Gain Support</td><td id="xrow15xcol7" valign="top">Coffee Chat</td><td id="xrow15xcol8" valign="top">Yes dd/mm/yy</td><td id="xrow15xcol9" valign="top">Key concerns, issues, actions</td></tr>
<tr>
<td id="xrow16xcol1" valign="top">Planning</td><td id="xrow16xcol2" valign="top">Teams</td><td id="xrow16xcol3" valign="top">Work</td><td id="xrow16xcol4" valign="top">Skills</td><td id="xrow16xcol5" valign="top">Against -1</td><td id="xrow16xcol6" valign="top">Gain Support</td><td id="xrow16xcol7" valign="top">Team Meeting</td><td id="xrow16xcol8" valign="top">Yes dd/mm/yy</td><td id="xrow16xcol9" valign="top">Key concerns, issues, actions</td></tr>
<tr>
<td id="xrow17xcol1" valign="top">Pilot</td><td id="xrow17xcol2" valign="top">Shareholders</td><td id="xrow17xcol3" valign="top">Money</td><td id="xrow17xcol4" valign="top">Return on Investment</td><td id="xrow17xcol5" valign="top">For +1</td><td id="xrow17xcol6" valign="top">Gain Support</td><td id="xrow17xcol7" valign="top">Team Meeting</td><td id="xrow17xcol8" valign="top">Yes dd/mm/yy</td><td id="xrow17xcol9" valign="top">Key concerns, issues, actions</td></tr>
<tr>
<td id="xrow18xcol1" valign="top">Pilot</td><td id="xrow18xcol2" valign="top">Customers</td><td id="xrow18xcol3" valign="top">Price</td><td id="xrow18xcol4" valign="top">Benefits</td><td id="xrow18xcol5" valign="top">For +1</td><td id="xrow18xcol6" valign="top">Gain Support</td><td id="xrow18xcol7" valign="top">Website</td><td id="xrow18xcol8" valign="top">Yes dd/mm/yy</td><td id="xrow18xcol9" valign="top">Key concerns, issues, actions</td></tr>
<tr>
<td id="xrow19xcol1" valign="top">Pilot</td><td id="xrow19xcol2" valign="top">Union</td><td id="xrow19xcol3" valign="top">Jobs</td><td id="xrow19xcol4" valign="top">Opportunities</td><td id="xrow19xcol5" valign="top">For +1</td><td id="xrow19xcol6" valign="top">Gain Support</td><td id="xrow19xcol7" valign="top">Coffee Chat</td><td id="xrow19xcol8" valign="top">In Progress dd/mm/yy</td><td id="xrow19xcol9" valign="top">Pending</td></tr>
<tr>
<td id="xrow20xcol1" valign="top">Pilot</td><td id="xrow20xcol2" valign="top">Teams</td><td id="xrow20xcol3" valign="top">Work</td><td id="xrow20xcol4" valign="top">Skills</td><td id="xrow20xcol5" valign="top">For +1</td><td id="xrow20xcol6" valign="top">Gain Support</td><td id="xrow20xcol7" valign="top">Team Meeting</td><td id="xrow20xcol8" valign="top">Planned dd/mm/yy</td><td id="xrow20xcol9" valign="top">TBC</td></tr>
</tbody></table>
<p class="bold">Key Points</p>
The key point is, as noted above, managing the message content, media,
style, timing to meet our plans for that person or group. Sometimes the
order in which you tell people can be critical to success which is why
leaks can be so troublesome. The above table is very simplistic, in
truth you may have many people or representatives (more than simply
customers, suppliers, staff, management, public and media), and many
methods or media (more than simply emails, meetings, presentations,
commercials, posters) and many stages or phases (more than simply start
middle, end)
<p class="bold">Comments</p>
I always do this for every project or change and it is often quite a bit
more complex than this. For some large-scale public sector change this
can include hundreds of stakeholders and thousands of messages. When
working on messages we took the following approach to appeal to those
who like brevity and those who like detail. We took effort to match the
right message and level of detail to each person or group according to
their preferences.
<p>
For each topic
</p><ul><li>One PHRASE or sentence that you can say in a lift, or as a sound-bite for TV or media</li><li>One PARAGRAPH or summary that you can say to offer more information, context or detail, usually a follow-up to the above.</li><li>One PAGE or detail that you can explain to demonstrate thinking, feeling, consultation, usually a follow-up to the above.</li><li>One PACK or similar data-bundle or report to detail thinking, feeling, consultation, usually a follow-up to the above</li></ul><br /><p>
</p><p>
</p><p><a href="#top">GoTop</a>
</p><hr /><hr /><p>
</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-38473288241042629622021-03-25T23:12:00.005-07:002021-03-25T23:15:19.737-07:00A MINI COMPENDIUM OF TRUST BY ADAPT CONSULTING<div style="font-family: Lato; font-size: 20px; text-align: left;">There are lots of models and theories out there. Here are some of the ones I like. </div><div style="font-family: Lato; font-size: 20px; text-align: left;"><br /><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#A1"><b>Section 1</b></a> Kantar Model for Trust<br /><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#A2"><b>Section 2</b></a> Tripod Model for Trust<br /><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#A3"><b>Section 3</b></a> Trust Equation<br /><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#A4"><b>Section 4</b></a> The leader–member exchange (LMX) theory of Trust<br /><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#A5"><b>Section 5</b></a> Blanchard ABCD of Trust<br /><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#A6"><b>Section 6</b></a> Iceberg Model of Trust<br /><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#A7"><b>Section 7</b></a> Wendy Hirsch Model of Trust<br /><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#A8"><b>Section 8</b></a> Covey Matrix Model of Trust<br /><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#A9"><b>Section 9</b></a> Head Heart Gut Model of Trust</div><div style="font-family: Lato; font-size: 20px; text-align: left;"><br />I hope I have attributed and named all the models correctly, and I have been careful to include all the links to the resources. I welcome comments or corrections and suggested additions.<br /><br /></div><div style="font-family: Lato; font-size: 20px; text-align: left;">If you are interested in Strategy, Projects, Programmes or Change please contact Tim@AdaptConsultingCompany.com or phone +44(0)7797762051</div><p style="font-family: Lato; font-size: 20px;"></p><p style="font-family: Lato; font-size: 20px;"></p><hr style="font-family: Lato; font-size: 20px;" /><p style="font-family: Lato; font-size: 20px;"></p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A1"></a><p></p><p></p><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">KANTAR MODEL FOR TRUST</h2></div><p><img class="imgcenter" src="https://lh4.googleusercontent.com/WukmX2HoqHyePI5z26gZYeHB7fYTwht1S5kr-0scPpXibUPQdmOqkkjAxOpfGFs3gX_mJUF7MwdoN3YoUHt_RJ8QlvSzf1bRGcgcNF279k1P43a4JcTPOH9W5TQIWZTTzvjECqXn" style="display: block; font-family: Lato; font-size: 20px; margin-left: auto; margin-right: auto; width: 472.438px;" /><span style="font-family: Lato; font-size: 20px;">Kantar's BrandZ has developed a new model of trust to reflect the drivers of trust among today's consumers. ... Traditionally, consumers trusted well-established brands based on two factors. First is proven expertise, the knowledge that the brand will 'do it well,' reliably and consistently over time.</span></p><ul style="font-family: Lato; font-size: 20px;"><li>Integrity</li><li>Identification</li><li>Inclusion</li></ul><h3 style="color: teal; font-family: Lato; font-size: 20px;">Comments on this model</h3><p><span style="font-family: Lato; font-size: 20px;">It is interesting to think about trust in the context of people, things and concepts. To think about what we would expect from a trustworthy person (eg a good boss or leader) a trustworthy product (eg a good car or watch) a trustworthy concepts (eg a waiting list or test or measure). This model which is about brand uses IDENTIFICATION as a key model of trust (I identify with BMW car or Rolex watch) and also INCLUSION (I am a member of this exclusive club, brand, social set). The INTEGRITY ostensibly appears to be about quality.</span></p><p style="font-family: Lato; font-size: 20px;">However the INCLUSION is always balanced by what is excluded. If you are included then someone somewhere must be excluded for inclusion to have any value or meaning. The IDENTIFICATION is also awkward since not everyone will identify with a person, watch, car or waiting. The INTEGRITY is also subjective because in a brand there is a trade-off between price and quality and there are good functional cars and watches that are not BMW or Rolex just as there are people with integrity who may not be Nelson Mandella or Martin Luther King.</p><p style="font-family: Lato; font-size: 20px;">Overall this model of Trust appears to appeal to our sense of self. If it mirrors how we see ourselves then we will trust. If it does not then we will not. So the logic appears to be: If I am part of the gang, and the gang is like me, and consistent with what I value then I will trust.</p><p style="font-family: Lato; font-size: 20px;">This logic means some people will trust KKK or Hitler or Communism or Religion whereas others will not. This is perhaps a flawed model and is more like Cult. I suspect there are very close parallels between Cult and Trust.</p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A2"></a><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">TRIPOD MODEL FOR TRUST</h2></div><p><img class="imgcenter" src="https://www.researchgate.net/profile/Fabio_Calefato/publication/286517714/figure/fig1/AS:306583444705280@1450106597842/Mapping-multidimensional-models-of-trust-antecedents-into-the-Affective-and-Cognitive.png" style="display: block; font-family: Lato; font-size: 20px; margin-left: auto; margin-right: auto; width: 472.438px;" /><span style="font-family: Lato; font-size: 20px;">Mapping multidimensional models of trust antecedents into the Affective and Cognitive dimensions.</span></p><ul style="font-family: Lato; font-size: 20px;"><li>Predictability</li><li>Ability</li><li>Benevolence</li><li>Integrity</li></ul><h3 style="color: teal; font-family: Lato; font-size: 20px;">Comments on this model</h3><p><span style="font-family: Lato; font-size: 20px;">This model is interesting the the comparaison and link between COGNITIVE trust and AFFECTIVE trust. This is useful because some people are trusted because of what they say and think and others for their approach and actions. I may trust Nelson Mandella for his words despite no personal experience of his deeds. I may trust by carer for their ability without necessarily talking to them or even understanding them.</span></p><p style="font-family: Lato; font-size: 20px;">The ABILITY to do something BENEVOLENT driven my moral or professional INTEGRITY does seem to be an appealing formula to which many would subscribe or follow. The idea that is reliable, congruent and timely makes it PREDICTABLE and compelling.</p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A3"></a><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">TRUST EQUATION</h2></div><p><img class="imgcenter" src="https://trustedadvisor.com/public/Equation_Full-1.jpg" style="display: block; font-family: Lato; font-size: 20px; margin-left: auto; margin-right: auto; width: 472.438px;" /><span style="font-family: Lato; font-size: 20px;">Credibility has to do with the words we speak. In a sentence we might say, “I can trust what she says about intellectual property; she’s very credible on the subject.”</span></p><p style="font-family: Lato; font-size: 20px;">Reliability has to do with actions. We might say, “If he says he’ll deliver the product tomorrow, I trust him, because he’s dependable.”</p><p style="font-family: Lato; font-size: 20px;">Intimacy refers to the safety or security that we feel when entrusting someone with something. We might say, “I can trust her with that information; she’s never violated my confidentiality before, and she would never embarrass me.”</p><p style="font-family: Lato; font-size: 20px;">Self-orientation refers to the person’s focus. In particular, whether the person’s focus is primarily on him or herself, or on the other person. We might say, “I can’t trust him on this deal — I don’t think he cares enough about me, he’s focused on what he gets out of it.” Or more commonly, “I don’t trust him — I think he’s too concerned about how he’s appearing, so he’s not really paying attention.”</p><p style="font-family: Lato; font-size: 20px;"></p><h3 style="color: teal; font-family: Lato; font-size: 20px;">Comments on this model</h3><p><span style="font-family: Lato; font-size: 20px;">I do like this model because it acknowledges the observers focus, values, attention and priority. What is in it for me? Or What are the implications for me? Will be a key factor for many people.</span></p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A4"></a><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">THE LEADER–MEMBER EXCHANGE (LMX) THEORY OF TRUST</h2></div><p><img class="imgcenter" src="https://deleaders.pbworks.com/f/1364811647/LMX%20Effects.jpg" style="display: block; font-family: Lato; font-size: 20px; margin-left: auto; margin-right: auto; width: 472.438px;" /><span style="font-family: Lato; font-size: 20px;">The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers.Previous research shows that better LMX results in more resources being available to subordinates and restricted information. Employees in a mobile phone company with better LMX, characterized with a high degree of mutual trust, were more willing to share their knowledge</span></p><h3 style="color: teal; font-family: Lato; font-size: 20px;">Comments on this model</h3><p><span style="font-family: Lato; font-size: 20px;">In simple terms the more we work with people and the closer we work with people (both proximity and values) the more we trust them. We tend to put more trust to people we know more and mistrust people we do not really know or have less experience of.</span></p><p style="font-family: Lato; font-size: 20px;">This suggests simply spending time with people will build trust as much as actually doing something. A regular coffee and catch-up may be more powerful than a favour done. If that coffee and catch-up include social chat about common interests that may be more powerful than a decisive action.</p><p style="font-family: Lato; font-size: 20px;">This can be so powerful that we trust people we know way beyond what is logical according to their skills, qualification or experience. We may trust a friend to advise on something over which they have no expertise simply because we trust them. This is how tricksters and con-men work and how some top jobs go to people who appear to manifestly unqualified for the role, but nonetheless trusted by the people who put them there: eg electing an actor (Regan) or TV celebrity (Trump )to be President of the USA.</p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A5"></a><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">BLANCHARD ABCD OF TRUST</h2></div><p><img class="imgcenter" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg66tkSmPkiuksVnZMTCD7ochIjcdpNYMCuebUjy_F5e6fnYewSQrYJVvZ8Bc-ILj4IybiDkM_i-Hf4ZeOdi_8HMD-yK2aHoxZxmdMkyLFFI8XvM0DmWMqOMyR5pG49ZPqwbLQX0vdq4BXs/s1600/ABCD+TRUST+MODEL.jpg" style="display: block; font-family: Lato; font-size: 20px; margin-left: auto; margin-right: auto; width: 472.438px;" /></p><p style="font-family: Lato; font-size: 20px;">According to Blanchard, there are a number of common elements that decide what trust is. He calls this the ABCD model, in which each letter stands for a word: Ability, Believability, Connectedness and Dependability. Based on these elements, the status of mutual trust in a relationship between people can be determined.</p><h3 style="color: teal; font-family: Lato; font-size: 20px;">Comments on this model</h3><p><span style="font-family: Lato; font-size: 20px;">The ABCD model has the merit of being simple to remember. It does reflect many of the elements already discussed with the other models. I like this because it is practical and transactional: it is instructive of what you can actually do to create trust.</span></p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A6"></a><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">ICEBERG MODEL OF TRUST</h2></div><p><img class="imgcenter" src="https://i.pinimg.com/originals/14/01/86/140186625e0734419fd51e32c40ee635.jpg" style="display: block; font-family: Lato; font-size: 20px; margin-left: auto; margin-right: auto; width: 472.438px;" /><span style="font-family: Lato; font-size: 20px;">To explore the idea of trust as an actual but intangible structure, let’s consider the iceberg metaphor. When you look at an iceberg, only the tip is visible; the greater mass lies out of sight below the surface.</span></p><p style="font-family: Lato; font-size: 20px;">By looking “beneath the surface” of daily events in your organization, you can determine the structures that influence people’s behavior. If we apply this metaphor to understanding trust, the tip is our daily interactions in which we experience varying levels of trust or mistrust (see Peter Senge “The Iceberg Model of Trust” on p. 2).</p><p style="font-family: Lato; font-size: 20px;">These interactions, a series of seemingly unrelated events, are the concrete results of an organization’s climate of trust, which exists in the patterns and structures “below the waterline.”</p><p style="font-family: Lato; font-size: 20px;">One unpleasant encounter may not lead us to feel an overall sense of mistrust. But if the behavior continues over time, it’s likely to undermine relationships and erode trust throughout the organization. (Note that certain events, such as layoffs, are significant enough to be “trust busters” the first time they occur.)</p><p style="font-family: Lato; font-size: 20px;">To determine the degree of trust being transacted during an interaction, you can take the following elements into consideration:</p><ul style="font-family: Lato; font-size: 20px;"><li>The history of interactions between individuals and/or groups (What has happened between them in the past?)</li><li>The literal meaning conveyed through the interaction (What words are being expressed?)</li><li>The inferential meaning conveyed through the interaction (What voice tones, facial expressions, and body language are being used?)</li><li>The result of the interaction (Did one party gain an advantage over or “hurt” the other in some manner?)</li></ul><h3 style="color: teal; font-family: Lato; font-size: 20px;">Comments on this model</h3><p><span style="font-family: Lato; font-size: 20px;">Whilst the ABCD model discussed elsewhere is practical, this Iceberg approach is useful since it references the emotional, sub-conscious elements that influence trust, particularly the daily events or lived experience.</span></p><p style="font-family: Lato; font-size: 20px;">The alignment of what we say and what we do, or what people say and what happens is powerful, whether or not there is a direct or causal link. The meaning or sense-making is in the mind of the follower and so trust may be created or broken simply by the sequence of events, how they are interpreted, understood and their relatedness, irrespective of the historical facts.</p><p style="font-family: Lato; font-size: 20px;">Spin-doctors and tabloid story tellers use this phenomena to great affect and it is how an emperor may parade with no clothes, but not be naked: Because emotional or sub-conscious needs, belief, hope tells us they must be clothed. We trust them because we need to, we want to, to [have a hero (trust) or villain (mis-trust)]. The trust (or mistrust) is projected onto them rather than earned by them.</p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A7"></a><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">WENDY HIRSCH MODEL OF TRUST</h2></div><p><img class="imgcenter" src="https://images.squarespace-cdn.com/content/v1/562ff1e1e4b03e9e3d6a1771/1496679661316-Y5N1GJ5GFN0FDGGAANCW/ke17ZwdGBToddI8pDm48kOyctPanBqSdf7WQMpY1FsRZw-zPPgdn4jUwVcJE1ZvWQUxwkmyExglNqGp0IvTJZUJFbgE-7XRK3dMEBRBhUpyD4IQ_uEhoqbBUjTJFcqKvko9JlUzuVmtjr1UPhOA5qkTLSJODyitRxw8OQt1oetw/trust-influencing-factors.png?format=1000w" style="display: block; font-family: Lato; font-size: 20px; margin-left: auto; margin-right: auto; width: 472.438px;" /><span style="font-family: Lato; font-size: 20px;">Some researchers differentiate between trust, and the things that may inspire or support it, as follows (Colquitt, 2007) :</span></p><ul style="font-family: Lato; font-size: 20px;"><li>Trust: One’s willingness to accept some vulnerability based on expectations of a positive outcome.</li><li>Trust Propensity: One’s general disposition towards relying on others.</li><li>Trustworthiness : Characteristics that inspire or inhibit trust.</li></ul><p><span style="font-family: Lato; font-size: 20px;">There are a variety of ways to look at what makes us trustworthy, but I will focus here on the model put forth by Roger Mayer and colleagues (1995), the merits of which have been supported by a meta-analytical study (Colquitt, 2007). Mayer reviewed other models of trust and identified three characteristics that people often use to evaluate trustworthiness. I’ve adapted them below.</span></p><ul style="font-family: Lato; font-size: 20px;"><li>Ability: Are you “good” at what you do? (Skills, competencies, technical knowledge)</li><li>Benevolence: Are you looking out for my best interests? (Caring, openness, loyalty)</li><li>Integrity: Do you uphold principles that are important to me? Do you do what you say? (Consistency, reliability, fairness)</li></ul><p style="font-family: Lato; font-size: 20px;">Colquitt, Jason A., Brent A. Scott, and Jeffery A. Lepine. "Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance." Journal of Applied Psychology 92.4 (2007): 909-27. Web.</p><p style="font-family: Lato; font-size: 20px;">Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628.</p><p style="font-family: Lato; font-size: 20px;">Mayer, R. C., J. H. Davis, and F. D. Schoorman. "An Integrative Model Of Organizational Trust." Academy of Management Review 20.3 (1995): 709-34. Web.</p><p style="font-family: Lato; font-size: 20px;"></p><h3 style="color: teal; font-family: Lato; font-size: 20px;">Comments on this model</h3><p><span style="font-family: Lato; font-size: 20px;">There is a good blend of the theories in this model. I like Trust Propensity: One’s general disposition towards relying on others, as this builds upon the idea that trust is not earned (by the boss/leader) but gifted (by the follower).</span></p><p style="font-family: Lato; font-size: 20px;">See earlier comments on those that are trusted by the people who put them there: eg electing an actor (Regan) or TV celebrity (Trump )to be President of the USA. Or those we trust because we have a propensity to trust a policeman in uniform, a surgeon in scrubs or a pilot with braiding or a researcher with a clipboard.</p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A8"></a><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">COVEY MATRIX MODEL OF TRUST</h2></div><p><img class="imgcenter" src="https://i.pinimg.com/originals/0e/39/07/0e3907b7d975dfcc7555ea45f330eeb6.jpg" style="display: block; font-family: Lato; font-size: 20px; margin-left: auto; margin-right: auto; width: 472.438px;" /></p><ul style="font-family: Lato; font-size: 20px;"><li>Talk Straight</li><li>Demonstrate Respect</li><li>Create Transparency</li><li>Right Wrongs</li><li>Show Loyalty</li><li>Deliver Results</li><li>Get Better</li><li>Confront Reality</li><li>Clarify Expectation</li><li>Practice Accountability</li><li>Listen First</li><li>Keep Commitments</li><li>Extend Trust</li></ul><h3 style="color: teal; font-family: Lato; font-size: 20px;">Comments on this model</h3><p><span style="font-family: Lato; font-size: 20px;">The value of this model is that it suggests the many elements that might make-up trust. If trust were a wall of bricks it is possible that some bricks could be missing but the wall would still serve its purpose. However WHAT is missing and WHERE could be a window, a door or the cause for collapse.</span></p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A9"></a><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">HEAD HEART GUT MODEL OF TRUST</h2></div><p><img class="imgcenter" src="https://www.liveyourmessage.com/wp-content/uploads/2017/04/3-Yeses-Branding-Process.jpg" style="display: block; font-family: Lato; font-size: 20px; margin-left: auto; margin-right: auto; width: 472.438px;" /></p><h3 style="color: teal; font-family: Lato; font-size: 20px;">Comments on this model</h3><p><span style="font-family: Lato; font-size: 20px;">I like the heart, heart and gut considerations of trust because as we have seen in the discussion of the previous models it is not about logic, emotion or instinct, it is not about action, attitude or need, it is not about behaviour, style or desire but a complex synthesis of all of these factors and as much about the follower (trustee) as the leader (trusted).</span></p><div class="boxheader" style="background-color: teal; border-style: solid; border-width: thin; color: white; font-family: Lato; font-size: 20px; margin: 100px auto auto; padding: 10px; width: 708.656px;"><a name="A10"></a><h2 style="font-size: 22px; text-align: center; text-transform: uppercase;">CONCLUSION</h2></div><p><br style="font-family: Lato; font-size: 20px;" /><span style="font-family: Lato; font-size: 20px;">I suspect TRUST is heavily linked to our ability to INFLUENCE and people's experience of what we DELIVER</span><br style="font-family: Lato; font-size: 20px;" /><br style="font-family: Lato; font-size: 20px;" /><span style="font-family: Lato; font-size: 20px;">7 WAYS TO INFLUENCE</span><br style="font-family: Lato; font-size: 20px;" /><span style="font-family: Lato; font-size: 20px;">Do it…</span></p><ul style="font-family: Lato; font-size: 20px;"><li>Because you like me, and you’re like me</li><li>Do it to reciprocate, repay past or future debt or promise</li><li>Do it because everyone else is doing it</li><li>This offer is good for a limited time only</li><li>Do it to be consistent, with past, with values, with type</li><li>You can believe me, I’m an authority</li><li>Do it or else</li></ul><p style="font-family: Lato; font-size: 20px;"><br />7 WAYS TO AVOID NEGATIVE INFLUENCE<br />No, because...</p><ul style="font-family: Lato; font-size: 20px;"><li>I like you, but I don’t like this proposal</li><li>Is this a favour? Are you looking for something in return?</li><li>Just because everyone else is doesn’t mean..</li><li>If I don’t have time to think, I don’t have time to buy</li><li>I need to think about what I want, and be consistent with that</li><li>If I were you I might, but I’m not you</li><li>Please explain the “or else” slowly so I fully understand</li></ul><p style="font-family: Lato; font-size: 20px;">WHAT MANAGERS OR LEADERS SHOULD DELIVER</p><p style="font-family: Lato; font-size: 20px;">The following six questions should be answered YES (and if they are not, your job is to do whatever it takes to make the anser YES)</p><p style="font-family: Lato; font-size: 20px;"></p><ul style="font-family: Lato; font-size: 20px;"><li>I know what is expected of me at work</li><li>I have the materials and equipment I need to do my job right</li><li>I have the opportunity to do what I do best every-day</li><li>In the last 7 days I have received recognition or praise for doing good work</li><li>Someone at work encourages my development</li><li>At work, my opinions count</li></ul><p style="font-family: Lato; font-size: 20px;"></p><p style="font-family: Lato; font-size: 20px;">I think TRUST exists in the delivery of the above</p><p style="font-family: Lato; font-size: 20px;"></p><p style="font-family: Lato; font-size: 20px;"></p><h3 style="color: teal; font-family: Lato; font-size: 20px;">Further Reading References or Resources</h3><p style="font-family: Lato; font-size: 20px;"><a href="https://www.brandz.com/articlenew/new-models-of-trust" target="_BLANK">https://www.brandz.com/articlenew/new-models-of-trust</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://trustedadvisor.com/why-trust-matters/understanding-trust/understanding-the-trust-equation" target="_BLANK">https://trustedadvisor.com/why-trust-matters/understanding-trust/understanding-the-trust-equation</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://www.semanticscholar.org/paper/Ethical-Leadership-and-Leader-Member-Exchange-(LMX)-%C5%A0ejla/16df3857529a7cfc0fb3f7d0caf6e05620637c18" target="_BLANK">https://www.semanticscholar.org/paper/Ethical-Leadership-and-Leader-Member-Exchange-(LMX)-%C5%A0ejla/16df3857529a7cfc0fb3f7d0caf6e05620637c18</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://en.wikipedia.org/wiki/Leader%E2%80%93member_exchange_theory" target="_BLANK">https://en.wikipedia.org/wiki/Leader%E2%80%93member_exchange_theory</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://www.kantar.com/inspiration/brands/can-trust-carry-brands-through-good-times-and-bad/" target="_BLANK">https://www.kantar.com/inspiration/brands/can-trust-carry-brands-through-good-times-and-bad/</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://www.mindtools.com/pages/article/leader-member-exchange.htm" target="_BLANK">https://www.mindtools.com/pages/article/leader-member-exchange.htm</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://www.kenblanchard.com/Products-Services/Building-Trust" target="_BLANK">https://www.kenblanchard.com/Products-Services/Building-Trust</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://www.advancewithava.com/avaaid" target="_BLANK">https://www.advancewithava.com/avaaid</a></p><p style="font-family: Lato; font-size: 20px;"><a href="http://bioss.com/gillian-stamp/the-tripod-of-work/" target="_BLANK">http://bioss.com/gillian-stamp/the-tripod-of-work/</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://thesystemsthinker.com/trust-as-a-systemic-structure-in-our-organizations/" target="_BLANK">https://thesystemsthinker.com/trust-as-a-systemic-structure-in-our-organizations/</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://wendyhirsch.com/blog/how-to-build-trust-on-your-implementation-team" target="_BLANK">https://wendyhirsch.com/blog/how-to-build-trust-on-your-implementation-team</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://www.leadershipnow.com/CoveyOnTrust.html" target="_BLANK">https://www.leadershipnow.com/CoveyOnTrust.html</a></p><p style="font-family: Lato; font-size: 20px;">There are hundreds more... if you find a particularly good resource let me know! <a href="mailto:Tim@AdaptConsultingCompany.Com" style="color: teal; font-family: Caveat; font-size: 22px; font-weight: bold;">Tim@AdaptConsultingCompany.Com</a></p><p style="font-family: Lato; font-size: 20px;"><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#top">GoTop</a></p><hr style="font-family: Lato; font-size: 20px;" /><hr style="font-family: Lato; font-size: 20px;" /><p style="font-family: Lato; font-size: 20px;"></p><h2 style="background-color: teal; color: white; font-family: Lato; font-size: 22px; text-align: center; text-transform: uppercase;">CONTACT</h2><p style="font-family: Lato; font-size: 20px;">If you are interested in Strategy, Projects, Programmes or Change please contact Tim@AdaptConsultingCompany.com or phone +44(0)7797762051</p><p style="font-family: Lato; font-size: 20px;"><img id="myImg2" name="myImg2" src="http://www.adaptconsultingcompany.com/tools/photo1.svg" style="float: right;" width="200" /></p><p style="font-family: Lato; font-size: 20px;"><br />Tim HJ Rogers MBA CITP<br />CONSULTANT MENTOR COACH<br />Mob 447797762051<br />Tim@AdaptConsultingCompany.com<br /><br /><br />Adapt Consulting Company<br />Consult CoCreate Deliver<br />#People > #Process > #Plans > #Progress > #Performance<br /></p><p style="font-family: Lato; font-size: 20px;"></p><p style="font-family: Lato; font-size: 20px;"><a href="https://www.adaptconsultingcompany.com/change/compendium%20trust%20models%20and%20theories.html#top">GoTop</a></p><hr style="font-family: Lato; font-size: 20px;" /><hr style="font-family: Lato; font-size: 20px;" />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-59727686998450893482021-03-25T22:59:00.002-07:002021-03-25T22:59:07.052-07:00THE 10 COMPONENTS OF A THINKING ENVIRONMENT <p> </p><p> THE 10 COMPONENTS OF A THINKING ENVIRONMENT – NANCY KLINE<br /><br />The quality of everything we do depends on the quality of the thinking we do first<br /><br />The quality of our thinking depends on the way we treat each other while we are thinking<br /><br />The
ten behaviours that generate the finest thinking, and have become known
as The Ten Components of a Thinking Environment, are: Attention,
Equality, Ease, Appreciation, Encouragement, Feelings, Information,
Diversity, Incisive Questions, Place.<br /><br />1. Attention: listening with palpable respect and genuine interest, and without interruption<br />2. Equality: treating each other as thinking peers; giving equal turns and attention; keeping boundaries and agreements<br />3. Ease: offering freedom from internal rush or urgency<br />4. Appreciation: practising a 5:1 ratio of appreciation to challenge<br />5. Encouragement: giving courage to go to the cutting edge of ideas by moving beyond internal competition<br />6. Feelings: allowing sufficient emotional release to restore thinking<br />7. Information: supplying the facts; recognising social context; dismantling denial<br />8. Difference: welcoming diverse group identities and diversity of thinking<br />9. Incisive Questions: removing untrue assumptions that limit our ability to think for ourselves well<br />10. Place: creating a physical environment that says back to people, ‘You matter’<br /><br />Source:<br />https://www.resultcic.com/Downloads/resources/Kline_10_Components_of_a_Thinking_Environment.pdf<br /><br /><br />ATTENTION<br />Attention is an act of creation<br /><br />The
quality of our attention determines the quality of other people’s
thinking. Attention, driven by the promise of no interruption, and by
respect and interest in where people will go with their thinking, is the
key to a Thinking Environment. Attention is that powerful. It generates
thinking. It is an act of creation.<br /><br />Attention: listening with palpable respect and genuine interest, and without interruption<br /><br />EQUALITY<br />Even in a hierarchy people can be equal as thinkers<br /><br />In
a Thinking Environment everyone is valued equally as a thinker.
Everyone gets a turn to think out loud and a turn to give attention. To
know you will get your turn to speak makes your attention more genuine
and relaxed. It also makes your speaking more succinct.<br /><br />Equality
keeps the talkative people from silencing the quiet ones. And it
requires the quiet ones to contribute their own thinking. The result is
high quality ideas and decisions.<br /><br />Equality: treating each other as thinking peers; giving equal turns and attention; keeping boundaries and agreements<br /><br />EASE<br />Ease creates; urgency destroys<br /><br />Ease, an internal state free from rush or urgency, creates the best conditions for thinking.<br /><br />But
Ease, particularly in organisations and through the ‘push’ aspect of
social networking, is being systematically bred out of our lives. if we
want people to think well under impossible deadlines and inside the
injunctions of ‘faster, better, cheaper, more,’ we must cultivate
internal ease.<br /><br />Ease: offering freedom from internal rush or urgency<br /><br />APPRECIATION<br />The human mind works best in the presence of appreciation<br /><br />In life we learn that to be appreciative is to be naïve, whereas to be critical is to be realistic.<br />In
discussions, therefore, we focus first, and sometimes only, on things
that are not working. Consequently, because the brain requires
appreciation to work well, our thinking is often specious.<br /><br />The
Thinking Environment recognises the right ratio of appreciation to
challenge so that individuals and groups can think at their best.<br /><br />Appreciation: practicing a 5:1 ratio of appreciation to challenge<br /><br />ENCOURAGEMENT<br />To be ‘better than’ is not necessarily to be ‘good’<br /><br />To
compete does not ensure certain excellence. It merely ensures
comparative success. Therefore, competition between thinkers can be
dangerous. It can keep their attention on each other<br />as rivals, not on the huge potential for each to think courageously for themselves.<br /><br />A
Thinking Environment prevents internal competition among colleagues,
replacing it with a wholehearted, unthreatened search for good ideas.<br /><br />Encouragement: giving courage to go to the cutting edge of ideas by moving beyond internal competition<br /><br />FEELINGS<br />Unexpressed feelings can inhibit good thinking<br /><br />Thinking
stops when we are upset. But if we express feelings just enough,
thinking re-starts. Unfortunately, we have this backwards in our
society. We think that when feelings start, thinking stops. When we
assume this, we interfere with exactly the process that helps a person
to think<br />clearly again.<br /><br />If instead, when people show signs of feelings, we relax and welcome them, good thinking will resume.<br /><br />Feelings: allowing sufficient emotional release to restore thinking<br /><br />INFORMATION<br />Full and accurate information results in intellectual integrity<br />Recognising our collective social context creates psychological safety<br />Facing what we have been denying leads to better thinking<br /><br />We
base our decisions on information all of the time. When the information
is incorrect or limited, the quality of our thinking suffers. Whereas,
accurate and full information provides the path to good independent
thinking.<br /><br />Similarly, dismantling denial is often the first step to independent thinking.<br /><br />Information: supplying the facts; recognising social context; dismantling denial<br /><br />DIFFERENCE<br />The
greater the diversity of the group, and the greater the welcoming of
different points of view, the greater the chance of accurate,
cutting-edge thinking<br /><br />Reality is diverse. Therefore, to think well we need to be in as real, as diverse, a setting as possible.<br /><br />We
need to be surrounded by people from many identity groups, and we need
to know that there will be no reprisal for thinking differently from the
rest of the group.<br /><br />Difference: welcoming diverse group identities and diversity of thinking<br /><br />INCISIVE QUESTIONS<br />A wellspring of good ideas lies just beneath an untrue limiting assumption <br />An Incisive Question will remove it, freeing the mind to think afresh<br /><br />The
key block to high-quality independent thinking is an untrue limiting
assumption, lived as true. To free the mind, therefore, we need to know
how to construct an Incisive Question, a tool of unbelievable precision
and power.<br /><br />Incisive Questions: removing untrue assumptions that limit our ability to think for ourselves well<br /><br />PLACE<br />When the physical environment affirms our importance, we think more clearly and boldly<br />When our bodies are cared for and respected, our thinking improves<br /><br />Thinking
Environments are places that say back to people, ‘You matter.’ People
think at their best when they notice that the place reflects their value
to the people there and to the event.<br /><br />And because the first place of thinking is the body, it needs to be in a condition that says to us as thinkers, ‘You matter’.<br /><br />In these ways, Place is a silent form of appreciation.<br /><br />Place: creating a physical environment that says back to people, ‘You matter’<br /><br />Source:<br />https://www.timetothink.com/thinking-environment/the-ten-components/<br /><br /><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-64539040856232890502021-03-25T05:50:00.002-07:002021-03-25T06:03:47.664-07:00WHAT MAKES A HIGH PERFORMING TEAM?<p><br />WHAT IS A TEAM?<br /><br />Is it your peer-group of equals? Is it the people for whom your are the leader, manager, boss? Is it the community, club, clique, company, or profession to which you belong or identify? This may be a simple answer, or you may find you have several relationships with different teams with similar or dissimilar aims, objectives and expectations. Example: You might be a member of the Accounts Team, the Leadership Team, the Change Team and feel pulled in different directions as a result.<br /><br />I think that Seth Godin's book Tribe sets a neat way to encapsulate the key elements of a team, as a tribe.<br /><br />A tribe is a group of people connected to one another, connected to a leader, and connected to an idea.<br />A group needs only two things to be a tribe: a shared interest and a way to communicate.<br />Tribes need leadership. Sometimes one person leads, sometimes more. People want connection and growth and something new. They want change.<br /><br />It should be possible to create a tribe that has its own....<br /><br />1. Stories and Myths<br />2. Rituals and Routines<br />3. Symbols<br />4. Control Systems<br />5. Organisation Structures<br />6. Power Structures<br /><br />Be aware however that what unites a team (goal, values, location, education, profession culture) also divides or separate it from others. So whatever we do to unite against a foe, enemy, rival may create an unhealthy simplification, conflict and personalisation against the other team(s) even within the same organisation. For example Microsoft versus Apple may be seen as healthy team rivalry but Sales and Marketing Team versus Compliance Team may not!<br /><br />PICK THE RIGHT PEOPLE AND CULTIVATE DIVERSITY <br /><br />Having 5 Accountants and nobody from IT, HR, Sales and Marketing, Operations, Compliance is bound to compromise the strength of the group. When two people always agree, one of them isn't necessary. So the strongest teams have diversity and some challenge, they can debate and reach consensus and play to each-others' strengths. This is the value of Belbin Team Types and a good mix of DISC or MBTI personality types. <br /><br />Belbin Team Types<br /><br />The Monitor Evaluator (thought-oriented)<br />The Specialist (thought-oriented)<br />The Plant (thought-oriented)<br />The Shaper (action-oriented)<br />The Implementer (action-oriented)<br />The Completer/Finisher (action-oriented)<br />The Coordinator (people-oriented)<br />The Team Worker (people-oriented)<br />The Resource Investigator (people-oriented)<br /><br />MAKE THE TEAM THE RIGHT SIZE AND KEEP THEM CLOSE<br /><br />We know from the Dunbar Number that small teams work well, and beyond a certain size teams will fragment into sub-teams. We also know that 5 people in a team have 10 relationships (each with each-other in various combinations) but 7 people in a team have 21 relationships. So it is clear smaller teams are better for communication, cohesion and collaboration. Add to this the Allen Curve that predicts that proximity is the key (you get on with people closest to you, and whom you see the most) and it is clear that team size and location (or connectedness) is critical<br /><br />CREATE THE ENVIRONMENT WHERE SUCCESS IS INEVITABLE<br /><br />I have long been a fan of the saying, "We create the environment where success is inevitable" which apparently was written on poolside where Adrian Moorhouse was training as an Olympic Swimmer, and which we has carried into his consulting business Lane4.<br /><br />This motivated me when I was Athlete Representative for the 2014 Commonwealth Games. I started thinking about how do I create an environment where athletes can excel. I based my ideas around Robert Dilts model "I can do that here"<br /><br />I – Is about me, myself, my core belief, my talent. (Individual)<br />Can – Is about capability, competence, and capacity. (Belief)<br />Do – Is about action, permission, freedom, responsibility. (Capability)<br />That – Is about values, culture and behaviour. (Behaviour)<br />Here – Is about place, environment and timing. (Environment)<br /><br />My approach being that by setting up the right Environment (space, kit, sights, sounds, access, privacy) and modelling the right Behaviour (habits, routines, mottos, greetings, language) we can set-up the right conditions for people to focus on Capability (practice, drills, functions, supported by data, video, feedback) and Belief (coaching, mentoring, psychology). And all this will inform, support, nurture and liberate that person to be the very best they can. <br /><br />CHECK PEOPLE HAVE EVERYTHING THEY NEED TO PERFORM<br /><br />6 Questions to determine successful leadership: your job is to make sure that the answer to each of these questions is YES<br /><br />I know what is expected of me at work<br />I have the materials and equipment I need to do my job right<br />I have the opportunity to do what I do best every-day<br />In the last 7 days I have received recognition or praise for doing good work<br />Someone at work encourages my development<br />At work, my opinions count<br /><br />HELP PEOPLE BE AND STAY IN THE ZONE<br /><br />In positive psychology, a flow state, also known colloquially as being in the zone, is the mental state in which a person performing some activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by the complete absorption in what one does, and a resulting transformation in one's sense of time. Schaffer (2013) proposed seven flow conditions:<br /><br />Knowing what to do<br />Knowing how to do it<br />Knowing how well you are doing<br />Knowing where to go (if navigation is involved)<br />High perceived challenges<br />High perceived skills<br />Freedom from distractions<br /><br /><br />SO WHAT GOES WRONG? WHAT UNDERMINES A HIGH PERFORMING TEAM?<br /><br />Absence of Trust: When team members are unable to show their weakness, resulting in being reluctant to be vulnerable and being open with one another. Team members will be afraid of admitting their mistakes and will be unwilling to ask for help.<br /><br />Fear of Conflict: Lack of trust results in fear of conflict which in turn results in team members incapable of engaging in debates or openly voicing their opinions. The team completely avoids conflicts which results in inferior results.<br /><br />Lack of Commitment: Fear of conflict results in lack of commitment. As team members have not bought into the decisions, they don’t feel committed to the same which resulting in an environment where ambiguity prevails.<br /><br />Avoidance of Accountability: Lack of commitment results in team members not making each other accountable. If one has not bought into the decision, they won’t make their peers too accountable.<br /><br />Inattention to Results: If the team members don’t feel accountable, they put their own needs [ego, recognition, career development etc.] ahead of the team goals. This results in team loosing sight and the company suffers.<br /><br /><br />IF THERE IS ONE MAGIC INGREDIENT - WHAT IS IT?<br /><br />Google Spent Years Studying Effective Teams. What matters isn't so much who's on your team, but rather how the team works together. So what was the most important factor contributing to a team's effectiveness? It was psychological safety - TRUST<br /><br />Google describes it this way: In a team with high psychological safety, teammates feel safe to take risks around their team members. They feel confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea.<br /><br />Key Elements<br /><br />1. Listen first.<br />2. Show empathy.<br />3. Be authentic.<br />4. Set the example.<br />5. Be helpful.<br />6. Disagree and commit.<br />7. Be humble.<br />8. Be transparent.<br />9. Commend sincerely and specifically. <br /><br />HOW BEST CAN YOU INTRODUCE TRUST <br /><br />You can introduce psychological safety through Coaching and Mentoring. Creating a safe environment for people to think and feel. For people to express ideas and share thoughts. Coaching is a process that aims to improve performance and focuses on the 'here and now' rather than on the distant past or future. Good coaches believe that the individual always has ideas and opportunities to resolve whatever is holding them back but understands that they may need help to define their goals, set their path, and achieve their success. Coaching is about listening, reflecting, asking questions and unlocking people and teams potential.<br /><br /><br />Tim HJ Rogers MBA CITP <br />PROJECTS, PROGRAMMES and CHANGE / CONSULTANT MENTOR COACH<br /><br />Adapt Consulting Company <br />Consult CoCreate Deliver<br />Mob +447797762051 Tim@AdaptConsultingCompany.com<br />https://www.linkedin.com/in/timhjrogers/<br />https://www.adaptconsultingcompany.com/<br /><br /><br />References <br /><br />Flow<br />https://en.wikipedia.org/wiki/Flow_(psychology)<br /><br />Leadership Series - How To Create The Perfect Team And Circumstances For Project Success <br />https://adaptconsultingcompany.blogspot.com/2020/01/leadership-series-how-to-create-perfect.html<br /><br /> Building Team Jersey – thoughts for Commonwealth Games 2014 <br />https://projectspeoplechange.blogspot.com/2014/01/building-team-jersey-thoughts-for.html<br /><br />Belbin Team Types<br />https://www.indeed.com/career-advice/career-development/belbin-team-roles<br /><br /> DISC or MBTI personality types<br /> https://blog.discinsights.com/disc-profile-compared-to-the-myers-briggs-test<br /> <br />Allen Curve<br />https://en.wikipedia.org/wiki/Allen_curve<br /><br />Group-size and Relationships<br />https://slideplayer.com/slide/7286963/24/images/15/Group+Size+and+Relationships.jpg<br /><br />Dunbar Number<br />https://en.wikipedia.org/wiki/Dunbar%27s_number</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-69999290644985993432021-03-24T04:45:00.006-07:002021-03-24T04:45:38.501-07:00 PRODUCT LICENSING - SOME USEFUL GUIDANCE<p> PRODUCT LICENSING - SOME USEFUL GUIDANCE<br /><br />So you have a genius idea for a new product that you believe will make you rich. But how do you bring your idea to life?<br /><br />Your options fall into three categories: Start a company, and then make and sell the product; license your idea to a business with the ability to manufacture and distribute your product; or submit your idea to a crowdsourcing platform. Each has its pros and cons, but the most successful and easiest option is to get your idea licensed. This offers the most potential return on investment and has the greatest chance for success.<br /><br />Source (Read more here)<br />https://www.entrepreneur.com/article/230557<br /><br />Licensing involves obtaining permission from a company (licensor) to manufacture and sell one or more of its products within a defined market area. The company that obtains these rights (the licensee) usually agrees to pay a royalty fee to the original owner.<br /><br />What does a typical licensing agreement cover?<br /><br />Subject Matter of the Agreement—may be (1) patent, (2) copyright, (3) trademark, (4) industrial design, (5) trade secret (know-how, technology, experience, etc.)<br />Granting of Rights—defines what licensor is transferring to licensee<br />Licensor's Obligation—sets out how transfer is to take place in terms of assistance, support, training and co-operation<br />Licensee's Obligation—sets out financial requirements, guarantees of licensee, secrecy, costs, etc.<br />License Fee—fee paid to licensor on signing agreement<br />Royalty—ongoing share of proceeds paid to licensor for the rights. May be a lump sum, or percentage of proceeds or amount per unit sold, etc., usually a minimum royalty is required.<br />Term—how long the agreement is to last<br />Designated Area and Exclusivity—define manufacturing and marketing area of license<br />Termination—describes rights of both licensor and licensee to terminate agreement<br />Guarantees—licensor will normally not guarantee the results of using the rights granted. The licensee may be required to provide warranties, public liabilities, etc.<br /><br />What is the procedure if you or your company has a product to license to others?<br /><br />As a licensor, you will be expected to provide the legal agreement that will ensure both parties are fully aware of their respective rights and responsibilities, over and above simply determining royalties. Good legal advice is usually required to negotiate such things as:<br /><br />exclusive rights to the invention;<br />territories allocated;<br />what exactly is being licensed (technology transfer, engineering specs, use of trademark);<br />who pays for obtaining patents in licensed territories;<br />are future improvements to the product included under the license;<br />what resources are available if the licensee is late on payments;<br />can either party transfer rights under the agreement to another party;<br />who bears liability resulting from injuries sustained from the product; and<br />what are termination provisions of the agreement.<br /><br />Determining an acceptable royalty rate for a product is difficult, as there is no quick-fix percentage that can be applied as a general measure. Although rates ranging from 3% to 8% of net sales are common, each licensing agreement is unique and the only consensus that matters with respect to royalty rates is the one that occurs between the licensor and the licensee as a result of negotiations.<br /><br />Several factors that may influence the potential royalty rate of a licensed product include:<br /><br />if the product is already patented;<br />is the product "market ready"; and<br />does the licensor have a track record of successful products.<br /><br />Source (Read more here)<br />https://www.infoentrepreneurs.org/en/product-licensing/<br /><br /><br />Some companies prefer to buy the intellectual property outright in one lump sum—as with Ikea, for example. This is more of a gamble for the licensee, but saves the administrative hassle of calculating and cutting royalty checks, as well as the risk and cost of potential contract re-negotiation or disputes with the licensor (you). But with this risk comes the reward of saving all the royalties they would have paid out if the product proved particularly successful. Some companies like OXO consider both the royalty and cash-buyout options.<br /><br />I am going to focus however on the most common approach—royalties-only.<br /><br />Young designers often gasp when hearing that a good royalty rate might be 5% of wholesale cost (around 2% of retail price)—"but it is MY idea!" Seasoned designers understand that a designed product (not to mention one that is not engineered, sourced, and fully developed and tested) is but a small part of the business equation. While important, good product design needs so much more to be a lasting commercial success. At the heart of the numbers is the issue of risk. Designers, in most cases, have very little to lose beyond their time and relatively small development costs. In the business world, the bigger risk-takers earn the bigger the rewards<br /><br />I advocate designers getting into the game of novel functionality, rather than just form (or secondarily producing form that can be well protected through design patents). If designers can produce robust intellectual property, they have access to a greater pay out, Enforcement of patents, however, is problematic, as litigation is, as my attorney puts it, "the sport of kings." Luckily for more traditional product design, as opposed to information technology and electronica, disruption by patent trolls is less problematic. <br /><br />Royalty rates vary per industry, but a good rule of thumb is between 2-3% on the low end, and 7-10% on the high end. I have licensed consumer products for as low as 3% and as high as 7%, with 5% being the most common and a generally fair number. But 5% of what? Usually this percentage is on wholesale cost, often "net sales" for the manufacturer. This is not the price tag in the store, but is often less than half of this—40% is pretty typical with larger retailers. (So, $10 retail price tag is sold at a wholesale price of $4; the retailer has a "60% margin").<br /><br />You should probably not expect more than 3-4 years of strong royalty checks for a given product before sales begin to slide. If a product is successful, you are assured of sales dilution from knock-offs or derivations that quickly follow. The other time element to consider is the wait for your first royalty check after signing a licensing agreement. Plan on 1-1/2 to 2 years, if at all. <br /><br />Source (Read more here)<br />https://www.core77.com/posts/23366/Product-Licensing-101-So-Lets-Talk-Money<br /><br /><br />Tim HJ Rogers MBA CITP <br />PROJECTS, PROGRAMMES and CHANGE / CONSULTANT MENTOR COACH<br />Adapt Consulting Company <br />Consult CoCreate Deliver<br />Mob +447797762051 Tim@AdaptConsultingCompany.com<br />https://www.linkedin.com/in/timhjrogers/<br />https://www.adaptconsultingcompany.com/<br /><br />REFERENCES <br /><br />https://www.core77.com/posts/23366/Product-Licensing-101-So-Lets-Talk-Money<br />https://www.infoentrepreneurs.org/en/product-licensing/<br />https://startupnation.com/start-your-business/small-business-expert-advice/10-tips-for-landing-a-product-licensing-deal/<br />https://www.entrepreneur.com/article/230557<br />https://greenlightrights.com/blog/2019-01-31-what-is-product-licensing-merchandise-licensing-and-product-licensing-explained/<br /><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-26519608701459622422021-03-23T04:18:00.005-07:002021-03-23T04:19:36.517-07:00 WHICH IS MORE IMPORTANT GREAT TEAMS OR GREAT LEADERSHIP?<p> WHICH IS MORE IMPORTANT GREAT TEAMS OR GREAT LEADERSHIP?<br /><br />I had an opportune moment to catch-up with a multi-award winning CEO the other day and we chatted about leadership, teams and change. I won't name them (they may not agree with my article) but I am happy for them to post comments or feedback on my reflections from the conversation.<br /><br />I long time ago I lost an argument and learned something valuable. I was advocating the importance of good teachers and great teaching. My interlocutor, married to a teacher, disagreed and asked me: "When you had a problem or was unsure of something, who did you ask first?". I then immediately understood the value of peer-groups and the power of culture and belonging. <br /><br />Teachers and Leaders are important, but in most cases it is your friends, family, colleagues, community and culture that shape your values, beliefs and behaviours rather than the leader. Nonetheless awards and accolades are always for Leadership and courses, programmes, and pithy aphorisms are inevitably about celebrated leadership.<br /><br />My CEO friend is no shrinking violet. They are bold, with strong conviction, direct style and unequivocal: Exactly the type who so long as their business is successful will win awards. Moreover their vision and drive has no-doubt contributed to the business success. So I was surprised when they modestly said that culture is not about the leadership but about the team.<br /><br />We touched on covid and lock-down and the impact that this has had on people, motivation and a sense of belonging and community that is ostensibly compromised at best or lost entirely when people are isolated from their working community. There is no serendipity, banter or indeed innovation when every action is deliberate phone, ms-teams or zoom call for a specified purpose. <br /><br />This is of course off-set by those who do create channels and opportunities to look out for each-other, colleagues, welfare and maintain their engagement with then team, organisation and purpose. But even this is a deliberate action lacking the informality and spontaneity that the past hallmark of collaborative culture.<br /><br />My CEO friend made the good and logical point that cohesive teams can perform outstandingly well in very difficult circumstances because of their bonds with each-other rather than any form of allegiance to the leader. This is well observed, and it is a great leader who understands and takes action to create the environment where this can happen.<br /><br />If you are interested in projects, change, culture or coaching email me tim@adaptconsultingcompany.com I am happy to have a coffee and a conversation to share ideas on what might be helpful to your people, teams, projects and organisation.<br /><br />Tim Rogers<br />MBA (Management Consultancy) & Change Practitioner <br />ICF Trained Coach IoD Business Mentor<br />https://www.adaptconsultingcompany.com/coaching-and-mentoring/<br /><br /><br /><br /><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-51188850392708044342021-03-10T02:51:00.010-08:002021-03-10T03:15:32.676-08:00SOME IDEAS AND LESSONS FROM COMMISSIONING BIG PROJECTS AND DELIVERY PARTNERS<p>SOME IDEAS AND LESSONS FROM COMMISSIONING BIG PROJECTS AND DELIVERY PARTNERS<br /><br />The Government has conceded that it significantly underestimated the cost and scope of its largest ever IT project when it was launched last year - with the total now around £35m over the original budget.<br /><br />Source:<br />https://www.bailiwickexpress.com/jsy/news/cost-major-government-it-project-more-doubles/#.YEikHObLcYJ
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<br/>The Integrated Technology Solution (ITS) Programme will implement an integrated solution that will replace the current Finance, Procurement and Commercial, People Services and Payroll systems. The Integrated Technology Solution programme is a critical foundation for the wider modernisation. Crucially, it enables cross-department collaboration benefits and efficiencies and acts as a backbone and core enabler for the other elements of government transformation.The new solution can capture 15 years of advancement – transforming the way staff and customers interact – including greater self-service, mobile working and automation of routine tasks.
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<br/>Key objectives include:
<br/>✓ Supports modernisation of Government
<br/>✓ Cloud hosted and supported for future proofing
<br/>✓ Easy and intuitive to use
<br/>✓ No customisations
<br/>✓ Mobile enabled
<br/>✓ Scalable for the future
<br/>✓ Greater accessibility of GoJ services by citizens and businesses.
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<br/>New, simplified and standard ways of working are essential. The changes cover the following areas:
<br/>✓ Attract, recruit and onboard talent
<br/>✓ Improve how we procure goods and services
<br/>✓ Improve how we manage our relationships with suppliers
<br/>✓ Streamline how we make and receive payments
<br/>✓ Understand our data and make informed decisions
<br/>✓ Provide greater self-service opportunities.
<br /><br />I note that the Comptroller and Auditor General (C&AG) has said...Another key focus [ for the C&AG] in 2020 is the commencement of the programme for an Integrated Technology Solution (ITS) for finance, payroll, human resources and procurement systems.<br /><br />Source:<br />https://www.jerseyauditoffice.je/wp-content/uploads/2020/05/Project-Specification-ICT-Could-Implementation-22-May-2020.pdf<br /><br />I would be interested to see the outcome of the C&AG Review and the findings of the Public Accounts Committee. What can we learn from e-Gov and ITS and how confident can we be if it is £35m over the original ostensibly before the project has really got started.</p>
Here are some tips I have picked up from various sites
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<p/><h3>1 Articulated Business Vision</h3>
The organisation has clearly articulated specific business objectives it will achieve once the solution has been implemented.
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CLARITY OF VISION
The ‘vision’ for the organisation is clear, understood and agreed by the team members.
<p/>OBJECTIVES ARE CLEAR
The business objectives for the organisation fully align to the ‘vision’ and are understood by the team members.
<p/>EXPLICIT STRATEGY
There is a clearly articulated business strategy that outlines how the objectives will be delivered by the business as a whole.
<p/>BUSINESS CASE/ROI
The business case and ROI for the relationship/project has been quantified and clearly articulates the benefits realisation process aligned to the objectives.
<p/>OBJECTIVE STATUS
Each objective has a clear status of (1) Aspiration [blue-sky thinking], (2) Shaped [direction of travel], (3) Quantified [articulated the ‘what’, ‘how’ and ‘by when’].
<p/>SMART KPIs
SMART KPIs have been articulated against each objective so that achievement towards the objective can be impartially measured, learned from and the KPIs can be re-aligned.
<p/>RESPONSIBILITIES
The business has put clear roles and responsibilities against each individual that is the senior stakeholder for achieving each of the objectives.
<p/>INNOVATION
The organisation has a structured governance process in place to drive and measure the performance of innovation across the management teams.
<p/>WHY THESE ARE IMPORTANT
A competent, aligned and informed management team means the right operating disciplines will be in place to assure the success of the relationship/project.
<p/>BENEFITS
This type of clarity provides, (1) An accelerated time scale to full benefits realisation, (2) Significantly reduces project delivery costs, and (3) A highly positive reputational impact.
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<p/><h3>2 An Intelligent Client</h3>
An ICF team that demonstrates strategic, commercial and partnership behaviours an Intelligent Supplier expects.
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WHAT GOOD LOOKS LIKE
The client has articulated what benefits its organisation will achieve once the relationship is delivering to its expectations.
<p/>SERVICE OBJECTIVES
New service delivery objectives are clearly quantified between, (a) Transactional/BAU services, and (b) Transformational expectations.
<p/>DELIVERY STRATEGY
The strategic principles are clear in respect of how the delivery process will be undertaken and performance managed.
<p/>PROJECT PRIORITIES
New project priorities anticipated within the strategic relationships are aligned to the direction of travel.
<p/>PERFORMANCE
Performance management is monitored through SMART KPIs. These align to the organisational outcomes to be achieved and are used as a ‘learning tool’.
<p/>INNOVATION
Client understands that innovation in service delivery is vital and there is evidence that can be demonstrated to the supplier that this is led at the senior executive level.
<p/>ENABLING CONTRACT
The key principles of contract terms and schedules are aligned to drive ‘enabling’ behaviours for both parties to achieve outcomes in a fair and equitable manner.
<p/>CLIENT FUNCTION
Client has invested in an appropriately funded, resourced and skilled Intelligent Client Function. Led at the executive level to ensure maximum value out of the relationship.
<p/>WHY THESE ARE IMPORTANT
‘Intelligent Client Behaviour’ attracts ‘Intelligent Supplier Behaviour’. By a supplier seeing constructive and innovative behaviour (rather than just intentions and words), encourages Intelligent Suppliers to ‘go the extra mile’ and drive innovation in service delivery.
<p/>BENEFITS
Behaving ‘intelligently’, (1) Accelerates achievement of benefits from the service, (2) Reduces misunderstandings, (3) Reduces the stress of your internal team, and (4) Ultimately reduces the costs of managing the supplier and service delivery.
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<h3>3 An Intelligent Supplier</h3>
A supplier that understands the ‘holistic’ objectives of an Intelligent Client and strategically supports them.
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STRATEGY
Supplier can evidence that it can holistically support the client in achieving its strategic outcomes.
<p/>OBJECTIVES ACHIEVED
Supplier evidences that it has achieved not only the contracted objectives, but is helping the client to enable the more subjective objectives that it may not be contracted for.
<p/>COMMERCIAL TRUST
Supplier evidences from its other clients that they do appropriate due diligence and ‘ask the right questions’ of their clients in new project work or change variations.
<p/>CRITICAL FRIEND
Supplier can evidence that it has challenged its client’s contracted KPIs if they are driving either its own or its client’s behaviours to prevent it from achieving its client’s objectives.
<p/>INNOVATION
Supplier evidences it regularly provides the client with new innovations to pilot. It can evidence an engagement model to encourage the client to actively participate in the innovation process.
<p/>CONTRACT APPROACH
Supplier evidences that the contract terms for the majority of its clients drive good behaviours between both parties, are fair and equitable and reviewed every 6 months to reduce ambiguity.
<p/>OWN ICF TEAM
Supplier can evidence that with its existing clients, it actively engages with the client’s ICF team and works with them to re-shape service delivery in 6 monthly cycles.
<p/>EXPERTISE
Supplier evidences from the results it has achieved with other clients (so, less emphasis on length of service) that it has deep domain expertise for the technical services it operates.
<p/>WHY THESE ARE IMPORTANT
The good behaviour of an ‘Intelligent Supplier’ provides the quick foundations of building commercial trust with the client. This encourages the client to open up additional opportunities to the supplier for mutual gain.
<p/>BENEFITS
The supplier and client work on new innovative projects together, driving greater cost savings across BAU services whilst improving the supplier’s operating margins and cash flow.
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<h3>4 Clear Service Delivery Requirements</h3>
Clear articulation of the ‘use cases’ and business objectives the client is seeking from the supplier and its solution to enable for it.
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WHY A NEW SERVICE?
A clear and articulated explanation to the supplier of why the organisation has decided to implement a new service delivery process and how it came to that decision.
<p/>PROCUREMENT PROCESS
A full outline of the process including milestones, the client team involved, the Supplier selection process, the contracting strategy and benefits realisation process.
<p/>BUSINESS OBJECTIVES
There is a clear vision documented that outlines what hurdles the organisation will overcome and the objectives it will achieve once the service delivery is in place.
<p/>USE CASES
There are specific use cases that explain what the key current operational processes are and where the client sees opportunity for improving on those processes.
<p/>CLARITY OF OBJECTIVES
The objectives to be achieved clearly state what the objective is, its alignment to the business outcome, when it needs to be achieved by and the degree of improvement that is expected.
<p/>NEGATIVE IMPACT
A clear understanding of the operational and financial impact on the organisation/objective if the requirement is not fully achieved to the level and time scale expected.
<p/>SUPPLIER SELECTION
A clear, fair and equitable method to compare each supplier’s bid against the quantified objectives expected on a like for like basis.
<p/>PERFORMANCE
How the client will use SMART KPIs to monitor the speed and effectiveness of the supplier’s solution achieving the expected business outcomes.
<p/>WHY THESE ARE IMPORTANT
Two reasons, (1) Supplier gets much greater visibility to provide you with better advice, and (2) It provides the foundations to contractually hold them accountable for that advice.
<p/>BENEFITS
The clarity prevents misunderstandings over expectations and reduces implementation time by up to 45%.
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<p/><h3>5 Supplier Expert Responsibilities</h3>
Clarity of an Expert Supplier’s “Duty to Warn” and how that impacts the pre-contractual due diligence responsibilities between the client and the supplier.
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EXPERT RESPONSIBILITIES
(1) Validate what it is going to deliver, (2) Validate what it is not going to deliver, (3) Impact – validate the consequential impact on service delivery of what it is not going to deliver.
<p/>REASONABLE ADVICE
Supplier has to operate with ‘Reasonable Care and Skill’. This means it should provide appropriate advice to you during both the buying and implementation process.
<p/>SUPPLIER DUTY TO WARN
Supplier has to ‘warn’ you of any items it would reasonably identify in its expert experience that will adversely impact the project.
<p/>SUPPLIER DUE DILIGENCE
Giving the supplier the opportunity to have a ‘deep dive’ review of how to align its services to your business objectives removes material risks. Supplier accountable for fitness for purpose.
<p/>ON-GOING OBLIGATION
The supplier holds these responsibilities both in the pre-contractual and post-contractual stages (unless the client removes them through its behaviours – usually inadvertently).
<p/>REMOVING OBLIGATIONS
The client can inadvertently remove these responsibilities by being prescriptive to the inputs of its requirements and service delivery process.
<p/>ACCOUNTABILITY
All of these principles should be encapsulated into a pre-contractual supplier due diligence process to assure the supplier is accountable for its advice.
<p/>WHY THESE ARE IMPORTANT
The roles and responsibilities of the client and supplier delivery team can often overlap inadvertently. It is important to delineate what roles the specialist supplier *should* have.
<p/>BENEFITS
Detailed knowledge of these responsibilities ensures both the supplier and the client are clear on, (a) Delivery accountability, (b) Reducing the chances of chargeable scope creep, and (c) Achieving a fit-for-purpose implementation.
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<h3>6 Fit-For-Purpose Contract</h3>
Contract terms that are reverse engineered from the business objectives, to support ‘enabling’ behaviours.
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REVERSE ENGINEERING
It is important to reverse engineer the structure of the contract terms. This is to ensure they align to the key business objectives and operational strategy for service delivery.
<p/>ROLES / RESPONSIBILITIES
Ensuring the client does not inadvertently take on the supplier’s ‘Expert Responsibilities’ in its use of vanilla project management methods, i.e. PRINCE2.
6 MONTH RE-SHAPING
<p/>Ensuring that business objectives, current operations, SMART KPIs, governance and ‘enabling terms’ are updated every 6 months to align to current business objectives.
<p/>PRE-CHANGE SCOPING
A governance process to validate whether changes to service delivery are legitimately chargeable and, if so, for the supplier to scope any changes prior to undertaking them for impact to objectives.
<p/>VALUE FOR MONEY
All on-going services to be subject to value for money testing at client’s will against pre-agreed, fair market testing criteria and appropriate benchmarking data.
<p/>POOR DELIVERY
Method to re-build trust; agree key outcomes and performance criteria to realign service delivery. Drive ‘enabling’ not ‘defensive’ behaviours. Track escalation and performance.
<p/>ON-GOING ISSUES
Structure ‘step-in’ process to, (a) Use evidence from performance, (b) Allows use of contingency providers, (c) Don’t take expert responsibility away, and (d) Claim damages.
<p/>EXIT AND TRANSITION
Pre-agreed exit costs schedule and migration process. Updated every 6 months in line with re-shaping process.
<p/>WHY THESE ARE IMPORTANT
Most contract structures do not take into account the ‘enabling behaviours’ everyone needs to adopt to assure fit-for-purpose service delivery that achieves the business outcomes.
<p/>BENEFITS
Having contractual foundations that drive the right collaborative behaviours between client and supplier helps to realise benefits a minimum of 45% faster.
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<p/><h3>7 Buying Governance</h3>
Procurement governance that drives the right foundations to assure a fit- for-purpose solution/supplier is
procured.
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BUYING STRATEGY
The process of buying a solution starts with having articulation of what will change in the business once this service delivery process is complete.
<p/>INTERNAL AGREEMENT
Prior to going out to market, the Procurement Department having confidence the business is internally aligned on its expectations from the project. Then to define the procurement route.
<p/>EARLY MARKET TEST
Early market engagement with potential suppliers helps the client understand where its expectations are realistic, where it needs to realign its thinking and the ‘art of the possible’.
<p/>COMPLIANCE
For the public sector and certain regulated industries, it’s key for the procurement specialists to assure their organisation is compliant with statutory regulations.
<p/>FITNESS-FOR-PURPOSE
In validating/assessing supplier solutions, always ask supplier to keep assuring its alignment with the business objective. Reshaping to keep on top of fitness-for-purpose for lifetime.
<p/>SUPPLIER SELECTION
Having a clear, open, fair and equitable holistic selection process that aligns to the business objectives and collaborative behaviours required from the supplier.
<p/>NEGOTIATIONS
Keep fitness for purpose/supplier advice accountability at the top of the agenda. Don’t compromise on any items that will distract you from aligning to the key business objectives.
<p/>CONTRACT FINALISATION
Reverse engineer the structure of the contract to drive behaviours aligned to the business objectives to be achieved. Diagram the mapping of key clauses and produce a contract process.
<p/>WHY THESE ARE IMPORTANT
The buying governance process is the real ‘sanity check’ for the organisation to determine whether it is ready to ‘go to market’, and to assure it both contracts for, and achieves, a fit- for-purpose solution.
<p/>BENEFITS
Assures the client is likely to achieve the cost reductions, operational improvements, and strong commercial trust in the relationship, along with a high reputation for collaborative working.
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<p/><h3>8 Relationship Management</h3>
Strategic Relationship Management that assures on-going benefits are realised for the life cycle of the relationship.
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ICF RESOURCING
A well-resourced ICF team that manages internal stakeholders, supplier expectations, learns what behaviours to change from KPI monitoring and drives innovation led services.
<p/>FUTURE STATE AGILITY
As the marketplace changes, ensuring that the ‘Future State’ the organisation expects to enable from the solutions and services implemented, is continually validated.
<p/>SERVICE RE-SHAPING
As the ‘Future State’ is continually validated, ensuring the services, requirements, SMART KPIs and contract terms are innovated to remain agile and aligned to the organisation’s objectives.
<p/>ROLES / RESPONSIBILITIES
The ICF is continually validating that the supplier and client teams are project managing the mobilisation of behaviours to achieve the Future State in line with ‘Expert Responsibilities’.
<p/>COLLABORATION
Operating governance that is driving the right collaborative behaviours to build on-going Commercial Trust in the relationship.
<p/>COMPLIANCE
Keeping in line with any statutory compliance and contractual obligations will remain a key foundation of your operating governance.
<p/>PERFORMANCE
The ICF team providing evidence that, (a) The supplier relationship, and (b) The ICF team itself are both performing to expectations and progress is being made towards the Future State.
<p/>VALUE FOR MONEY / ROI
Independent evidence that the solutions and services being provided are being tested to validate they are providing on-going value for money.
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<p/>WHY THESE ARE IMPORTANT
The role of the ICF team is paramount in ensuring the internal stakeholders and supplier(s) both remain aligned to the organisation’s ‘Future State’ of operating effectiveness and, in turn, achieve the full benefits realisation over the relationship lifecycle.
<p/>BENEFITS
On-going achievement of the Future State means the organisation will have, (a) A supplier relationship with high levels of Commercial Trust, (b) Continual innovation in its service delivery, and (c) On-going reductions in Business as Usual operating costs.
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<!--- break break break break break break break break -->Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-48710583287667215512021-02-20T01:35:00.004-08:002021-02-20T01:45:20.114-08:00REORG: HOW TO GET IT RIGHT <div><div>From the Book: Reorg: How to Get It Right by Stephen Heidari-Robinson and Suzanne Heywood </div></div><div><br /></div><div>THE CHALLENGE OF CHANGING COURSE </div><div><br /></div><div>I recall reading somewhere that the TI-class supertanker ships must travel more than 30 miles in order to reverse direction. Their engines are off before traveling the last 15 miles to dock. I thought about these and other issues as I began to read this book. They give us at least some sense of how difficult it must be for the world’s largest organizations to complete a reorganization.</div><div><br /></div><div>THE STATISTICS DONT LOOK FAVOURABLE</div><div><ul style="text-align: left;"><li>70% of reorgs deliver some value, but only 16% deliver the results they were supposed to in the time they were supposed to. The main reasons are: employees resisting or leaving, insufficient resources, distraction from day-to-day work, leaders resisting, or the org chart changes but the way people work stays the same.</li><li>In most reorgs, only 20-30% of the organisation changes. The knack is identifying which bit – usually to be found where what leaders think is broken intersects with what really matters in the business.</li><li>Communication of reorgs usually fails due to ivory-tower idealism (over enthusiastic leader thinking all will be well) or wait and see (keeping everything secret).</li><li>If the reorg team cost and likely business disruption exceeds the anticipated cost reduction or revenue increase, the reorg should not go ahead.</li><li>The timeline should be reverse engineered from the implementation date, and include two or three immovable deadlines.</li></ul></div><div><br /></div><div>STEPS FOR SUCCESS</div><div><br /></div><div><ol style="text-align: left;"><li>Construct the Reorg's Profit and Loss. Work out what is to be achieved and how to measure successful completion. Is a reorg necessary to meet these targets. If so, accelerate the process in order to minimize upset and deliver the business results needed as soon as possible.</li><li>Understand the business's current weaknesses and strengths. Don't do things just for the sake of it and communicate often, both in order to share information and to listen.</li><li> Develop a new structure that is tailored to the company's needs, taking advantage of the wisdom within the organization and engaging key stakeholders. Many reorganizers jump straight to this step, say the authors. Doing so is "a fatal error".</li><li>Design and plan implementation. This should involve setting immovable deadlines and assessing leadership in order to ensure the right people are in the right roles</li><li>Launch, learn and course-correct. Ensure that the reorg is delivering the expected results. When things return to "normal" are targets being met?</li></ol></div><div><br /></div><div>Tim HJ Rogers MBA </div><div>MBA (Management Consultancy) & Change Practitioner </div><div>ICF Trained Coach IoD Business Mentor</div><div>Mob 447797762051 </div><div>Tim@AdaptConsultingCompany.com</div><div><br /></div><div>References </div><div><br /></div><div>https://reorgbook.com/the-five-steps/</div><div>https://www.ft.com/content/0ae9ab4c-afe0-11e6-9c37-5787335499a0</div><div>https://www.forbes.com/sites/rogertrapp/2016/11/23/when-restructuring-leaders-cannot-afford-to-ignore-the-human-side/?sh=32a31b497749</div><div>https://bobmorris.biz/reorg-a-book-review-by-bob-morris</div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-84824089319514317702021-02-04T03:29:00.006-08:002021-02-04T03:38:20.069-08:00WHY PROJECTS FAIL, DIAGNOSIS & HOW TO SUCCEED<style>
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</style><p> </p><h3>WHY PROJECTS FAIL</h3><h3> </h3>
<b>#1 – Scope Creep</b><br />
Scope is everything that you are going to do and conversely, not going to do. So once you’ve figured out exactly what the project work is, usually via a Work Breakdown Structure, you need to freeze it and zealously guard against unplanned changes to it. So planned changes via a change control board are ok, since then the PM can issue a new schedule, risk and budget plan as needed. Otherwise, you will surely miss your target and make both the management and customer unhappy.
<p>
<b>#2 – Overallocated Resources</b><br />
Often there are too few resources working on too many projects at the same time. In conjunction with that, managers don’t seem to have a grip on what their resources are doing all the time. Team members are left to figure out for themselves what projects they should be working on and when. Better is for managers to meet weekly to discuss resource usage perhaps using a spreadsheet to track.
</p><p>
<b>#3 – Poor Communications</b><br />
Many people on a project will know the project manager only through his or her communications. And they will know them by how their voice comes across over the phone or especially by how well-written their emails are. If the project manager is not a clear unambiguous communicator, chaos and confusion will ensue.
</p><p>
<b>#4 –Bad Stakeholder Management</b><br />
Stakeholders have a vested interest in the project for the good or sometimes to the detriment of the project. It is the project manager’s job not only to identify all stakeholders, but know how to manage and communicate with them in a timely fashion. A communication management plan helps here.
</p><p>
<b>#5 – Unreliable Estimates</b><br />
Estimates are very often just guesstimates by team members who are trying to calculate duration of tasks based on how long it took them last time. This may turn out to be totally accurate or may be completely wrong. And if wrong, leads to a flawed schedule and increased risk. Historical records kept between projects helps solve this.
</p><p>
<b>#6 – No Risk Management</b><br />
Every project is unique and hence, has uncertainty. When we try to qualify and quantify that uncertainty, we call it risk. It is incumbent upon the project manager to proactively anticipate things that might go wrong. Once he has identified risks, then he and the team can decide on how to respond to (e.g., mitigate, avoid) those specific risks should they occur.
</p><p>
<b>#7 – Unsupported Project Culture</b><br />
I was once asked to consult for a company and discovered that a complex project was being handled by an untrained secretary using 20 Excel spreadsheets. In this case, management clearly did not fully understand what it took to manage a project either in tools or using trained personnel. This is not easily solvable because it requires education of management and a cultural shift.
</p><p>
<b>#8 – The Accidental Project Manager</b><br />
This is similar to but not exactly the same as the unsupported project culture. In this instance, what typically happens is that a technical person (software developer, chemist, etc.) succeeds at the job. Based on that, gets promoted to project manager and is asked to manage the types of projects they just came from. The problem is they often don’t get training in project management and may well lack the social skills the job calls for. And so they flounder and often fail despite previous successes.
</p><p>
<b>#9 – Lack of Team Planning Sessions</b><br />
There is no more effective way to kick off a meeting than to have the entire team come together for a planning session. This enables everyone to not only work together on project artifacts (schedule, WBS) but also to bond as a team and buy into the project.
</p><p>
<b>#10 – Monitoring and Controlling</b><br />
Many project managers will create a schedule and never (or rarely) update it. Or if they do, they’ll just fill in percent done, which is an arbitrary number often picked out of the air by the team member. Better if they record actuals such as date started, work accomplished and estimate of remaining work.
</p><h3>DIAGNOSIS: SEVEN PROJECT PERFORMANCE FACTORS </h3><h3> </h3>
<p><b>Does the focus on business value, or technical detail?</b><br />
This involves establishing a clear link between the project and the organizations key strategic practices. The project plan needs to cover the planned delivery, the business change required and the means of benefits realization.
</p><p class="tr">
Case Study: I have seen projects fail were time is spent myopically on the detail of an issue, often a supplier contract issue, and not the overall purpose eg to produce an ROI of 8% in 3 years. In some cases we would be wise to pivot, take a new approach, rather than get bogged down. The effect of not doing so is to delay delivery of a function or feature with a disproportional consequential impact on the people and overall programme. Projects seldom operate in isolation and problems in one inevitably impact upon others and/or business as usual.
</p>
<p><b>Is there clear accountability for measured results?</b><br />
There must be clear view of the inter-dependencies between the projects, the benefits, and the criteria against which success will be judged. It is necessary to establish a reasonably stable requirement baseline before any other work goes forward. Requirements may still continue to creep. In virtually all projects there will be some degree of “learning what the requirements really are” while building the project product.
</p><p class="tr">
Case Study: I have experienced situations where incentives, rewards, and punishments tear people apart by pulling in different directions. Typically the tug between projects and business as usual means compromises for both, or outright failure of one because of another. There needs to be a relentless review of: What is it we are trying to achieve here? And a clear focus on output or outcome measures on the agreed dials: Does this move the needle in the right direction?. If we simply congratulate ourselves on effort and not outcome we risk the trials of Sisyphus and burnout [Sisyphus -was punished by being forced to roll an immense boulder up a hill only for it to roll down every time.]
</p>
<p><b>Is there a consistent processes for managing unambiguous checkpoints?</b><br />
Successful large projects typically have software measurement programs for capturing productivity and quality historical data that can be sued to compare it against similar projects in order to judge the validity of schedules, costs, quality, and other project related factors. The lack of effective quality centered mechanisms can be a major contributor to both cost and schedule overruns.
</p><p class="tr">
Case Study: I have seen suppliers argue that there is no problem with being 20 days late with Phase A because Workstream B is 20 days ahead of schedule. This is misdirection. Generally of a project is late it will only get later! If your track record is 20% late then the probability of recovering that time is low unless there is a clear understanding of cause and an intervention of consequence. My own experience is that projects seldom improve productivity and instead cut scope or quality to recover lateness. In one example comprehensive testing was compromised to random sample testing in order to gain pace, but inevitably the hope-value (that everything will be ok) did not pay-off. These compromises generally creates further problems later with consequential impact on cost.
</p>
<p><b>Is there a consistent methodology for planning and executing projects?</b><br />
There should be a detailed plan developed before any release date of a project is announced. Inadequate planning is one of the major reasons why projects spin out of control.
</p><p class="tr">
Case Study: I am a fan of both waterfall and agile projects and both PRINCE2 and scrum have their benefits. For well understood projects, processes or services which are repeated with precision the waterfall approach is appropriate and time spent on designing the ginger-bread cutter [process and plans] is worthwhile when churning out products and services that conform exactly to a well prepared plan. However many are low volume, unique or ambiguous and in these contexts agile / scrum may be better, evolving, innovating, developing and improving as things progress. There is real merit in both but I have seen success and failure in mixing the two into Waterfall: Thinking and planning before doing is good. Scrum: Leaning, developing and innovating is good. waterfall + scrum = scrummerfall. Some scrummerfall approaches are like a series of small waterfall projects linked together, ostensibly as phases or stages of a later mission. However problems occur when you are managing plans, budget, delivery to a waterfall (PRINCE2) standard [like a bus on a route], but the activity is agile (scrum) [like an explorer on a bike].
</p>
<p><b>Do you include customer at the beginning of the project and continually involve the customer as things change ?</b><br />
It has been observed that successful projects occur when end users (customers) and the project members work as teams in the same cubicle, although this is not always possible. Projects are less likely to fail if there are informed customers giving meaningful input during every phase of requirements elicitation, product description and implementation. The customer needs to be asking, “how are the project result used over time and what do I get out of the results?
</p><p class="tr">
Case Study: I have seen projects lead by the IT department either because the customer has abrogated their responsibility or because the IT department feels that they have a better understanding of the customer needs, wants and expectations than the customer. A doctor will consult a patient before, during and after prescription. They may be expert, but neither the physician or patient will think it wise to proceed without some mutual understanding and consensus. Inevitably the communication gap brings frustration and can lead to "failure", whether real or perceived, the problem being that each may have a different criteria for success or failure.
</p>
<p><b>Do you motivate people so that project efforts will experience a zone of optimal performance throughout its life?</b><br />
This involves managing and retaining the most highly skilled and productive people. Knowledge is money. A project team made up of higher paid people with the right specialized skills is worth more per dollar than a group of lower cost people who need weeks or months of training before they can start to be productive.
</p><p class="tr">
Case Study: I have always believed that projects should be delivered on-time, on-budget, to-specification, but also develop the participants to be competent, capable, with drive and desire. So creating, nurturing and supporting the team is often as important (and frequently more important) than one project. Because a competent, capable, team with drive and desire can do so much more than one project! There can be problems however if the team is regarded as a component, like paint rather than an artist. When people are dropped in or pulled out they become ingredients and their collective skills, expertise and experience is wasted. I have seen projects that simply swap people in or out based on availability rather than their value to the team.
</p>
<p><b>Do you provide the project team members the tools and techniques the need to produce consistently successful projects?</b><br />
The project team must be skilled and experienced with clear defined roles and responsibilities. If not, there must be access to expertise which can benefit those fulfilling the requisite roles.
</p><p class="tr">
Case Study: I have seen organisations spend millions on supplier agreements and then scrimp on the training and development of the teams who will deliver a project. That's like buying a Formula 1 car and than expecting a bunch of people to manage, maintain and drive that car without the training and development that is necessary. They then wonder why their Formula 1 investment is not achieving Grand Prix performance.
</p>
<h3>ELBEIK AND THOMAS’S SUCCESSFUL PROJECT REQUIREMENTS</h3><h3> </h3>
By speaking to experienced project managers Sam Elbeik and Mark Thomas attempted to identify the critical factors that must be addressed if a project is to be completed successfully. They developed a six stage process for managing projects namely: define, plan, build the team, lead and motivate, control communications, review.
<p>
Key success factors in rank order
</p><ol>
<li>Clearly defined objectives</li>
<li>Good planning and control methods</li>
<li>Good quality of project managers</li>
<li>Good management support</li>
<li>Enough time and resources</li>
<li>Commitment by all</li>
<li>High user involvement</li>
<li>Good communication</li>
<li>Good project organisation and structure</li>
<li>Being able to stop a project</li>
</ol>
<pre>Tim HJ Rogers MBA CITP
PROJECTS, PROGRAMMES and CHANGE / CONSULTANT MENTOR COACH
Adapt Consulting Company
Consult CoCreate Deliver
Mob +447797762051 Tim@AdaptConsultingCompany.com
Tim Rogers is an experienced Project and Change Leader. He is founder of ciChange.org and curator for TEDxStHelier.Com . Roles have included Programme Manager for the incorporation of Ports and Jersey, and Jersey Post, as well as Operations Change and Sales Support for RBSI/NatWest. He is also Commonwealth Triathlete and World Championships Rower. He has a passion for learning and has been a Tutor/Mentor for the Chartered Management Institute. He is a Chartered Member of the British Computer Society, has an MBA (Management Consultancy) and is both a PRINCE2 and Change Management Practitioner.
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USEFUL LINKS
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<p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-43901458960752059702021-02-04T01:33:00.004-08:002021-02-04T01:33:27.759-08:00FIVE DYSFUNCTIONS OF A TEAM FIVE DYSFUNCTIONS OF A TEAM <br /><br />While the Five Dysfunctions of a Team is an interesting story, the popularity of the book is due to the simple and accessible model of teamwork that it introduces. <br /><br />#1 Absence of Trust<br />Bottom of the pyramid is the absence of trust, when team members are unable to show their weakness, resulting in being reluctant to be vulnerable and being open with one another. Team members will be afraid of admitting their mistakes and will be unwilling to ask for help.<br /><br />#2 Fear of Conflict<br />Lack of trust results in fear of conflict which in turn results in team members incapable of engaging in debates or openly voicing their opinions. The team completely avoids conflicts which results in inferior results.<br /><br />#3 Lack of Commitment<br />Fear of conflict results in lack of commitment. As team members have not bought into the decisions, they don’t feel committed to the same which resulting in an environment where ambiguity prevails.<br /><br />#4 Avoidance of Accountability<br />Lack of commitment results in team members not making each other accountable. If one has not bought into the decision, they won’t make their peers too accountable.<br /><br />#5 Inattention to Results<br />If the team members don’t feel accountable, they put their own needs [ego, recognition, career development etc.] ahead of the team goals. This results in team loosing sight and the company suffers.<br /><br />If you want to explore your thoughts, ideas and direction perhaps think about receiving coaching or mentoring. I would be happy to chat about Coaching or explain the IoD Mentor Programme and what might work best for you (or your organisation) - no charge.<br /><br />Tim HJ Rogers MBA <br />CONSULTANT MENTOR COACH<br />MBA (Management Consultancy) & Change Practitioner <br />ICF Trained Coach IoD Business Mentor<br />Mob 447797762051 <br />Tim@AdaptConsultingCompany.com<br /><br />References <br />https://en.wikipedia.org/wiki/The_Five_Dysfunctions_of_a_Team<br />https://internalchange.com/5-dysfunctions-of-a-team-summary/<br />https://medium.com/@leenasn/book-summary-the-five-dysfunctions-of-a-team-f3299a1f1a3cUnknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-71441309370074975662021-02-02T03:18:00.005-08:002021-02-21T08:55:18.030-08:00USEFUL TOOLS TO STRUCTURE YOUR BUSINESS, YOUR LIFE OR YOUR THINKING<style>
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USEFUL TOOLS TO STRUCTURE YOUR BUSINESS, YOUR LIFE OR YOUR THINKING
I have often found that some tools, if used loosely and flexibly can be valuable as a trigger for conversation, reflection and action. I say loosely because life should not be formulaic, but should be explored. Models should not restrict thinking but reveal possibilities, and it is the exploration of these that can bring opportunity and growth.
In this article I will journey from business mission and vision to personal fulfilment travelling through the some useful models that may help us understand the components and formulate strategies to improve the process and outcome for either, and ideally both
Read more
https://adaptcoaching.blogspot.com/2021/02/useful-tools-to-structure-your-business.html
If you want to explore your thoughts, ideas and direction perhaps think about receiving coaching or mentoring. I would be happy to chat about Coaching or explain the IoD Mentor Programme and what might work best for you (or your organisation) - no charge.
Tim HJ Rogers MBA
CONSULTANT MENTOR COACH
MBA (Management Consultancy) & Change Practitioner
ICF Trained Coach IoD Business Mentor
Mob 447797762051
Tim@AdaptConsultingCompany.com
</div class=hidden>
<h3>USEFUL TOOLS TO STRUCTURE YOUR BUSINESS, YOUR LIFE OR YOUR THINKING</h3>
<div class=tr><b>As a consultant, coach and mentor I support people or organisations achieve their goals. These may be business strategy, projects or objectives or more personal and individual pursuits at home, at work or in life. I have often found that some tools, if used loosely and flexibly can be valuable as a trigger for conversation, reflection and action. I say loosely because life should not be formulaic, but should be explored.
Rules are for the obedience of fools and the guidance of wise men [Harry Day, the Royal Flying Corps First World War fighter ace]. In a modern context we might rephrase: Models should not restrict thinking but reveal possibilities, and it is the exploration of these that can bring opportunity and growth.
In this article I will journey from business mission and vision to personal fulfilment travelling through the some useful models that may help us understand the components and formulate strategies to improve the process and outcome for either, and ideally both.</b></div>
<h3>LEAN CANVAS</h3>
<div class=tr>Lean Canvas is a great tool when working with customers to help them summarise their business mission, vision, dream or ambition. The real value for a Consultant, Coach or Mentor is that this offers a framework for discussion and some rigour in terms of coverage, yet at the same time is not too prescriptive. Below are two worked examples.</div>
<img class=imgcenter src=https://miro.medium.com/max/1077/1*VY2L_nmmXXn4cFUyB5tXxw.jpeg>
Here is a quick explainer of each Lean Canvas block (and in the order to go through them):
1. Problem
Each customer segment (CS) you are thinking to work with will have a set of problems that they need solving. In this box try listing the one to three high priority problems that you CS has. Without a problem to solve, you don’t have a product/service to offer.
2. Customer Segments
The problem and Customer Segments can be viewed as intrinsically connected — without a CS in mind you can’t think of their problems, and visa-versa.
3. Unique Value Proposition
In the middle of the canvas is the UVP. A value proposition is a promise of value to be delivered. It’s the primary reason a prospect should buy from you. A way to get your head around this is to think why are you different and why should your CS buy/invest time in you — further reading: Useful Value Proposition Examples (and How to Create a Good One)
4. Solution
Finding a solution to the problem is the golden egg! You’re not going to get this right off the first bat — it’s OK, as that’s what Lean is all about. What you need to do is Get Out The Building — a phrase coined by the godfather of Lean Startup, Steve Blanks. And what Blank’s here is that the solution is not in your office, it’s out there in the streets. So go interview your customer segment, ask them questions, and take those learnings. Remember the Lean Startup is validated learning through a continual Build — Measure — Learn cycle.
5. Channels
Channels are ways for you to reach your CS. And remember that in the initial stages it’s important not to think about scale but to focus on learning. With that in mind try to think which channels will give you enough access to your CS at the same time give you enough learning. Channels can be email, social, CPC ads, blogs, articles, trade shows, radio & TV, webinars etc. and BTW you don’t have to be on all of them, just where your CS are.
6. Revenue Streams
How you price your business will depend on the type of model it is, however, it’s quite common for startups to lower their cost, even offer it for free to gain traction, however, this can pose a few problems. The key being it actually delays/avoids validation. Getting people to sign up for something for free is a lot different than asking them to pay. There is also the idea of perceived value. Further reading: Simple pricing strategies for your products or services, the lean way!
7. Cost Structure
Here you should list all the operational costs for taking this business to market. How much will it cost to build / landing page? What is your burn rate — your total monthly running costs? How much will it cost to interview your customer segment? How much do market research papers cost? etc. You can then use these costs and potential revenue streams to calculate a rough break-even point.
8. Key Metrics
Every business, no matter what industry or size, will have some key metrics that are used to monitor performance. The best way to help with this is to visualize a funnel top down that flows from the large open top, through multiple stages to the narrow end. A good model to help with this is Dave McClure’s ARRRR (aka Pirate Metrics) — further reading: Startup Metrics for Pirates
9. Unfair Advantage
This is the most difficult to block to answer. However, do try to think about this as having an unfair advantage can help when it comes seeking partners & investors. Here is a great definition of unfair advantage: “The only real competitive advantage is that which cannot be copied and cannot be bought.” — Jason Cohen. Unfair advantage can be insider information, a dream team, getting expert endorsements, existing customers etc. So rather than think about adding something like “commitment and passion” as an unfair advantage (because it is not), think about what you have that no one else can buy.
<P CLASS=BOLD>BUSINESS PROPOSITION </P>
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<tr>
<td id=t1 valign=top width=20%>Problem we are solving </td>
<td id=t2 valign=top width=20%>Solution <p/></hr> Key Metrics </td>
<td id=t3 valign=top width=20%>Unique value </td>
<td id=t4 valign=top width=20%>Unfair Advantage <p/></hr> Channels </td>
<td id=t5 valign=top width=20%>Customer Segments </td>
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<td id=t6 valign=top width=50%>Cost </td>
<td id=t7 valign=top width=50%>Revenue</td>
</tr>
</table>
<script>
document.getElementById("t1").innerHTML = "<B>Problem we are solving</B><p/> Organisations who need solutions and bulk at paying high rates of the big companies who offer standard solutions at high prices (necessary to fund big offices and lage payrolls of staff who do not actually add-value for the customer) <p/> Low cost (compared to others) fast expertise that can personalise/customise solutions using tools that you already own eg Microsoft, SharePoint and Office365 ";
document.getElementById("t2").innerHTML = "<B>Solution</B> <p/>Bespoke solutions to suit your exact needs rather than huge complex and expensive solutions for which you only use 10% but pay top price. <p/></hr> <B>Key Metrics</B> <p/> Cost of ownership, Ease of Use, Speed of Delivery, Flexibility to customise ";
document.getElementById("t3").innerHTML = "<B>Unique value</B><p/> Using very few people who have the skills, qualification and experience rather than lots of separate and uncoordinated specialists who promote standard (expensive) solutions";
document.getElementById("t4").innerHTML = "<B>Unfair Advantage</B><p/> Small, agile, flexible, low-overheads mean low-costs <p/></hr> <B>Channels </B><p/> Marketing via referral and case studies using LinkedIn (large firms and corporates) and Facebook (SME and small businesses)";
document.getElementById("t5").innerHTML = "<B>Customer Segments</B><p/> [1] large firms and corporates already using Microsoft, SharePoint and Office365 <p/> [2] SME and small businesses moving to Microsoft, SharePoint and Office365 <p/>[3] people changing their business to working from home";
document.getElementById("t6").innerHTML = "<B>Cost:</B><p/> [1] Overheads: people, premises, professional fees, training [2] Sales and marketing: [3] Other: Sub-contracting or Associates Fees";
document.getElementById("t7").innerHTML = "<B>Revenue: </B><p/> [1] Package Solutions [2] Tender and Fixed Price Work [3] Time and Materials Work [4] Consulting / Advisory [5] Training and Development";
</script>
<h3>7 S MODEL</h3>
<div class=tr>The 7s model can be used when organizational design and effectiveness are at question. It can help all stakeholders to work towards agreement when there are differing opinions about how the seven elements should be aligned. It can be used as a good diagnostic took when looking at the mechanics of an organisation and asking systematically: What do we need to do here? At a push you could use a tool like this to structure your life. If you think of yourself as the captain of your ship or the leader of your household you might start to think about the people, property and process of your life like they were a business to be managed. Whilst this may seem incongruous or possibly manipulative to think of family, friends and fundamentals as something to be managed the counter-argument is that these things are too important to be left to chance and good stewardship is essential in life as it is in business.</div>
<img class=imgcenter src=https://upload.wikimedia.org/wikipedia/commons/thumb/e/e7/McKinsey_7S_framework.svg/350px-McKinsey_7S_framework.svg.png
>
</pre><ul>
<li>Structure - Structure is the way in which a company is organized – chain of command and accountability relationships that form its organizational chart.</li>
<li>Strategy - Strategy refers to a well-curated business plan that allows the company to formulate a plan of action to achieve a sustainable competitive advantage, reinforced by the company’s mission and values.</li>
<li>Systems - Systems entail the business and technical infrastructure of the company that establishes workflows and the chain of decision-making.</li>
<li>Skills - Skills form the capabilities and competencies of a company that enables its employees to achieve its objectives.</li>
<li>Style - The attitude of senior employees in a company establishes a code of conduct through their ways of interactions and symbolic decision-making, which forms the management style of its leaders.</li>
<li>Staff - Staff involves talent management and all human resources related to company decisions, such as training, recruiting, and rewards systems</li>
<li>Shared Values - The mission, objectives, and values form the foundation of every organization and play an important role in aligning all key elements to maintain an effective organizational design.</li>
</ul><pre>
The focus of the McKinsey 7s Model lies in the interconnectedness of the elements that are categorized by “Soft Ss” and “Hard Ss” – implying that a domino effect exists when changing one element in order to maintain an effective balance. Placing “Shared Values” as the “center” reflects the crucial nature of the impact of changes in founder values on all other elements.
The interdependency of this strategy development framework means that if one element changes, you will have to address the other six elements to analyze how the change affects them and to determine how each may need to change to keep organizational goals aligned.
Business uses of the McKinsey framework include:
</pre><ul>
<li>Determining how your business will achieve targets and goals</li>
<li>Boosting productivity and performance</li>
<li>Putting a proposed strategy into effect</li>
<li>Facilitating the complexities of aligning departments and processes during mergers or acquisitions</li>
<li>Examining the effects of organizational changes within the company</li>
<li>Implementing policies to improve employee skills and competency</li>
</ul><pre>
<h3>CULTURAL WEB</h3>
<div class=tr>The Cultural Web is a tool used to map the culture of an organisation and is a way of seeing and understating the different influences that affect organisational. culture. It can be used to map existing culture and it can also used to map future. This, just like the 7S model above, could be applied to you personal life. Again it may seem incongruous or possibly manipulative to think of family, friends and fundamentals as something to be managed but it is all about relationships and behaviour whether that is in the business or home context.</div>
<img class=imgcenter src=https://deliveringresults.leeds.ac.uk/wp-content/uploads/sites/8/2017/02/paradigm_chart.svg>
</pre>
<ul>
<li> Stories and Myths</li>
<ul>
<li>What form of company reputation is communicated between customers and stakeholders?</li>
<li>What stories do people tell new employees about the company?</li>
<li>What do people know about the history of the organisation?</li>
<li>What do these stories say about the culture of the business?</li>
</ul>
<li> Rituals and Routines</li>
<ul>
<li>What do employees expect when they arrive each day?</li>
<li>What experience do customers expect from the organisation?</li>
<li>What would be obvious if it were removed from routines?</li>
<li>What do these rituals and routines say about organisational beliefs?</li>
</ul>
<li> Symbols</li>
<ul>
<li>What kind of image is associated with the company from the outside?</li>
<li>How do employees and managers view the organisation?</li>
<li>Are there any company-specific designs or jargon used?</li>
<li>How does the organisation advertise itself?</li>
</ul>
<li> Control Systems</li>
<ul>
<li>Which processes are strongly and weakly controlled?</li>
<li>In general, is the company loosely or tightly controlled?</li>
<li>Are employees rewarded or punished for performance?</li>
<li>What reports and processes are used to keep control of finance, etc?</li>
</ul>
<li> Organisation Structures</li>
<ul>
<li>How hierarchical is the organisation?</li>
<li>Is responsibility and influence distributed in a formal or informal way?</li>
<li>Where are the official lines of authority?</li>
<li>Are there any unofficial lines of authority?</li>
</ul>
<li> Power Structures</li>
<ul>
<li>Who holds the power within the organisation?</li>
<li>Who makes decisions on behalf of the company?</li>
<li>What are the beliefs and culture of those as the top of the business?</li>
<li>How is power used within the organisation?</li>
</ul>
</ul>
<pre>
<h3>LIFE WHEEL</h3>
<div class=tr>In some aspects the Life Wheel combines much of what was in the 7S model and the Cultural Web and so it is logical to conclude our journey with this model. We have travelled from business mission and vision to personal fulfilment travelling through the some useful models that may help us understand the components and formulate strategies to improve the process and outcome for either, and ideally both. </div>
<img class=imgcenter src=https://strategic-solutions-coaching.com/wp-content/uploads/2012/12/Wheel-of-Life-Completed.jpg
>
This tool was created by The Coaches Training Institute (CTI) in San Rafael, CA. I have found it to be a very useful tool for assessing where coaching may be of benefit to you. To complete the assessment, print this page and follow the directions. Rate each area of your life on the wheel from a 1 (not at all satisfied) to 10 (completely satisfied/could not be improved on) by drawing a line across the corresponding number in that section of the pie and then shading below it. When you are done, you will be left with a jagged wheel that should effectively illustrate areas for growth. This is where coaching starts. What happens next is up to you.
Tim HJ Rogers MBA CITP
PROJECTS, PROGRAMMES and CHANGE / CONSULTANT MENTOR COACH
Adapt Consulting Company
Consult CoCreate Deliver
Mob +447797762051 Tim@AdaptConsultingCompany.com
Tim Rogers is an experienced Project and Change Leader. He is founder of ciChange.org and curator for TEDxStHelier.Com . Roles have included Programme Manager for the incorporation of Ports and Jersey, and Jersey Post, as well as Operations Change and Sales Support for RBSI/NatWest. He is also Commonwealth Triathlete and World Championships Rower. He has a passion for learning and has been a Tutor/Mentor for the Chartered Management Institute. He is a Chartered Member of the British Computer Society, has an MBA (Management Consultancy) and is both a PRINCE2 and Change Management Practitioner.
USEFUL LINKS
An Introduction to Lean Canvas
https://medium.com/@steve_mullen/an-introduction-to-lean-canvas-5c17c469d3e0
Change Models
http://www.timhjrogers.com/blog/compendium%20change%20management%20models.html#A8
The Wheel of Life: a great personal assessment tool
https://strategic-solutions-coaching.com/wheel-of-life/
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-39214518485600985402021-01-24T08:27:00.006-08:002021-01-24T08:27:21.033-08:00SOMETIMES YOU DONT KNOW WHAT YOU THINK UNTIL YOU WRITE IT DOWN<p>
</p><pre style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: teal; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px; word-wrap: break-word;">As a Coach and Mentor I often work with people to resolve whatever is holding them back. In one recent session the client described their life as entering a new chapter. The use of metaphors can be revealing and useful. We explored how the past, present and future chapters fitted together.
We then talked about the issues that were making it difficult to more from the past to the future, and played with the chapter metaphor a little. We started by narrowing down what might be on a page and expanding out what might be the whole book.
We agreed this approach was useful in putting the scale and pace of change into context. Is this a new chapter? Is it a whole new book? Or is it simply turning a page?
We agreed it would be a great exercise to take three pages and briefly write notes on the past, present and future. The process translates thoughts and feelings into words which can more easily and objectively assessed, and also prepares the ground for future discussions. Conversations can be rehearsed in the script.
By chronicling the past and scripting the future my client was able to gain control over thoughts and feelings, and choose the direction of her story, becoming author for her life.
BRAIN WASHING AND NEW THINKING
Apparently a form of brain washing of american soldiers was to get them to copy out texts that denounced americanism and capitalism. Whereas simply reciting words had no effect on the prisoners, apparently the process of copying text caused then to think about what they were writing. Their internal dialogue [what they said to themselves when they were writing] managed to convince themselves of things that their captors could not.
Writing, which inevitably involves self-talk, is a powerful way of surfacing and examining deeper thoughts in a process which explores meaning and truth before committing it to paper. This process is so powerful in self examination and reflection that story telling or narrative coaching is often used when coaching or mentoring clients about assumptions, ambitions and motives.
NEITHER MEMORIES OR STORIES ARE FIXED
Memories are not fixed or frozen. Every time we recall something from the past we examine it in a new context, and indeed may edit or update the memory with new meaning or purpose based on reflection or new data. Memory therefore can be unreliable since each memory is a store of thoughts and feelings at one particular time, which might be potentially changed each time they are recalled.
For example, If you recite the story of that special day when you did that remarkable thing (remember that, that was huge!). Well the story will change over time. Maybe you add details or don't mention bits if telling your parents or partner or the people at work. Maybe that thing which was huge when you were 5, actually seems quite small now that you are a 5'10" adult. Or maybe that really nice thing looks very different with hindsight, now that you now know about that other thing, which you didn't know then.
It is a good thing to re-examine the past, but best done at a time and a place that does not distort the recollection and update with negative thoughts and feelings. The formula below hints at the problem of inaccurate memory.
Formula: Event + Data + Truth + Experience = Reality
Problems:
1) Event is vague: It may be what is, isn't or might or didn't happen (but you wanted it to)?
2) Data is uncertain: Did we get all the sights, sounds and signals?
3) Truth is variable: [1] what is, [2] what is perceived [3] what we noticed
4) Experience is subjective: thought & emotion can change because of circumstance and context
A good coach will help you identify, surface, recognise and navigate these elements.
GOALS ARE SHORT STORIES IN THE BOOK OF YOUR LIFE
Having a goal gives people something to strive for, a purpose. Typically this might be family, but not necessarily mother and father type family. It could be colleagues, club, community or country. But it could be artistic, scientifice, literary purpose. Whatever you can conceive you can believe, and if you truly believe that may be your purpose.
This purpose, if it has personal value, will motivate and engage our exploratory and pursuit systems and support that effort with dopamine and analgesia to help us with the pursuit. It is a high, a drive, a passion of positive emotion. We often see this with high performance athletes who push beyond normality and pain.
We link memories together to form stories of our past. We may do a bit of editorial to make them coherent and flow: we do not like to think of life as random events so we use narrative to create logical consequence, because of this.. then that. We also like to think there is some fate to life: whether the locus of control is external [the world, God, work, politics sets my fate] or the locus of control is internal [I am the captain of my ship].
The result is that these short stories become your lifes work. As director or editor you get to chose the plot simply by deciding which scenes to keep and which to dump on the cutting room floor. If you create a story with purpose, a mission, or goal that transends the every-day (food, drink, sleep, consumption) then you can create and live with positive emotion, by taking responsibility as the screenwriter, director or editor for your life.
Tim HJ Rogers MBA CITP
PROJECTS, PROGRAMMES and CHANGE / CONSULTANT MENTOR COACH
Adapt Consulting Company
Consult CoCreate Deliver
Mob +447797762051 Tim@AdaptConsultingCompany.com
Tim Rogers is an experienced Project and Change Leader and an ICF Trained Coach as well as mentor for the IoD. He is a past curator for TEDx. Roles have included Programme Manager for the incorporation of Ports and Jersey, and Jersey Post, as well as Operations Change and Sales Support for RBSI/NatWest. He is also Commonwealth Triathlete and World Championships Rower. He has a passion for learning and has been a Tutor/Mentor for the Chartered Management Institute. He is a former Chartered Member of the British Computer Society, has an MBA (Management Consultancy) and is both a PRINCE2 and Change Management Practitioner.
USEFUL LINKS
The True Story of Brainwashing and How It Shaped America
https://www.smithsonianmag.com/history/true-story-brainwashing-and-how-it-shaped-america-180963400/
Self Authoring Suite | Reviewing Jordan Peterson’s Self Authoring Program
https://andreian.com/self-authoring/
</pre><br class="Apple-interchange-newline" /><br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-77580893813455269762021-01-23T09:54:00.004-08:002021-01-23T10:06:36.337-08:00THE IMPORTANCE OF THINKING BEFORE FOLLOWING <pre style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: teal; font-family: Verdana; font-size: 15px; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; orphans: auto; text-align: start; text-decoration: none; text-indent: 0px; text-transform: none; white-space: pre-wrap; widows: auto; word-spacing: 0px; word-wrap: break-word;">I have been told the following and invited to comment.
<i>Tony Robbins was saying that he was shocked that the world would allow businesses, relationships, freedoms, opportunity to be lost by simply complying. He said that the COVID crisis has shown just how powerful fear and fear from Gov can gain compliance </i>
First I should set out that I am responding to the proposition above, without having heard first hand what Tony Robbins actually said or the context in which it was said. The points below are therefore a response to the proposition, not a reply to Tony Robbins.
THE PROBLEM OF OBEDIENCE
I think most of use would agree that blind or misplaced obedience is a bad thing. I highly recommend the book Willful Blindness: Why We Ignore the Obvious at Our Peril by Margaret Heffernan
In the case of the US Government versus Enron, the presiding judge chose to employ the legal concept of willful blindness: you are responsible if you could have known, and should have known, something which instead you strove not to see. The guilty verdict sent shivers down the spine of the corporate world. In this book, Margaret Heffernan draws on psychological studies, social statistics, interviews with relevant protagonists, and her own experience to throw light on willful blindness and why whistleblowers and Cassandras are so rare. Ranging freely through history and from business to science, government to the family, this engaging and anecdotal book will explain why willful blindness is so dangerous in a globalized, interconnected world, before suggesting ways in which institutions and individuals can start to combat it. Margaret Heffernan's thought-provoking book will force us to open our eyes.
I am not knocking loyalty, commitment or pursuit of a cause in which you believe. But you should do this with your eyes open, your head engaged and your conscious clear. Anything else is tantamount to being a zombie easily influenced by propaganda and peer pressure to follow like lemmings.
WE HAVE TOO MANY LEADERS AND FOLLOWERS AND NOT ENOUGH THINKERS
The problem perhaps is that we seem too willing to throw up leaders who personify our dreams of celebrity, wealth, beauty and success and then follow these people unthinkingly. I wonder how many people who 'Like' a meme, tweet, blog or article actually pause to think carefully about the complexity of the argument beyond the emotional 'me too' endorsement. Perhaps we find safety in the herd or align with the leaders or virtues in the hope that we might share some of the reflected glory or acceptance.
THE PROBLEM WITH THINKING
Thinking is actually quite hard and in a world where we are so busy and pre-packaged ideas are as readily available (and unhealthy) as packet food we risk loosing our thinking faculty. I highly recommend the following books.
Thinking, Fast and Slow by Daniel Kahneman
The Organized Mind: Thinking Straight in the Age of Information Overload by Daniel Levitin
In the book Thinking, Fast and Slow Kahneman defines two systems of the mind.
System 1: operates automatically and quickly, with little or no effort, and no sense of voluntary control. Examples: Detect that one object is farther than another; detect sadness in a voice; read words on billboards; understand simple sentences; drive a car on an empty road.
System 2: allocates attention to the effortful mental activities that demand it, including complex computations. Often associated with the subjective experience of agency, choice and concentration. Examples: Focus attention on a particular person in a crowd; exercise faster than is normal for you; monitor your behavior in a social situation; park in a narrow space; multiply 17 x 24.
I suspect we spend too much time using System 1, and simply do not engage System 2, because it is by comparison hard work.
In the book The Organized Mind Levitin demonstrates how the Information Age is drowning us with an unprecedented deluge of data, and uses the latest brain science to explain how the brain can organize this flood of information.
Levitin then demonstrates methods that readers can use to regain a sense of mastery over the way they organize their homes, workplaces, and time. It answers three fundamental questions: Why does the brain pay attention to some things and not others? Why do we remember some things and not others? And how can we use that knowledge to better organize our home and workplaces, our time, social world, and decision making?
THE PROBLEM WITH EQUALITY
Another problem that we have is that we treat people and too many ideas as being equal.
Too often we think that the counter-balance to a brain surgeon should be an idiot with a belief in homeopathy and we then give them equal billing on television and social media. We somehow make the mistake of thinking that treating people equally means we should also treat all ideas equally.
Famously Michael Gove said: I think the people in this country have had enough of experts with organisations from acronyms saying that they know what is best and getting it consistently wrong.
It is true that science sometimes gets things wrong and learns from them. But the learning process that leads from Nicolaus Copernicus, via Albert Einstein to Stephen Hawking and beyond is still more reliable than "Brian from Dudley" And yet Brian, someone with no training, qualification or experience in the matter at hand is often invited to express an opinion which is broadcast in a manner that suggests that his guess, or indeed ours, is as good as any.
We support Brian in some misplaced hope that his opinion, like ours, is valuable. Brian might be a great guy, but I would not want him as my brain surgeon. I'd like an expert. However i am entirely happy for Brian to have a go with Michael Gove on a surgeons table. What could possibly go wrong?
WORKING TOGETHER VERSUS COMPLIANCE
Words are powerful. If we say someone is compliant we might suggest they are weak willed, probably stupid, and possibly malleable . However if we say a bunch of people cooperate, collaborate and communicate to achieve consensus towards a goal, we think that is excellent. I believe thinking (and judgement) is the principle difference between the two.
WHO DO YOU BELEIVE
I think Tony Robbins is a clever guy. He knows a lot about NLP. He is a great speaker and he knows how to whip up a crowd. It would be an unfair comparison, but I could say Joseph Goebbels had many similar stills although his intend was very different.
I do not believe Tony Robbins is virologist or immunologist. So I would be cautious of his advice on that subject.
I recommend the book Skin in the Game by Nassim Nicholas Taleb, which make an interesting point: Be cautious of people who offer advice but no skin in the game. If someone says I recommend you buy xxxxx or you do zzzzz then my response would be have you? What was your experience of xxxxx or zzzzz. I am more likely to believe experience than advice.
Would Tony Robbins put his money or indeed his life where his mouth is? Perhaps he might!
Something useful would be to think critically: Why might Tony Robbins say this? Some might argue that Tony Robbins stands to make more money through big crowds attending his stadium events like his than he does if they stayed safe at home.
So on the basis that Tony Robbins is not a virologist or immunologist and what benefits him (more money from stadium events) is a disbenefit to me (a covid crowd super spreader-event) I'm not sure I will be persuaded by this proposition.
If however Tony Robbins was to talk about NLP and how to pack a stadium then I will pay attention, because this is something in which he can demonstrate expertise and experience, and it is something I can measure and validate.
Tim HJ Rogers MBA CITP
PROJECTS, PROGRAMMES and CHANGE / CONSULTANT MENTOR COACH
Adapt Consulting Company
Consult CoCreate Deliver
Mob +447797762051 Tim@AdaptConsultingCompany.com
Tim Rogers is an experienced Project and Change Leader. He is founder of ciChange.org and curator for TEDxStHelier.Com . Roles have included Programme Manager for the incorporation of Ports and Jersey, and Jersey Post, as well as Operations Change and Sales Support for RBSI/NatWest. He is also Commonwealth Triathlete and World Championships Rower. He has a passion for learning and has been a Tutor/Mentor for the Chartered Management Institute. He is a Chartered Member of the British Computer Society, has an MBA (Management Consultancy) and is both a PRINCE2 and Change Management Practitioner.
USEFUL LINKS
1-Page Book Summary of Thinking, Fast and Slow
https://www.shortform.com/summary/thinking-fast-and-slow-summary-daniel-kahneman?utm_source=google&utm_medium=cpc&gclid=CjwKCAiAr6-ABhAfEiwADO4sfTbnjD9hBc5zf8tdRUPbGhNEJhZ0pmfAc15EPzpPKGIOn8o4siLyRhoCmvYQAvD_BwE
</pre><br class="Apple-interchange-newline" /><br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-22631852975909067262020-12-18T04:45:00.007-08:002020-12-18T05:12:22.864-08:00A Guide to business integrations
This is a Guide to business integrations. Every business integration is different, whether that is bringing together the Harbours and the Airport into a single company: Ports of Jersey, or if the integrations are part of an acquisition programme building presence and capability in Luxembourg, Canada, Jersey and Guernsey.
<p>
This therefore is a rough guide of things to consider rather than an exact plan or a precise order, which will inevitably be different according to circumstances. It is however based on real-life experience and successes in public sector, technology, retail and medical businesses.
</p><p>
If you are interested in projects, change or business integrations please contact me Tim@AdaptConsultingCompany.com or phone +44(0)7797762051
</p><p>
</p><h2>Step 1 - Assemble the Project Team </h2>
This is itself is the subject of another step-by-step guide and I won't elaborate here expect to say that it is important to have a team with the competence, capacity, drive and desire to deliver the project. It is also important to have in mind the process of integrating with, and have-over to, business-as-usual team(s) so that there is a clear delineation between the project which should come to an end having achieved its goals, and business-as-usual of running the now expanded business.
<h2>Step 2 - Understand the Strategy </h2>
Any business integration is part of a strategy and this need to be understood. If the aim is to expand the number of people, products, customers then the integration process may be very different from an aim which is to standardise, centralise, economise. With the former each acquisition may seek to increase the range of products and services [Company A 10 products + Company B 10 products = Company AB 20 products] whereas the latter the intention will be to rationalise and reduce [Company A 10 products + Company B 10 products = Company AB 10 products]
<p>
Moreover the business integration may be a long-term "hold" in which case there will probably be significant investment in people, process and technology and a drive for closer integration possibly under a common brand. Or the integration may be a short-term "positon" in which case the businesses are loosely joined possibly with separate products and practices for their "local" sector or market.
</p><p>
The level of integration and the length of ownership are important considerations for investors some of whom may be looking for a steady yield over a long period. Or they may look to flip very quickly to gain the upside of a bigger business (more customers and revenue) without the cost of integration and rationalisation (and associated investment and change).
</p><p>
Some businesses will join but still have 2 accounting systems, 2 sales and marketing teams, 2 compliance teams whereas others would invest to integrate and in the long term rationalise. The most extreme case I have come across is one firm that have 140 different accounting systems, such was the speed of their acquisitions and slowness of their integration.
</p><h2>Step 3 - Review the Products and Services </h2>
The above elements set the scene for the Review the Products and Services. Do the business continue all Products and Services or seek to standardise and streamline? A common approach is to consolidate the most profitable and depreciate the least profitable, giving due notice to customers and offering an upgrade or migration path which may also include a review of contracts, terms and conditions, service changes etc. This then later feeds into the Service and Support and Migrate the Customers workstreams discussed later.
<h2>Step 4 - Review the Support, Partners and Suppliers </h2>
Whether to have 2 accounting systems, 2 sales and marketing teams, 2 compliance teams will depend on a number of factors. It may be that the tax, language and regulations are sufficiently different to merit this. Or it may make common sense to bring everything together under one team and one system.
<p>
The same may apply to Partners and Suppliers. If you have an intangible product/service you may be able to service everyone globally from one place or with one supplier, but if there are tangible elements, or the need for face to face, or physical interaction (eg engineer or mechanic) then the choices will be different. For many businesses there is a combination of both strategies at play: centralise some elements and decentralise others.
</p><h2>Step 5 - Review the Organisation Structure </h2>
The above elements set the circumstances to Review the Organisation Structure. The roles and responsibilities may change according to what is to centralise or decentralise and what is to expand (more people, products, services) and what is to contract (rationalise services). This may be a once only change as two businesses become one, or more complex if part of an acquisition strategy of many integrations.
There may be many functions to consider, some of which may be departments, teams, individuals or external-partnerships. All businesses are different but these themes will apply in some measure to most.
<ul>
<li>Finance And Accounts</li>
<li>Sales And Marketing</li>
<li>Compliance And Legal</li>
<li>Service And Support</li>
<li>Training And Development</li>
<li>Company Secretarial And Admin</li>
<li>Human Resources</li>
<li>Information Governance </li>
<li>Information Security</li>
<li>Properties and Facilities</li>
<li>Culture and Communications</li>
</ul>
Each of the above departments, teams or individuals will have a plan for business-as-usual, keeping existing customers happy and maintaining current Products and Services, whilst also preparing for the future changes. Managing and coordinating the resources between "run the business" and "change the business" is critical.
<p>For the bringing together the Harbours and the Airport into a single company: Ports of Jersey we had the additional legislative and political aspects to consider. It was necessary to write laws to set-up the Port Authority on a legal basis, transfer the assets and vest the responsibilities and all this was subject to political oversight and also political scrutiny, with necessary liaison with UK for Privy Council and Queens Assent. Furthermore it was necessary to reach accord on the balance of responsibilities to the Treasury (expecting a shareholder return) and to Government (expecting public service)
</p><p>
</p><h2>Step 6 - Review the Company Structure </h2>
This Review the Organisation Structure may have an impact on company structure, tax status, jurisdiction etc., for example whether there is one business or a conglomerate. Whether there is a holding top-co and where the assets of the entities are held and the income booked and the contracts held. This does require careful thought because internal and inter-company movement of assets, income and resources will have a material affect on the balance sheet and profit and loss of the company(ies) their approach to investment and the rules applying to staff (employment laws are different in some countries) and services (regulations are different in some countries).
<h2>Step 7 - Prepare the Service Teams </h2>
At the onset we talked about the project which should come to an end having achieved its goals, and transfer to the business-as-usual team who will run the now expanded business. All the thinking above now needs to be translated into preparation so that the new people, policies, processes, products are prepared and ahead of any client migration.
<p>
This may be a significant amount of work if it requires the transfer or consolidation of data into new systems or adapt and adoption of new ways of working. This is a project within itself.
</p><h2>Step 8 - Communications </h2>
Communications should be happening all the time. I have placed it at Step 9 not because it is the 9th thing to do, but to highlight all the things that need to be considered as part of a communications plan that starts before Step 1. The communications plan should start before integration, perhaps as a statement of strategy or intention. What gets said to whom, when, how and why is a project within itself. There may be issues of commercial confidentiality, insider-trading, staff and union participation. There is much to consider and many to include from shareholders to stakeholders, suppliers to staff.
<h2>Step 9 - Culture and Process Change </h2>
Culture and Process Change should be happening incrementally all the time, in parallel with planned communications to ensure what you say and what you do remain in step and people are engaged as well as informed. This "theme" may include a number of elements including human resources, training and development, process change and coaching.
<p>
Whereas the steps above will provide a map, a map is not a journey. Success is dependant upon execution and successful delivery will be dependant upon the competence, capacity, drive and desire of everyone, and possibly a reliance upon a change team to compliment the project team in helping the people aspects of change.
</p><p>
There may also be the need to consider "local" issues and customs where global approach does not exactly fit and an element of translation, interpretation or customisation is needed.
</p><p>
A Review the Products and Services (discussed above) is ostensibly about picking the winners and losers, those that will carry forward and those for which there will be a managed end-of-life. However at a more granular level there may be a need to review how these are delivered faster, cheaper, better possibly taking account of new capabilities emerging from the integration.
</p><h2>Step 10 - Review and Migrate the Customers, Products and Services</h2>
As noted in Communications, there is a need to talk to customers all the time, before, during and after the changes that effect them. The steps above will shape the conversation. In some cases there may be a emphasis to remove unprofitable or high maintenance clients and target resources towards more profitable homogenous clients.
<p>
Often small businesses offer a la carte bespoke services when they get started which are difficult and costly to maintain when the scale-up resulting in a switch to drop parochial services in favour of consolidated global services and reduce the variety and complexity of Products and Services to a few staple products.
</p><p>
If your strategy is to target different customers with different Products and Services you may have a challenging tasks of managing the transition, particularly if there are existing contracts and committments which will take a time to unwind, review and renew.
</p><p>
The review element should be a part of the hand-over to business-as-usual and the regular relationship management annual reviews. This is critical part of kaisan: continuous improvement beyond the integration project.
</p><p>
</p><h2>Conclusion</h2>
This has been a look at integration rather than the pre-integration task of acquisition. It is not a definitive guide, but hopefully useful to indicate themes and share experience.
<p>
If you are interested in projects, change or business integrations
or would like checklists, templates, tools or training in any of the above elements
or perhaps just a coaching conversation about how to customise and apply these ideas in your organisation
please contact me Tim@AdaptConsultingCompany.com or phone +44(0)7797762051
</p><p>
<br />
<br />Tim HJ Rogers MBA
<br />CONSULTANT PROJECTS PROGRAMMES AND CHANGE
<br />Mob 447797762051
<br />Tim@AdaptConsultingCompany.com
<br />
</p><p><b>ABOUT TIM:</b> Tim's background includes
<b> BUSINESSS</b> responsible for the incorporation of the Post Office and Ports of Jersey and Operations Change and Sales Support Manager for NatWest and RBS International
his <b> COMMUNITY INTERESTS</b> include Jersey Policy Forum, hosting TEDx events and he is a Former Chair of Pharmaceutical Benefits Committee and member Public Accounts Committee,
and <b>SPORT INTERESTS</b> Triathlon (Commonwealth Games 2006) & Ironman (2006-2016) and Rowing (World Champs 2009, 2010, 2016)
</p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p><p></p>
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</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3920536799613375509.post-11078402342005674502020-12-18T04:44:00.005-08:002020-12-18T05:12:07.679-08:00A Guide to strategy, projects and change
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<p>
Every organisation is different and there are lots of models, guides and articles about strategies. For example Porter suggested 4 strategies "Cost Leadership" (no frills), "Differentiation" (creating uniquely desirable products and services) and "Focus" (offering a specialized service in a niche market). He then subdivided the Focus strategy into two parts: "Cost Focus" and "Differentiation Focus."
<p>
There are also lots of models, guides and articles about projects and project management. The two main methodologies are agile (for example Scrum) and waterfall (for example PRINCE2). The main difference between agile and waterfall is that waterfall projects are completed sequentially whereas agile projects are completed iteratively in a cycle.
<p>
And finally there are (you've guessed it) lots of models, guides and articles about change, the most famous being the 'change curve' derived from the work of Kubler-Ross, which describes the journey that individuals typically experience when dealing with change and transition. This journey consists of a number of stages that people go through: shock and denial, anger, bargaining, depression and acceptance.
<p>
This paper is about how these elements may be joined up into a programme. It is not therefore a deep exploration of each element (strategy, projects and change), but a rough guide of things to consider when bringing these elements together. This is not an exact plan or a precise order, which will inevitably be different according to circumstances. It is however based on real-life experience and successes in operatonalising strategy and delivering progress in public sector, technology, retail and medical businesses.
<p>
If you are interested in strategy, projects and change please contact me Tim@AdaptConsultingCompany.com or phone +44(0)7797762051
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<h2>Step 1 - Translating the Strategy into Plans </h2>
Because this is an exploration of how the pieces fit together I will not talk about the process of strategy formulation but instead start from the point that a strategy exists and it is your job to see that it gets delivered. As a Consultant/Project manager this is often the case.
<p>
At this point it is important to understand [1] where are we now [2] where do we want to be [3] how to get there. The strategy will address these points in summary, but this now needs to be broken into sub-elements so that we can understand what needs to shift, change, progress, develop. For simplicity I will use the McKinsey 7S Model, but there are many other ways to do this.
<p>
It is important to create a "to do list" for each element
<p>
<ul class="wide">
<li> Strategy: this is your organization's plan for building and maintaining a competitive advantage over its competitors.</li>
<li> Structure: this how your company is organized (that is, how departments and teams are structured, including who reports to whom).</li>
<li> Systems: the daily activities and procedures that staff use to get the job done.</li>
<li> Shared values: these are the core values of the organization, as shown in its corporate culture and general work ethic. They were called "superordinate goals" when the model was first developed.</li>
<li> Style: the style of leadership adopted.</li>
<li> Staff: the employees and their general capabilities.</li>
<li> Skills: the actual skills and competencies of the organization's employees.</li>
</ul>
<p>
From this you will have lengthy lists of major tasks, some of which are dependant upon each-other and need to performed in the correct order, whilst other elements can be done independently. Rather life following a recipe.
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<h2>Step 2 - Translating Plans into a Programme of Projects </h2>
As stated above, this is not about projects and project management or how to do Agile or Waterfall. I will create a separate guide for each. This is about how strategy is linked to a programme of delivery and how that programme provides oversight and drive for the successful delivery of projects and in-so-doing the delivery of change and the goals of the strategy.
<p>
Too often I see organisations where it is really hard to link what is said (strategy - thinking) with what is done (projects - actions). Moreover it is often the case that organisations are unclear on focus and priority and over ambitious on delivery. This is typically the case where are more than 20 major projects and no consensus on their priority for scheduling, funding and resources.
<p>
I have often said you can do 100 things at 1% (and dissipate your efforts) or 1 thing ar 100% (and put all your eggs in one basket). In truth there is probably a sweet spot of 5 - 10 projects that can be properly delivered in one year depending on duration, funding and resources. Beyond that you increase complexity, confusion, challenges of communication, co-ordination and collaboration and overall increase risk.
<p>
Getting the Board, Executive or Senior Management Team to agree the definitions, deliverables and priorities of each project can be a major task. I have been in boardrooms where executives have completely differing views on the purpose, scope and outcome of a project and are unable to prioritise as a result. Left unaddressed this creates uncertainty with inevitable impact on the project delivery and the allocation of resources (time, money, effort).
<p>
From this you will have lengthy lists of projects, and some form of ranking and sequence. You'll also have an idea on Priority1 "must do projects" and Priority2 "would like to do projects" and Priority3 "coming soon projects".
<p>
What is critical at this stage is to ensure that recognition and reward systems, performance appraisals, departmental goals and personal development plans reconcile to these.
I have seen projects (and organisations) fail because the people and processes are incentivised to incongruent goals. You cannot expect people to commit to Project X if their boss has made Task Y their key priority or indeed recognition and reward is aligned to Measure Z.
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<h2>Step 3 - Assemble the Programme Office </h2>
In simple terms the Projects or Programme Management Office [PMO] will be the central hub for tools, templates, training, co-ordination and communication for all projects. There is no single correct truth of what is included in the scope of a PMO and the extent to which elements are centralised or decentralised. Some PMOs are very hands-on involved in strategy, resources, funding, budgets and discussions with managers, staff and delivery teams. Other PMOs are simply a central point to consolidate and distribute project progress reports.
<p>
One analogy I have used is Air Traffic Control ATC. ATC does not fly planes, but does ensure that they
<ol class="wide">
<li>Have a clear understanding of destination and route. - A project "idea" has a clear purpose, scope and benefits</li>
<li>Have a agreement on destination and desire. - A project has a business case, plan, budget etc.</li>
<li>Have a flight-plan and inventory of passengers, crew etc. - A project has an idea of roles, goals, controls, etc.</li>
<li>Have pre-flight checks and permission to take-off, avoiding other planes or obstacles. - A project which is ready (people, funding, schedule) is authorised to proceed avoiding crash into another or other critical activities like quarter-end reporting or major campaigns etc.</li>
<li>Have a safe flight with necessary updates on progress, weather or obstacles - A project submits progress reports on their journey and receives updates on possible issues, diversions etc.</li>
<li>Have a safe landing (at the right place, time, and avoiding issues) - A project reaches conclusion its arrival is scheduled and the resources to accept the outputs and outcomes are prepared. </li>
<li>Have process for disembarking and handling arrivals at the new destination - A project has a closure and hand-over to business as usual</li>
</ol>
<p>
This analogy has been useful in differentiating between what happens with in the project (the plane with its captain, crew, passengers, resources and destination) and the oversight and overall co-ordination that happens in the Air Traffic Control ATC tower. ATC does not tell the captain how to fly, nor does the captain take responsibility for what happens outside their aircraft. It is the same between PMO and Project Manager
<p>
To stretch this analogy a little further (and beyond the realities of what Air Traffic Control do at most airports), we might also imagine that ATC also runs a "flight school" to train pilots and understand their roles and responsibilities, with appropriate tools, templates, techniques etc.
<p>
At this point I will resist the temptation to go into the processes and artefacts of project managerment (perhaps another guide) and conclude by making the point that it is important to have the necessary eco-sphere of roles, goals, controls, checks and balances to ensure smooth operation of international air space, and delivery of projects alike.
<h2>Step 4 - Assemble the Talent Academy </h2>
This may or may not be an element in your approach, but I have long thought that the role of Project Leadership goes beyond delivering on-time, on-budget, to-specification with low-risk and high-communication and should additionally improve the competence, capacity, drive and desire of every participant.
<p>
Creating tools, templates and training via a Projects or Programme Management Office is useful, but at times it is akin to buying someone tools and then assuming that they are a plumber or electrician. As well as the process and artefacts there is a need to work with, support, engage and empower the people.
<p>
Without this essential step the strategy is a menu for people that do not want to eat. And a project plan is a recipe for people who do not want to cook.
<p>
The common refrain is "we need hearts and minds" with the emphasis on recruitment rather like that Lord Kitchener poster "Your Country Needs You" used to recruit people, ostensibly to the trenches for a heroic, tragic and fifthly death. This leads to the subjugation and demoralisation of people who are overworked and conflicted beween their day-job, the additional and ever changing demands of their bosses and the requests of the projects.
<p>
There are a divergence of views here which I should acknowledge, but mine is that it is often useful to differentiate between those that "run the business" and those that "change the business". I do believe that there are different skills and often different personalities in war or in peace, in projects or in business-as-usual, in change or in steady-as-we-go.
<p>
A Talent Academy goes beyond training and development of employees and seeks to find, support and develop people into their ideal roles. In this case, somewhat simplistically "run the business" (managers and supervisors) or "change the business" (innovators and change agents).
<p>
It is critical that these people co-operate, collaboration and communicate for projects outcomes and outputs to become part of every-day operation. In some organisations they rotate people so that they have experience of developing processes, products and services as well as real-life experience of using these.
We must avoid installation without implementation: You have the "thing" but none of the benefits are realised. You may win the war (deliver the project), but you have no plan for peace (operationalise and capitalise).
<p>
There has been so much written about education, engagement and empowerment from training, through facilitation, mentoring, coaching that I will suggest that the reader spend some time looking at this vital aspect and what is necessary and useful for their people, projects, progress and performance.
<h2>Step 5 - Create The Change Team </h2>
The Change Team may be the cadre of "change the business" folks who under the stewardship of Project Managers and/or Scum Masters are the workforce for delivery. They may be the SAS who go in first, to be followed by the infantry and eventually the politicians.
<p>
In some business there may be a discrete mergers and acquisitions team, or a project delivery team. Whereas other organisations rely upon volunteers or the goodwill over overstretched employees to find some extra time on top of their daily cores.
<p>
The concepts of Programme Management Office (a person, team or function providing oversight and co-ordination) and Talent Academy (a person, team or function providing training, coaching, support) and a Change Team (a person, team or function supporting the delivery) may overlap somewhat, but I do believe consideration needs to be put to these elements. We say "people are our most important asset" yet this is often the least well maintained and cared-for asset, leading to overwork, breakdown and failure.
<p>
If you are going to rely upon business-as-usual team to deliver projects as an additional added element to their day-job then there will be a need to protect the people and their time. This can be achieved by dedicating a day or time for project work or a location at which they can be undisturbed by business-as-usual tasks.
<p>
The co-ordination and management of tasks and the development and support of people is the most critical element of strategy, projects and change. Creating the environment where success is inevitable (purpose, premises, processes, priority and participation) is key role of management and leadership.
<p>
<h2>Step 6 - Deliver the Programme, Operationalise the Strategy </h2>
With all these elements complete and properly integrated it should be possible to "switch-on" the machine and Deliver the Programme, Operationalise the Strategy. I use the machine metaphor not to undermine the importance of people it is, after all, the people who design, build and operate this machine. However I do feel that it is the processes that should work 24/7 and not the people.
<p>
The role of people is not to be a cog in the machine, constantly under pressure to perform, but to be the architect and operator to innovate and build new faster, cheaper, better processes leading to improvements for people, products, profits and the planet.
<h2>Conclusion</h2>
This has been a look at strategy, projects and change. It is not a definitive guide, nor a sequential check-list, but hopefully useful to indicate themes and share experience.
<p>
If you are interested in strategy, projects and change
or would like checklists, templates, tools or training in any of the above elements
or perhaps just a coaching conversation about how to customise and apply these ideas in your organisation
please contact me Tim@AdaptConsultingCompany.com or phone +44(0)7797762051
<p>
<br />
<br />Tim HJ Rogers MBA
<br />CONSULTANT PROJECTS PROGRAMMES AND CHANGE
<br />Mob 447797762051
<br />Tim@AdaptConsultingCompany.com
<br />
<p><b>ABOUT TIM:</b> Tim's background includes
<b> BUSINESSS</b> responsible for the incorporation of the Post Office and Ports of Jersey and Operations Change and Sales Support Manager for NatWest and RBS International
his <b> COMMUNITY INTERESTS</b> include Jersey Policy Forum, hosting TEDx events and he is a Former Chair of Pharmaceutical Benefits Committee and member Public Accounts Committee,
and <b>SPORT INTERESTS</b> Triathlon (Commonwealth Games 2006) & Ironman (2006-2016) and Rowing (World Champs 2009, 2010, 2016)
</p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></p></head>
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</p>Unknownnoreply@blogger.com0