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Holding ACEs – A Practical Model for Jump Starting New Product Teams

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In order to build those high-quality relationships, we must define and support how they are identified, formed and managed over time.

In order to build those high-quality relationships, we must define and support how they are identified, formed and managed over time.

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  • 1. Holding ACEs AN ACCOUNTABILITY FRAMEWORK  TO HELP YOU DELIVER THE NEW Andrew Marshall [Drew] PrincipalPrimed Associates, LLC
  • 2. INNOVATION MEANSINTRODUCING CHANGE INTO INHERENTLY STABLE SYSTEMS
  • 3. INNOVATION REQUIRES A PERSISTENT FOCUS ON VALUE CREATION
  • 4. OBJECTIVES• Share some thought starters on the challenges  of managing accountabilities in innovation• Explore the value of trust in productive  relationships and how to build it• Understanding the power of social networks• Identify the keys to motivation• Review goal‐based accountability• Consider ACEs™
  • 5. WHAT KEEPS YOU UP AT NIGHT?
  • 6. No problem can be solved from the same level of consciousness that created it. ALBERT EINSTEIN PHYSICIST PHILOSOPHER PATENT CLERK
  • 7. HOW DO YOU HOLD PEOPLE TO ACCOUNT FOR THEIR ACTIONS?
  • 8. NOT ALLPATHS ARE FRUITFUL
  • 9. Without trust there is nothing. ANONYMOUS PROLIFIC & MOST QUOTED AUTHOR OF ALL TIME
  • 10. au∙ton∙o∙mynoun ȯ‐`tä‐nə‐mēDefinition1: the quality or state of being self‐governing; especially : the right of self‐government2: self‐directed freedom and especially moral independence
  • 11. mas∙terynoun mas‐t(ə‐)rēDefinition 1: the authority of a master : dominion 2: the upper hand in a contest or competition : superiority, ascendancy 
  • 12. pur∙posenoun pər‐pəsDefinition1: something set up as an object or end to be attained : intention  2: resolution, determination 
  • 13. A QUICK EXERCISEAnswer the following questions with a score of 0‐10 Where 0 = None & 10 = Most1. How much autonomy do you have over time?2. How much autonomy do you have over your  tasks?3. How much autonomy do you have over your  team?4. How much autonomy do you have over your  technique? Copyright © Primed Associates, LLC. 2011
  • 14. >28 = positive autonomy<28 = negative autonomy Copyright © Primed Associates, LLC. 2011
  • 15. We don’t see the world the way it is.We see the world the way we are. ANAÏS NIN 20TH CENTURY AUTHOR PHILOSOPHER
  • 16. RELATIONSHIPS MATTER
  • 17. ????????
  • 18. ORGANIZATION CHART TYRANNY
  • 19. ORGANIZATIONSARE NOT THEIR CHARTS
  • 20. PUTTING THE FUN IN FUNCTIONS OR IS THAT DYSFUNCTION?
  • 21. RETHINKORGANIZATIONS
  • 22. DOING SOMETHING NEW?You must: • elevate the level of trust within the team or  organization, • make your expectations visible,• tie commitments to those expectations, • share the responsibility to hold each other  accountable. How do we get there from here? 
  • 23. WHAT DO ACE’s REPRESENT?• The foundation of all effective ACE  transactions is the establishment and  maintenance of trust. • The sum of all ACEs ‘held’ by two people, a  group or multiple groups is a measure of their:  – intent (what are we trying to achieve?),  – focus (who is doing what?),  – productivity (what are we achieving?) and,  – capacity (what else might we achieve?).
  • 24. The greatest achievement of the human spirit is to live up to one’s opportunities and make the most of one’s resources. MARQUIS DE VAUVENARGUES A MODERN STOIC , WRITER & MORALIST
  • 25. TRUST GROWS OVER TIME
  • 26. To be trusted is a greater compliment than being loved. GEORGE MACDONALD AUTHOR, POET, PHILOSOPHER & MINISTER
  • 27. Copyright © Primed Associates, LLC. 2011
  • 28. EXPECTATIONSA clear statement of expectations includes parameters of performance including time, cost and any additional features or functionality required. Copyright © Primed Associates, LLC. 2011
  • 29. COMMITMENTA clear commitment to act requires acknowledgement of the performance parameters and the raising of any potential concerns.  Copyright © Primed Associates, LLC. 2011
  • 30. ACCOUNTABILITYThe mutual acknowledgment of the performance considerations and the acceptance constitutes the establishment shared of accountability which will be jointly managed over time. Copyright © Primed Associates, LLC. 2011
  • 31. ANOTHER QUICK EXERCISE1. How do you set expectations?2. How do you confirm your expectations are  understood?3. How do you recognize commitments?4. How do you assess commitments over time?5. How do you manage accountability?How you answer these questions speaks  volumes about your effectiveness. Copyright © Primed Associates, LLC. 2011
  • 32. By mutual confidence and mutual aid ‐ great deeds are done, and great discoveries made HORACE ROMAN LYRIC POET
  • 33. NARRATIONENGAGEMENT
  • 34. INTERACTION
  • 35. COMMUNITY
  • 36. Although prepared for martyrdom, I preferred that it be postponed.  SIR WINSTON CHURCHILL PRIME MINISTER OF GREAT BRITAIN, LIKED A DRINK
  • 37. Every day you may make progress. Every step may be fruitful. Yet there will stretch out before you an ever‐lengthening, ever‐ascending, ever‐improving path. You know you will never get to the end of the journey. But this, so far from discouraging, only adds to the joy and glory of the climb. SIR WINSTON CHURCHILL PRIME MINISTER OF GREAT BRITAIN, LIKED A DRINK
  • 38. WHAT QUESTIONS DO YOU HAVE?
  • 39. Andrew Marshall [Drew] PrincipalPrimed Associates, LLC Twitter:@DrewCM drew@thinkprimed.com Mobile: 609-613-3975 Copyright © Primed Associates, LLC. 2010