Hector Infer - Empowering People to Build "Teams of Endearment"

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  • Reflexión personal sobre Factores Críticos de éxito ¿Qué he descubierto en esta práctica? ¿De qué me he dado cuenta? ¿Cómo puedo aprovecharlo en mi trabajo?
  • Hector Infer - Empowering People to Build "Teams of Endearment"

    1. 1. Empowering people to build “Teams of Endearment” A transformational journey eva gabrielamartínez Infer By TA Team héctor infer
    2. 2. We provide innovative solutions to address four businesschallenges in todays markets: • Cultural Transformation : How to align our culture with our business strategy, to create competitive “experiential” advantages? • Leadership Paradigm: How to renew the leadership values of our management, to build Teams of Endearment? • Engagement: How to strengthen enthusiasm and commitment of our people, to create “fan employees”? • Performance: How to implement a process of continuous renewal of our business processes, to create loyal and satisfied customer?Some lessons we have learned implementing Process ofTransformation
    3. 3. Culture, Engagement and Performance. MAKE A DIFFERENCE PERFORMANCE Innovate, to create satisfied and loyal customers to assure business sustainability Teams ADD VALUE EMPOWER Team Innovate make an extra mile Leaders to contribute to the common interest of the ACHIEVE organisation MOTIVATE NT TRANSFORM E ME G AG COMPLY ADAPT EN COORDINATE Team Leaders Achieve personal objectives, CONTROL to satisfy self interestTeams Acomplish tasks & budget, to satisfy self interest CULTURE CONVENTIONAL GOOD TO GREAT FRIMS OF COMPANIES COMPANIES ENDEARMENT
    4. 4. Corporate Values drives Firms Performance Stockholders Return, Comparative Analisys ( 1996-2011) Presented by Raj Sisodia in the CTT Global Conference, september 2012, Cape Town Term 15 years 10 years 5 years 3 years Stockholders Cumulative Annualized Cumulative Annualized Cumulative Annualized Cumulative Annualized Return Firms of Endearment 1646.1% 21% 254.4% 13.5% 56.4% 9.4% 77.4% 21.1% Companies Good to Great 177.5% 7% 14.0% 1.3% -35.6% -8.4% -23.2% -8.4% Companies inStandard & Poor 157% 6.5% 30.7% 2.7% 15.6% 2.9% 10.3% 3.3% 500 Index
    5. 5. Lesson 1. Awakening the Sponsor WithinHow to empower Top & Middle Managers to become“Sponsors” of their Team’s Transformation Process?  Personal Transformation ExperiencesThe “Action Learning Process” empowers the Sponsorsfor influencing with integrity.
    6. 6. Practical Concioussnes. Experience 1.1. Choose an “unfinished situation” in a real relation that you would like to solve, but you “avoid coming to the point”.2. Fill the boxes in the matrix, answering the questions in each cell with ONE statement (not a narrative).3. Share yor answers with other participants, looking for similarities and differences.
    7. 7. Fill the boxes I want and I have… I don´t want and I have… In thissituation /relation … I want and I don´t I don´t want and I have… don´t have…
    8. 8. Let´s play with your situation map Driving I WANT Characters YES NO YES KEEP IT THE WAY LET GO! IT IS! I HAVE NO GO FOR IT! AVOID RISKS! Restraining Characters
    9. 9. Seven Cultural Characters LEVEL OF CONCIOUSSNESS CHARACTERS SERVICE WISEEXTERNAL COHESION INTEGRATORINTERNAL COHESION INSPIRED TRANSFORMATION FACILITATOR SELF ESTEEM EXPERT BELONGING SOCIABLE SURVIVAL PRACTICAL
    10. 10. The “Seven Characters” dealing with conflicts INSPIRED, INTEGRATOR and WISE, invite you to "take advantage of the opportunities” present in conflicts to create “win-win-win” solutions. You feel “trust driven” and willing to change the present and co-create the future (entrepreneurial attitude) FACILITATOR, invites you to detach from Level 1, 2 and 3 fears in order to think “outside the box” of your “default” maps. You feel courageos, with enough personal power, to transform the problems into opportunities (innovative attitude) PRACTICAL, SOCIABLE and EXPERT invite you to complain about problems,“blame others” and “do not take chances”. You feel “fear driven”, with lack of personal power to change your present , then you try to restore the past (conservative attitude)
    11. 11. Let’s continue playing with your map…“Self Coaching” Protocol1. Identify the “ Cultural Characters” behind each statement.2. Celebrate their presence and acknowledge their positive intention.3. Create a conversation between the “Current Cast of Characters”.4. Ask to yourself: this dialogue is inviting me to ….?5. Invite another “Character”, to play a NEW Role in this conversation6. Create a new conversation, between the “New Cast of Characters”7. Ask again to yourself: this dialogue is inviting me to ….?8. Check your level of empowerment to transform this situation…9. If you feel enough power, close this process at this point.10. If you do not feel enough power, restart this process from step 4.
    12. 12. Personal take aways A personal insight on… Better understanding of… New resources for …
    13. 13. Lesson 2. Awareness and ResponsibilityHow to empower a Management Team to identifycompelling reasons for improving Performancethrough a Transformation Process
    14. 14. Transform Action MatriX Desired Results Required Sales Performance Improvement n tio Ac rm fo ns Tra Current Results Current Sales Performance Cultural Change Current Desired Values Values
    15. 15. Evolution of Team’s Concioussness MAKE A DIFFERENCE PERFORMANCE Innovate, to create satisfied and loyal customers to assure business sustainability Teams ADD VALUE EMPOWER Team Innovate make an extra mile Leaders to contribute to the common interest of the ACHIEVE organisation MOTIVATE NT TRANSFORM E ME G AG COMPLY ADAPT EN COORDINATE Team Leaders Achieve personal objectives, CONTROL to satisfy self interestTeams Acomplish tasks & budget, to satisfy self interest VALUES CONVENTIONAL GOOD TO GREAT TEAM OF TEAM TEAM ENDEARMENT
    16. 16. 15 Sales Teams (example) MARCAR LA DIFERENCIA RESULTADOS Innovar, para fidelizar clientes y asegurar la sostenibilidad del negocio Equipos APORTAR VALOR INSPIRAR Directivos Innovar, para crear clientes y Mandos satisfechos y contribuir a los resultados colectivos LOGRAR MOTIVAR E NT 14 15EM G GA EN CUMPLIR COORDINAR Directivos 10 12 REINVENTAR y Mandos Lograr los objetivos DIRIGIR individuales de ADAPTAR gestión, calidad y 9 13 rentabilidad Cumplir con los 5 11Equipos procedimientos, las 3 normas y el 8 presupuesto 1 6 4 7 2 ORGANIZACIÓN EQUIPOS ORGANIZACIÓN EQUIPOS QUE EQUIPOS DE ALTO VALORES CONVENCIONALES CONVENCIONAL CONVENCIONAL SOBRESALEN RENDIMIENTO
    17. 17. Lesson 3. Measurement MattersHow to empower a Management Team to calculatethe ROI of a Process of Transformation.  Before, to create commitment & focus on results.  After, to raise awareness & to keep going.
    18. 18. Sponsor’s Workshop Before the workshop, participants complete an Individual Assessment focus in Key Results Areas of their team. During the workshop, participants learn how to use the main findings of the CTT Assessment to develop “Transformation Objectives“ (Cultural Changes to improve/achieve results) At the end of the workshop, each participant develops their own Action Plans to implement “Transformation Objectives” After the workshop, participants implement their Personal Action Plan supported by an internal sponsor.
    19. 19. Individual “Performance & Values” assessment1 Identify current and desired results of your team in the following Key Result Areas: 4 REQUIRED PERFORMANCE2 Select the values & behaviors that better reflect you Desired results working with this Team Select the values & behaviors that better reflect ON how your Team work to achieve the Current Results TI AC you have identified in step 1 1 RM FO NS RA3 Select the values & behaviors that better reflect how T Current CURRENT your Team should work to achieve the Desired Results results PERFORMANCE you have idenfied in step 14 In the “Sponsor’s Development Workshop” you will learn how to use the main findings of the CTT values assessment, to develop “Transformation 2 3 Objectives“ (Cultural changes to improve/achieve Current Desired results) Values Values
    20. 20. Global Transformation Objective (example) Key Success Factors for Growing in 2013 Back on Budget SALES 24.38 M€ BENEFIT 10.19 M€ (41,8%)SALES = -18%BENEFITS = 42% YTD ABRIL 2012
    21. 21. Personal Action PlanTRANSFORM ACTION OBJECTIVEName Department DateSituation nº : Results (vertical axis) Values and behaviors (horizontal axis)Improve: Achieve: Mantain Activate DeactivateCommitmentsThings to do By means of?With whom? What for?When?
    22. 22. Lesson 4: The Power of Cascading SponsorshipHow to empower team members involved in theimplementation of Transformation Objectives,through their natural leaders
    23. 23. Empowerement of Team Members Transformation Goal P E evolución del resultado R Personal Action F Plans O Personal Objectives R M A N C E 1. FEEDBACK fase 1 fase 2 2. LEARNING fase 3 3. EMPOWERMENT
    24. 24. Cascading Sponsorship process (Example)EX RENDIMIENTO DIRECTOR DPV COMERCIAL Emplea un Cuadro de Mando para ◄ El Director de la DPV consolida unC el Seguimiento y la Mejora ContinuaE de la Efectividad Comercial y los Rendimiento Comercial Excelente Resultados de Gerentes , los JRs yL los Comerciales mediante acciones dirigidas a mejorarE la Efectividad y los Resultados de losN Puntos de Venta y ServicioT GERENTES TERRITORIALESE Emplean un Protocolo Corporativo para liderar a los Mandos de sus equipos comerciales y para impulsar la mejora continua de la Efectividad y los ◄ Los Gerentes Territoriales contribuyen a Resultados sus Mandos y sus equipos comercialesS consolidar un Rendimiento Comercial Excelente,U mediante la mejora continua de la EficienciaP JEFES REGIONALES Comercial y la Influencia Interpersonal susE Y TUTORES INTERNOS Equipos ComercialesR Emplean un Protocolo Corporativo para liderar aI sus equipos comerciales y para impulsar laO mejora continua de la Efectividad Comercial y losR resultados de sus Equipos. ◄ Los Jefes Regionales contribuyen a afianzar una Rendimiento Comercial Superior de susC VENDEDORES comerciales, mediante la mejora continua del laO Emplean un Protocolo Corporativo para Eficiencia Comercial y la Influencia InterpersonalN planificar y realizar contactos comercialesS y de Servicio con los clientes de sus comercialesIS ◄ Los Protocolos están alineados con la Estrategia Competitiva de la empresa yT aportan indicadores de Eficiencia, Influencia y Resultados Individuales.E ◄ Los Protocolos permiten alcanzar un Rendimiento Comercial Consistente y unaN gestión de clientes alineada con la Estrategia Competitiva de la empresaTE TIEMPO INSTALAR Y ALINEAR AFIANZAR CONSOLIDAR
    25. 25. www.transform-action.net How You Can Contact Us héctor hinfer@transform-action.net gabriela gabriela@transform-action.net eva emartinez@transform-action.net

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