Getting Things Done: Rapidly Transitioning from Learning to Knowing to Acting April 19, 2006 Peter West Senior Consultant Continuous Innovation peter.west@ continuousinnovation .ca http://www. continuousinnovation .ca/ the Right

Goal: To Stimulate You to Think About, Explore and Apply Some of the Ideas that Follow

To Stimulate You to Think About,

Explore and Apply

Some of the Ideas that Follow

Useful Definitions: Productivity = Effectiveness (Doing the Right Things) Performance = Efficiency (Doing Things Right)

Productivity = Effectiveness (Doing the Right Things)

Performance = Efficiency (Doing Things Right)

The Overall Framework: Focused / Rapid Transitions Hit or Miss / Forced Transitions Done Actively Done Passively Yourself Others Environments Yourself Others Environments Manage Your Actions LEARNING: Which in Turn, Informs Learning About … KNOWING: To Guide Your Actions, You Must Know … ACTING: To Perform Productively, You Must …

Done Actively

Done Passively

Yourself

Others

Environments

Yourself

Others

Environments

Manage Your Actions

ACTING: Action Management Vertical Action Management Horizontal Action Management Workflow Mastery: Collecting Processing (Do It, Delegate It, Defer It) Organizing Reviewing Doing (Based upon: Context, Time, Energy, Priority) Planning Naturally (Purpose, Vision, Brainstorming, Organizing, Actions) David Allen – Getting Things Done (1998):

Vertical Action Management

Horizontal Action Management

Workflow Mastery:

Collecting

Processing (Do It, Delegate It, Defer It)

Organizing

Reviewing

Doing (Based upon: Context, Time, Energy, Priority)

Planning Naturally (Purpose, Vision, Brainstorming, Organizing, Actions)

KNOWING: Oneself (A) “ Knowledge workers must, effectively, be their own chief executive officers. It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive … To do those things well, you’ll need to cultivate a deep understanding of yourself …” Six Questions: What are my strengths ? (What are their implications for action?) Do I concentrate on them? Do I work to improve them? Is intellectual arrogance causing disabling ignorance? Do I mind my manners? Do I remedy bad habits? Peter Drucker – Managing Oneself (1999)

“ Knowledge workers must, effectively, be their own chief executive officers. It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive … To do those things well, you’ll need to cultivate a deep understanding of yourself …”

Six Questions:

What are my strengths ? (What are their implications for action?)

Do I concentrate on them?

Do I work to improve them?

Is intellectual arrogance causing disabling ignorance?

Do I mind my manners?

Do I remedy bad habits?

KNOWING: Oneself (B) How do I perform ? (How do I get things done?) Am I a reader or a listener? Do I work well with people? (In what relationships?) Do I perform well under pressure? Do I produce results as a decision-maker or advisor? Do I work best in large or small organizations? How do I learn? (Do I act on this knowledge?) What are my values ? (What guides my actions?) What influences my beliefs? What Influences my behaviour? Are my values compatible with the organization’s?

How do I perform ? (How do I get things done?)

Am I a reader or a listener?

Do I work well with people? (In what relationships?)

Do I perform well under pressure?

Do I produce results as a decision-maker or advisor?

Do I work best in large or small organizations?

How do I learn? (Do I act on this knowledge?)

What are my values ? (What guides my actions?)

What influences my beliefs?

What Influences my behaviour?

Are my values compatible with the organization’s?

KNOWING: Oneself (C) Where do I belong ? (Questions 1 to 3 help to provide focus) And, do I have the confidence to assert? Yes, I will do that, but … This is the way it should be done/structured These are the required working relationships/resources These are the kinds of outcomes/results you should expect These are the timeframes/deliverables What should I contribute ? (What are my stretch goals?) What does the situation require? How can I make my greatest contribution? What results need to be achieved?

Where do I belong ? (Questions 1 to 3 help to provide focus)

And, do I have the confidence to assert?

Yes, I will do that, but …

This is the way it should be done/structured

These are the required working relationships/resources

These are the kinds of outcomes/results you should expect

These are the timeframes/deliverables

What should I contribute ? (What are my stretch goals?)

What does the situation require?

How can I make my greatest contribution?

What results need to be achieved?

KNOWING: Oneself (D) Do I take responsibility for relationships ? Do I see others as people? (Respecting their strengths, performance, values, place & contributions) Do I take responsibility for communication? ( In the context of their strengths, performance, values, place & contributions) Do I nurture trust? Successful careers are the result of preparing for opportunities

Do I take responsibility for relationships ?

Do I see others as people? (Respecting their strengths, performance, values, place & contributions)

Do I take responsibility for communication? ( In the context of their strengths, performance, values, place & contributions)

Do I nurture trust?

Successful careers are the result of preparing for opportunities

KNOWING: One’s Habits Be Proactive Take initiative Circles of Concern/Influence Begin with the End in Mind Personal Mission Statement Principle-centered Put First Things First Think Win-Win Character Relationships Seek to Understand … Then to be Understood Empathetic Communication Perceptions Synergize Cooperation Trust Sharpen the Saw Physical / Mental Spiritual / Social Stephen Covey – Seven Habits (1989)

Be Proactive

Take initiative

Circles of Concern/Influence

Begin with the End in Mind

Personal Mission Statement

Principle-centered

Put First Things First

Think Win-Win

Character

Relationships

Seek to Understand … Then to be Understood

Empathetic Communication

Perceptions

Synergize

Cooperation

Trust

Sharpen the Saw

Physical / Mental

Spiritual / Social

KNOWING: One’s Behaviors Initiative (The White Space) Seek Out Responsibility Willingly Assume Risk Leadership (small-l) Respected for Quotient (Knowledge, People, Momentum) Self-Management (Total) Self-Knowledge / Satisfaction Work Organization / Flow Followership (Lead in Assists) Focus / Commitment Competent / Credible Perspective (The Big Picture) All Stakeholders Teamwork Purposeful / Participative Productive Organizational Savvy Relationship Management Niche / Credibility Show and Tell Targeted Persuasive Networking Known Connected Robert E Kelley – How to Be a Star at Work (1998)

Initiative (The White Space)

Seek Out Responsibility

Willingly Assume Risk

Leadership (small-l)

Respected for Quotient

(Knowledge, People, Momentum)

Self-Management (Total)

Self-Knowledge / Satisfaction

Work Organization / Flow

Followership (Lead in Assists)

Focus / Commitment

Competent / Credible

Perspective (The Big Picture)

All Stakeholders

Teamwork

Purposeful / Participative

Productive

Organizational Savvy

Relationship Management

Niche / Credibility

Show and Tell

Targeted

Persuasive

Networking

Known

Connected

KNOWING: One’s Capabilities Cognitive Capabilities: Noticing Observing / Recognizing Scanning Filtering / Amplifying Patterning Connecting / Correlating Sensing Translating Integrating Creating Meaning Cognitive Processes: Visualizing Focused Perspective Intuiting Tapping Unconscious Valuing Aligned Attention Judging Leveraging Heuristics Alex and David Bennet – Organizational Survival (2004)

Cognitive Capabilities:

Noticing

Observing / Recognizing

Scanning

Filtering / Amplifying

Patterning

Connecting / Correlating

Sensing

Translating

Integrating

Creating Meaning

Cognitive Processes:

Visualizing

Focused Perspective

Intuiting

Tapping Unconscious

Valuing

Aligned Attention

Judging

Leveraging Heuristics

KNOWING: Other Aspects Peter Senge (5 th Discipline) Personal Mastery Mental Models Systems Thinking Shared Vision Team Learning Daniel Goleman (EI) Self-Awareness Self-Management Social Awareness Relationship Management Roger Fisher (Doing) Purpose Thinking Learning Engagement Feedback William Bridges (You, Inc.) Desires Abilities Temperament Assets

Peter Senge (5 th Discipline)

Personal Mastery

Mental Models

Systems Thinking

Shared Vision

Team Learning

Daniel Goleman (EI)

Self-Awareness

Self-Management

Social Awareness

Relationship Management

Roger Fisher (Doing)

Purpose

Thinking

Learning

Engagement

Feedback

William Bridges (You, Inc.)

Desires

Abilities

Temperament

Assets

KNOWING: Putting It All Together (PKM) .

.

LEARNING: Personal Learning Plan (PLM) Work-aligned / Career-aligned For Each PKM Element: Learning Goals Learning Activities Learning Timeframes Evaluation Method Support Needed

Work-aligned / Career-aligned

For Each PKM Element:

Learning Goals

Learning Activities

Learning Timeframes

Evaluation Method

Support Needed

Comments & Questions