Making a change
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Making a change

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I have changed my work for FD Career Challenge based on the feedback I got so far about previous versions of my presentation.

I have changed my work for FD Career Challenge based on the feedback I got so far about previous versions of my presentation.

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  • I have started this presentation as an attempt to create an addition to my CV. The ordinary CV simply does state facts from your work experience, but it does not say how would you act in this or another practical situation, what are your aims at work besides having good salary and interesting work and what could you do besides the experience, which you already have. So the presentation “Who is Mr... Issaenko?” was born. Very soon with the feedback of some of my reviewers I understood that I need not only to express certain new ways as I and my work values as I see them but also bring more concrete content. So this presentation became not more about my self, but about visions and instruments I have developed in my work. Those visions and instruments I have developed gave also a vision to structure them into the system. In this presentation I am going to take you today on a journey through elements of those systems. I have heard about such concepts as new (net) working during the Introduction Webinar of Carrier Challenge 2011 . Those concepts came literally “to the heart” of my own vision of entrepreneurship and engaging people to achieve goals. After that Webinar I felt that I have even more motivation to complete my presentation of “You Can Change It” and share it through FD Carrier Challenge 2011 competition site. It helps me to make step closer to the realization one of my greatest personal opportunities- winning the major prize MBA Executive Education in the prestigious and business university of Nyrode with great traditions of business education. I believe that when following this education and after completing that I can contribute even more in creating business opportunities within my entire network.
  • The knowledge of entrepreneurship and new net(working) is already within you. We will discover it together by supporting you in projecting your current experience onto the new maps of structuring and helping you to derive maximal value from your current experience. I hope that you will find “think-triggers” within this presentation very useful to get a value and derive new knowledge from this experience. This knowledge is already within you and your current experience and with use of elements of this presentation you can discover it.
  • In the journey, which is ahead of us, there are 5 themes to discover.
  • In the Leading theme we will look together on the aspects of coordinating your professional team and leading the whole team united in achieving your business goals. In the Entrepreneurship part you and I will look how you can create the entrepreneurship environment within your organization or team to help members act as an entrepreneurs, seeing and motivated to help the entire organization in achieving its business goals. New Net(working) goes about how you use your existing networking to help you in pursuing business opportunities. Business ideas, which are later transferred to the opportunities, shall be born somehow. You need an inspiration and information to create this. Where you can get this inspiration from? That is the content of the fourth part of this presentation. The last fourth part is not about doing it, it is about You , Mr/Mrs X , Your Success and how do you peruse your personal opportunities and achieve personal goals.
  • Taking a lead is a very important step. You can not just be given a leadership by organization structure. You need to take this lead and carry this. How do you do this?
  • Leading can be done in two forms Coaching and Directing, but it is very important to combine those forms in the correct proportions as well as knowing in advance, which level of your personal involvement leadership can be required from you under different circumstances.
  • Level of involvement is defined by proportions of coaching and directive parts. Your level of involvement is not constant as well as leadership style. It needs to be adapted to be at right place at the right time .
  • You may need to change the style of your leadership depending on circumstances and one fact, that people need to understand not only what you want from them but also understand why do you want it from them and be sufficiently motivated in trying to achieve the end result. Very many Offshore or Outsourcing IT projects are not as successful as they could be, if the leadership style and relations between both onshore and offshore sides were formed in the right way from the beginning. You may have less or more personal involvement in the begin, but if you begin working with new people or new supplier, the Direction part of your leadership shall be strong. People may not need to understand why you want to do certain things in the certain way, but they shall know what you want from them, in which form and be committed to that. Further, when need in the direction of team reduces and team is able to follow certain procedures, you may spend more time on explaining the essence of their tasks from you and listen if they have questions or suggestions how to improve this locally. It is necessary, during improvement phase to keep you level of direction sufficient enough to make sure that team does not focus on improvement only, but keep their foots on the land and remain aware from demands from you. You do Coaching of your team or supplier as you lead them. When your relations with the team or supplier are mature enough, you can reduce directing part, allowing people to choose locally most efficient ways to achieve goals, which you provide by going to Supporting type of leading. Eventually, if business goals are not changed frequently or change insignificantly, you may go to Delegating type of leading. Relations in this part need regular monitoring and control to gain indication when your team or supplier needs increase of Support or Direction . Very many projects in IT Outsourcing which had a good start, later suffer fails, because the level of involvement decreased, when team under strong Direction shown good results. You can NOT go directly from Direction type of relationships to Coaching unless you intend to formalize every aspects of your professional relationships and know for sure that formal procedures, which you set, are understood in the same way by you and your team/supplier. When you are in Delegating type of the relationships, you need to be absolutely sure in the Team Integrity on your own or/and supplier side .
  • What does team integrity in your case mean and why it is important? The answer is very simple. You can NOT achieve any productive result if some members of your team are moving in different directions and have goals, different that goals of the team.
  • That is why team integrity means that goals and ambitions of everyone in the team shall be correlated with goals of the entire team. Also it is important for you as a leader to have a strong vision of what are you trying to achieve, besides normal caring day to day tasks. Having this vision allows you to clarify required environment to implement this vision. Based on that vision, you can assign everyone a place in this environment, his/her own important job . The kind of this job shall allow a person to get a deserved recognition. You can achieve giving recognitions by structuring motivation and enthusiasm of your team. So that you can put their actions in the right way to achieve the maximal positive effect in their contributing to the work of the entire team.
  • Here you may see, how feeling of personal recognition and reword leads to the feeling of trust between you and the member of your team. Always try to know everyone of your team in person: what drives him/her , what his/her personal and professional ambitions and what is the best reward does he/she truly want from her work ? Having a feeling of trust helps you so much, when the time of crisis comes and you need to perform with your team above normal or there is no time for discussion and you just want that your team relies on you. And never, never address people as “hey you” or refer to them as “those people”.
  • Feeling of doing the own important piece of the common job unities people. They work in cooperation each with other. However, members of your team are like stars. Some brighter, others are dimmer. And like in sport there is a plenty space for friendly completions between those stars within your daily routine. Competitions, which make dimmer stars brighter and may turn bright stars to supernovas.
  • As it was mentioned before, people need to be reworded or better to say to have feeling of being personally reworded. The post necessary aspect of that feeling is a feeling of doing “important job”. Never say to your people “Well, someone needs to carry those tasks” or “It shall be done anyway, so please do that instead of discussion”. Instead you need to give person a picture of importance those tasks for the team related success. If you have tasks, which you personally consider to be waist of the time, how could you convince anyone about importance of their work on those tasks? Instead, you shall be involved with your management in discussing those tasks and if they are necessary. But let us say, you have a total picture of vision for the team work and there are no “waist time” tasks in this vision, so every task has its own unique importance. Besides that, everyone in your team is assigned to the tasks, understand their importance and motivated to carry them on. How would you choose how exactly everyone shall be reworded for his/her work and how. The best way to do that is to allow someone becomes better that he is. You may encourage competition between your team members on how gains maximal measurable result of the certain kind from similar type of task. For maximal efficiency you need to drive them on a regular basis, so everyone eventually gets a chance to win and tries to win. We all have memories. There are memories, which are pleasing us as we recall them. It is very important to recall positive emotions, when we have clashes and fallbacks in our daily work and life. Memories in our mind have certain doors which lead us to recall those memories. Having a gift at which you often look is one of those doors. When person is reworded and feels that you have the professional trust in him or her, you may use that to make person accept the certain positive critics which would help him/her to improve own contribution to the work of entire team/organization. You may help him or her with activities to achieve that and set up the plan or personal improvement process aimed to achieve desired personal result. If you agree with team member which desired personal result for the nearest future could be, then he/she knows what to work for and also less motivated to change his job.

Making a change Making a change Presentation Transcript

  • How to achieve your personal SUCCESS in © 2011 by Andrew Issaenko
  • Success in making a change Leadership Entrepreneurship Change Inspiration Your personal success “ The man who moves a mountain begins by carrying away small stones” Confucius (Chinese philosopher) 551 BC – 479 BC
    • 5 stones
    of success in making a change
  • Leadership Entrepreneurship Change Inspiration Your personal Success
  • Leadership
    • Leadership: coaching and directing
  • Leadership: decreasing level of involvement Level Of Support Level Of Direction Level of involvement Supportive Coaching Delegating Directive
  • Leadership: adjusting to new working (delegating) Level of support needed Level of required direction Moving from directing to delegating and back Supportive Coaching Delegating Directive
    • Leadership: integrity is essential
  • Leadership: team/personal integrity
    • Clear “ bright day ” vision from a leader creates shared understanding of team goals
    • Everyone pictures his own role and meaning
    • Everyone wants to be recognized in a personal way
    • Guided motivation helps to achieve maximum effect in personal contribution
  • Leadership: conditions and responses avoid “hey-you” or “those people” expressions Condition Response Personal deserved recognition: feeling personally rewarded Feeling personally rewarded: personal interest in contribution Personal interest in contribution: better relations Building trust and good relations in peaceful atmosphere: help in time of crisis or deadline
    • Leadership:
    • competition and cooperation
    Best result in business is achieved by combination of both
  • Leadership: instruments of rewarding Instrument Outcome Feeling of doing important job: motivates a person to work harder Encouraging regular competitions within team with small “win” marks: increased personal engagement Public recognition of some personal strength: motivates personal interest in correcting weak elements during personal improvement process Having a clear vision of desired personal result in every case: person is less inclined to leave the organization/team and knows what he works for
  • Leadership: good stories
    • Giving books to offshore team members with personally addressed notes from the onshore team encouraged motivation and dedication of the offshore team
    • Facilitating ad hoc feedback from upper management to show importance of the project results to the team
    • Humour is the universal language of cross-cultural communication and cultural awareness is important factor in understanding your team 
  • The environment of entrepreneurship
  • Entrepreneurship: why it is important?
    • Internal innovations are difficult to manage by hierarchical ruling
    • Companies need to innovate at all levels in the case of strong competition
    • Local entrepreneurship allows continuous innovation by means of encouraged and controlled local initiative
    • Entrepreneurship: how do we build it?
  • Entrepreneurship: how do we build it?
    • Everyone is aware of organization goals and of personal benefits coupled with opportunities
    • Everyone looks for ideas locally to seize opportunities organization-wide
    • Everyone knows where to look for ideas and how to exploit opportunities
  • Entrepreneurship: finding opportunities in risks & chances
  • Entrepreneurship: finding opportunities in risks & chances
    • “ We want something we can easily sell (demand) ” but “Can we easily make (supply) this?”
    • “ We can easily make it (our advantages) ” but “Can we easily sell it (market trends, competitor movements and risks) ?”
    • Shared awareness and acceptance of necessary compromises and balances is part of winning for all parties
    • Entrepreneurship: awareness horizons
    How to keep shared awareness and sharply focused horizons
  • Entrepreneurship: awareness horizons Individual perception of added value of opportunity Opportunity Awareness Individual perception of required resources and related risks Enthusiasm: “ We do it right now!” Planning and management: “ Let us plan and keep track of this” “ Only if we do not spend too much time on that” “ Investment in the bank of ideas”
  • Entrepreneurship: indirect v. direct negotiations Individual perception of added value of opportunity Individual perception of required resources and related risks Enthusiasm: “ We do it right now!” Planning and management: “ Let us plan and track this” “ Not too much time!” “ Bank of ideas”
    • Entrepreneurship:
    • speeding up (“ad hoc” v. “plan”)
  • Entrepreneurship: “ad hoc” v. “plan”, how to combine ?
    • Supporting project network to be daily routine (Agile, SCRUM methods)
    • Network can help you with resources f0r ad hoc activities and better coordination of planned activities
    • Living planning is used to communicate with stakeholders about progress and environment of realization
    • Entrepreneurship: no limits
    “ The only limit to your impact is your imagination and commitment .” Tony Robbins A famous American self-help author and success coach
    • Change
  • Change: managing stakeholders Stakeholder(s) influence (volume) Stakeholder(s) interest in opportunities Engaging with opportunities planned work activities Influence: others’ support Engaging by impressive results Influence: others’ support Influence: others’ support Target audience for keeping engaged and informed Clients/investors Target audience to work directly on the opportunity activities Opportunities evangelists (your “selling” network)
    • Change: your evangelists
    Believe you or not, the number does really matter…
    • Change: leading by example
  • Change: time to handle Time for realization of benefits Required resources and related risks Yellow Print: Engaging your network to obtain first results faster: selling benefits during the realization. Blue Print : Perceiving with the consent of management as a part of business development plan Green Print: Opportunity activities to gain fast realization of benefits for influencing perception of opportunity Red Print: Risky areas to be considered carefully: management and your network to be engaged in the discussion
  • Change: managing expectations Expected Result Perceived Result Building the trust by investment of personal effort Dissatisfaction : rejecting the opportunity Satisfaction : continuing with the opportunity Vail of ignorance : not considering the opportunity as an opportunity Involvement: becoming involved with the opportunity
    • Change: building partnership
    Symbiosis of acting and supporting roles
  • Change: building partnership Entrepreneurial or active leadership Influencing or supporting leadership YOU People to coach and learn from (strength your position with them) People to cooperate with (your desired partners) Working force ( support your evangelists) People to follow closely (your potential clients)
    • The art of marketing ..is largely brand building . If not a brand, it will be viewed as a commodity”
    • -Philip Kotler
    Change: personal marketing Professor of International Marketing at the Kellogg School
  • Inspiration: what drives it
    • Inspiration: business value
  • Internal qualities External qualities How do I improve my strength with latest developments? Can known weakness be the source of opportunity for improvement? Inspiration: business value Strength Trends Weakness Opportunities
    • Inspiration: related data
  • Internal knowledge External knowledge Inspiration: related data MAKING YOUR VISION Selected Benchmark Data Global Development Analysis (Wolfram-Alpha) Lessons learned Data Systems of structuring the Operational Knowledge (SIGMA7,PRINCE2, ISEB, ASL)
    • Inspiration: learning from others
  • People, who follow you People, which you follow Inspiration: learning from others Using particular experience or knowledge of them Sharing your ideas and mutual work with them Monitoring latest developments in your network or specific domains of your interest and making personal branding Influencing them directly or indirectly
    • Inspiration: bridging your network
    Long Term Vision Determination
  • Their interest in your network Your interest in their network Inspiration: bridging your network Considering mutual opportunities presented by their network Working on mutual opportunities with them and their network Monitoring latest developments in your network or specific domains of your interest and making personal branding Analyzing possible mutual opportunities and engaging their network via them
  • How do You Achieve success?
  • Success: what is important to you?
    • Have you ever thought what do you really want?
    • Have you ever thought which potential do you really have?
    • You may discover within your self abilities to be an entrepreneur in different areas.
    • Think about the future you really want and ways to achieve this (opportunities)!
  • Success: developing your business Expected value of achievements x chance to succeed Required resources to pursue x known risks YOUR ENVIROMENT Private Consulting: current knowledge and experience Corporate Making: current knowledge and experience of your network Self Learning: knowledge and experience, which would be required in your future Developing: making new network and supporting existing network
  • Success: strategy of relations Partnership with them Competing with them Cooperating and analyzing : cooperating in business opportunities, analyzing their value for you Collaborating and anticipating: collaborating in business opportunities and anticipating their actions Monitoring and selecting: Monitoring environment and selecting strategies to cooperate rather than compete Monitoring and preventing: monitoring their movements and taking preventive measures
  • Success: considering opportunities Effect of movements to achieve personal opportunities Risks and readiness to consequences from their response movements Taking advantage: interesting opportunities Planning realization: risks mitigation strategies Monitoring the situation: Selected risks and opportunities Preventing risks: developing preventive strategies, which can also be the source of opportunities
    • " Victorious warriors win first and then go to war , while defeated warriors go to war first and then seek to win."
    • - Sun Tzu
    • Success: seeing the total picture
    Vision of own place in the environment and development to become more
    • Success: shape your dream!