Change Leaders Work Pack Professor Eddie Obeng Leading Change HSBC Jul 09
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Change Leaders Work Pack Professor Eddie Obeng Leading Change HSBC Jul 09

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Change Leaders Work Pack Professor Eddie Obeng Leading Change HSBC Jul 09

Change Leaders Work Pack Professor Eddie Obeng Leading Change HSBC Jul 09

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Change Leaders Work Pack Professor Eddie Obeng Leading Change HSBC Jul 09 Change Leaders Work Pack Professor Eddie Obeng Leading Change HSBC Jul 09 Presentation Transcript

  • LearningToTransform1 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 1 The Change Leader’s WorkPack DeliveringTomorrow Eddie Obeng ALL CHANGE!
  • LearningToTransform2 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 2 The Change Leader’s A.N.T.S. Overview DeliveringTomorrow ALL CHANGE!
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 3 Why Change? What to Change to? What to Change (Hard)? What to Change (Soft)? Who is to Change? How to make the Change happen? How to sustain the Change?
  • LearningToTransform4 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 4 Ways of working, culture, organisational myths and legends, personal beliefs Why Change? Impact of New World, Self-imposed/ Imposed change Achieving New world Transformation Success - Checklist: What to Change (soft)? Policies, measurements, systems, processes, rewards, infrastructure What to Change (hard)? How to sustain the Change? Joined-up management, future mapping, reward, recognition, systems, organisation structure, contracts, management How to make the Change happen? Programme of change, projects, policy development process, project ownership, leadership What to Change to? Opportunities fully taken account of, vision, innovation Who to Change? Directors, process managers, project managers, associates, suppliers A.N.T.S.TMModel A.N.T.S. Why Change? What to Change to? What to Change (Hard)? What to Change (Soft)? Who is to Change? How to make the Change happen? How to sustain the Change?
  • LearningToTransform5 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 5 The Change Leader’s A.N.T.S. WhyChange? DeliveringTomorrow ALL CHANGE!
  • LearningToTransform6 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 6 Old WorldEvolve,DominateorDie Wehavebeensuccessfulby: EvolveDominateorDieeDdTM New World Wewillbesuccessfulby: Available from Pentacle.Co.UK Copyright Eddie Obeng 1995 Copyright Pentacle 2005 All Rights Reserved Not to be reproduced or copied NEW SOLUTIONS FOR A COMPL EX WORLD Time RateofLearning PaceofChange Old World New World Change Old World – New World Past Now NewWorldTM 1975 1980 1985 1990 1995 2000 2005 Copyright Eddie Obeng 1995- 2008 Copyright Pentacle 2008 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/TCLWorkPack.htm
  • LearningToTransform7 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 7 The Change Leader’s A.N.T.S. WhattoChange to?(soft) DeliveringTomorrow ALL CHANGE!
  • LearningToTransform8 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 8 My Greatest Hopes My Greatest Fears Group Greatest Hopes Group Greatest Fears For this session what are your greatest Agreed Ground-rules/ De-riskers Hopes&FearsTM HOPES&FEARS
  • LearningToTransform9 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 9 1. Say AND not OR! Is your solution integrative? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 2. Assume Fair=Different not Fair=Equal Does your solution recognise the need to tailor actions to meet different populations/ needs? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 3. Change DEPENDENCE to INTERDEPENDENCE Is your solution capable of self governance? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 4. Do NOTHING of NO use! Is your solution designed to ensure focus on delivering to your goal of making money (delivering benefit to society)? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 5. Stakeholders rule OK! Is your solution designed around the people who have to deliver it and live with the results? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 6. Make time fit! To what extent have you made scoped your solution to the possible rather than the nice to have impossible Is this rule relevant in this situation? If not why not? What do you need to change about your solution? NewWorldTMCheck-List 7. CHUNK IT OR JUNK IT!’ Have you reduced the scope to de-risk your solution appropriately? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 8. ALL CONSTRAINTS INTO MEAT SPACE Have you ensured that your solution appropriately uses new technologies? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 9. Unlearn EVERYTHING! Have you ensured that your solution appropriately uses new knowledge? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 10. Don’t change anything! Have you taken into account the overall impact of change on your ability to deliver results? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 11. LOOP IT UP! Is your solution self-sustaining? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 12. Go VIRTUAL! Have you developed a solution with powerful results which relies on an approach which is not popularly adopted? Is this rule relevant in this situation? If not why not? What do you need to change about your solution? 12 New Rules for our Real World ThinkingforaNewWorld Available from Pentacle.Co.UK Copyright Eddie Obeng 1995 Copyright Pentacle2005 All Rights Reserved Not to be reproduced or copied NEW SOLUTIONSFOR ACOMPLEXWORLD Time RateofLearning PaceofChange Old World NewWorld Change Old World – New World Past Now NewWorldTM 1975 1980 1985 1990 1995 2000 2005
  • LearningToTransform10 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 10 The Change Leader’s A.N.T.S. WhattoChange to?(hard) DeliveringTomorrow ALL CHANGE!
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 11 TANGIBLES in exchange for something physical ‘INFORMATISED’ SERVICES in exchange for help, advice, (enjoyable) experience or information (service) RISK REMOVAL in exchange money in the future or to replenish lost money in the future AURA in exchange for a belief, aura, brand or recognition ACCESS in exchange for access to someone else's (or your) time or attention Fivereasonsstrangersgiveyoumoney... MoneyMakingMachine5TM Revenue rate - correlates with exclusivity/ difficulty Revenue rate - correlates with need/ scarcity Multiplier/ qualifier/ definer Revenue rate - correlates with perception/environment Revenue rate - correlates with time/ease/immediacy/ frequency/ comprehensiveness/ emotional completeness
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 12 ProfitProfitabilityTM Profitability% 020406080100 Amount of Profit/Yr.. 1 3 10 30 100 300 10 10 10 10 10 10 3 4 5 6 7 8 Old World Growth New World Growth
  • LearningToTransform13 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 13 WHY NOT FIXED YET? IF NOT FIXED… GapLeapAnalysis EvolveDominateOrDieTM IF FIXED…InstantScope &Justification GAP The difference between where we are and where we would like to be... Copyright Eddie Obeng 1995- 2008 Copyright Pentacle 2008 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/TCLWorkPack.htm
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 14 Our New Offer Our New Offer Customer Need/ Want Customer Need/ Want Competitor Response Competitor Response FutureMapping3TM Customer/ Client/ Consumer/ Company/ Competitor/ Co-Opitor/ Collaborator/ Context Setters/ Contributor/ Channel Estimating Sustainability of the Opportunity Project Name
  • LearningToTransform15 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 15 The Change Leader’s A.N.T.S. Whoto Change? DeliveringTomorrow ALL CHANGE!
  • LearningToTransform16 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 16 FindingStakeholders PeopleIcanthinkofwho…. are involved but the change/ project could happen without them the change/ project could NOT happen without them People I can think of who will…. be damaged as a result of the change/project benefit from the change/project 1. 2. 3. 4. Approach with caution - you will need your antennae up and to exercise caution not to permanently alienate them. Ask these people up front to commit to support project/ change. They will be a great invisible resource. No need to create enemies. Use Issue -Data-Question-Build to emotionally engage. Try to get strong sponsorship from these people. Enlist them as allies to help manage other stakeholders. How do I find out who my stakeholders are? StakeholderGridTM P R O V O K I N G – I N S P I R I N G – E D U C A T I N G – F A C I L I T A T I N G – C O A C H I N G . TH E V I R T U A L B U S I N ES S S C H O O L Copyright Obeng 2004 All Rights reserved NEVER SURPRISE your Stakeholders Build TRUST rapidly to ensure they are really engaged Give them reasons to BET on your SUCCESS Remember...
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 17 Sundeck of Success Focus on the Future 1 Attic of Arrogance Bad news from someone they respect 2 Contentment and Complacency room Explain why they must Change? 4 Denial and Denigration room Be clear on what has to Change? Paralysis Pit Learn from Action 5 Chaos and Confusion Room Establish what to Change To? Dungeon of Despair Motivation/ Counselling Wrong Direction Door Sack the Consultants! 3Revitalisation and Renewal Room Explore how to Change and Sustain it? How to Start? 4RoomHouse4 6 7 8 9 MrMindset-Initiation
  • LearningToTransform18 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 18 …avoidresistance…engage! Write it down here exactly as you would blurt it out 1. What I want to say... 2. What I will actually say... IssueIDQB IDQBTM Data Question Build Solution Together Description of the problem/ opportunity Example to make it clear and un-ambiguous what you’re talking about Timing •All at once •As far as you can go in one conversation •One step at a time To trigger engagement A dialogue Copyright Eddie Ob eng 1995 Copyright Pe ntacle 2005 All Rights Reserved Not To Be Re produced , Copied or Modified From http://www.Penta cleTheVB S.com/Workp ads.h tm LearningToTransform Third Law of Change PeopleCreateChange -PeopleConstrainChange ReceptivenesstoChange Surprise! Stimulus!
  • LearningToTransform19 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 19 Peoplewhoseemto... Not understa nd what you are trying to achieve Understa nd what you are trying to achieve People who seem to... agree with the goals of your project/ change a. b. c. d. Not agree with the goals of your project/ change EngagingCommitment How do I get even the awkward ones to engage? StakeholderGridTM2 P R O V O K I N G – I N S P I R I N G – E D U C A T I N G – F A C I L I T A T I N G – C O A C H I N G . TH E V I R T U A L B U S I N E S S S C H O O L Copyright Obeng 2004 All Rights res erved NEVER SURPRISE your Stakeholders Build TRUST rapidly to ensure they are really engaged Give them reasons to BET on your SUCCESS Remember...
  • LearningToTransform20 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 20 Building trust with… NAME For the purpose of...Promise What: By when? Remind them you Promised and You’ve Done it How was reminder made? Response? Do It Delivered? Round 1 Promise What: By when? Remind them you Promised and You’ve Done it How was reminder made? Response? Do It Delivered? Round 2 Promise What: By when? Remind them you Promised and You’ve Done it How was reminder made? Response? Do It Delivered? Round 3 Promise What: By when? Remind them you Promised and You’ve Done it How was reminder made? Response? Do It Delivered? Round 4 Test E.g., Would you be comfortable with me doing/ saying/ etc in your absence? BindingRingOfTrustTM
  • LearningToTransform21 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 21 Plan to Test Principles & Patterns ReflectionExperience The Implications Questions to ask: How do you think this will affect the future for: •you •your team •your stakeholders • • What response do you anticipate from: •your team •your stakeholders •competitors • • My Main Message What I Anticipate the Implications will be • • • • • • • Impli-K-tionsQuestionsTM What They Anticipate the Implications will be • • • • • • •
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 22 PeopleIthinkarebettingonchange/project... Failure Success People who I think want the change/project to ... FailSucceed A. D. B. C. GuessingMotivations& PredictingBehaviour StakeholderGrid2TM How do I find out what they will do to get in my way? Nothing special. Delegate day-to- day management. Inform of decisions in advance - just don’t upset them! Listen to their criticism and accept offers of help. Find out why they want failure. Remedy. Re-involve and inform of small and big wins. Remove from the main action. Find out why they want failure. Remedy. Re-involve and inform of wins.
  • LearningToTransform23 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 23 People more powerful than me People I need something from… 3. You will be able to call on the credits you build here in future 1. Enlist their allegiance in helping to tackle people in box 2 Subtly make sure that they are aware that you are helping them 4. Don’t waste your advantage by being coercive - Use charm or else they will gang up with others against you 2. Play your cards close to your chest. Use alliances, Take your time. Get an ‘honest broker’ to help present your case People less powerful than me People I have something to give… Nic’sPowerGrid Nic’sPowerGrid2TM
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 24 Peoplewhoare... Not showing real support showing real support People who’s... Success you affect through your delivery a. b. c. d. actions affect your success HighlightingRisks Who are the real showstoppers and how do I prevent them from stopping the show? Don’t overplay your hand and become coercive. Don’t upset them. Show real gratitude for their help. Gain continuing participation. Watch closely for any signs of declining support. Act immediately Organise a straight-talking implications session as soon as possible Use an ‘implications discussion’ to highlight the reasons they need to be more engaged in the project/change StakeholderGrid2TM
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 25 … make it familiar …make it exciting Write it down here how you would describe your idea It’s like... L-Eve-830SecondPitch L-Eve-8TM Meets... But with/ without... And what’s really cool about it is... Description of a popular product/ film/ brand/person Description of a popular product/ film/ brand/person The distinctive properties of your idea Why the Customer/Client will love it/ Why it is of real advantage to your organisation Space for creative doodles Copyright Eddie Obeng 1995 Copyright Pentacle 2005 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/Workpads.htm LearningToTransform TheR.A.B.B.I.T.Journey Key Concepts Key Tools & Techniques Push-Pull SparqsTM Idea improvement OrganoWebTM Project Types and Management Approach Leadership Protection Chunking De-Risking Strategic Choice Self-service Emotional Engagement Establishing Value Creating The Opportunity Achieving Focus Making It Possible Engaging Commitment Making It Happen Old/New World KnowledgeLiabilitiesTM SmartFailureTM MagicBoxTM IdeasMagnetTM Making Time Fit for ‘Breathing’ RABBIT TM Model OrganoWebTM Visualisation SparqingTM - sources of innovation Loop-It-UpTM Leading2Results StickyStepsTM Appear! TM Raising Visibility NWPMATMmethod/Proj ect Dynamics TeamFit/ DeadBodySyndrome Here-To-ThereTM Review GapAanlysisTM- BadOldDaysTM TimeReverseTM/ Resourcing Leadership Quiz2 FixItNowTM ChunkingTM Partners Skill/Risk ProtectionStrategy Gap AnalysisTM Consumer/Customer/ Client/Channel Breakthrough team Future MapTM Organisation Capability EDDTM Strategic Thrust Fast-Good-Cheap Money Making MachineTM MirrorHurdleTM - Self Appraisal GloveHurdleTM - Fit analysis ShoeHurdleTM - Attractiveness/ Value to customer Hopes&FearsTM EmoteTM - Ensuring Resiliance DCR Stakeholder Grid 1TM IDQBTM Stakeholder Comms Planning Stakeholder Grids2TM ValueMappingTM Champion-Sponsor The Cloak of invincibility HealthCheck Scores: Database Mean R.A.B.B.I.TTM 69.93 63.1272.6467.52 73.85 0 50 75 85 95 HealthCheckFeedbackBands Copyright Eddie Obeng 2000 All rights reserved
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 26 But with/ without the very small change that... The minimum distinctive properties of your idea And because it’s the same we know it will work and in addition it will give us… The biggest improvement with the smallest change … make it familiar …make it non-threatening Write it down here how you would describe your idea It’s almost exactly the same as… Description of an event or situation which your audience will be familiar with FutureFamiliar FutureFamiliarTM Copyright Eddie Obeng 1995 Copyright Pentacle 2005 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/Workpads.htm LearningToTransform TheR.A.B.B.I.T.Journey Key Concepts Key Tools & Techniques Push-Pull SparqsTM Idea improvement OrganoWebTM Project Types and Management Approach Leadership Protection Chunking De-Risking Strategic Choice Self-service Emotional Engagement Establishing Value Creating The Opportunity Achieving Focus Making It Possible Engaging Commitment Making It Happen Old/New World KnowledgeLiabilitiesTM SmartFailureTM MagicBoxTM IdeasMagnetTM Making Time Fit for ‘Breathing’ RABBIT TM Model OrganoWebTM Visualisation SparqingTM - sources of innovation Loop-It-UpTM Leading2Results StickyStepsTM Appear! TM Raising Visibility NWPMATMmethod/Proj ect Dynamics TeamFit/ DeadBodySyndrome Here-To-ThereTM Review GapAanlysisTM- BadOldDaysTM TimeReverseTM/ Resourcing Leadership Quiz2 FixItNowTM ChunkingTM Partners Skill/Risk ProtectionStrategy Gap AnalysisTM Consumer/Customer/ Client/Channel Breakthrough team Future MapTM Organisation Capability EDDTM Strategic Thrust Fast-Good-Cheap Money Making MachineTM MirrorHurdleTM - Self Appraisal GloveHurdleTM - Fit analysis ShoeHurdleTM - Attractiveness/ Value to customer Hopes&FearsTM EmoteTM - Ensuring Resiliance DCR Stakeholder Grid 1TM IDQBTM Stakeholder Comms Planning Stakeholder Grids2TM ValueMappingTM Champion-Sponsor The Cloak of invincibility HealthCheck Scores: Database Mean R.A.B.B.I.TTM 69.93 63.1272.6467.52 73.85 0 50 75 85 95 HealthCheckFeedbackBands Copyright Eddie Obeng 2000 All rights reserved
  • LearningToTransform27 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 27 The Change Leader’s A.N.T.S. Howtomake theChange happen? DeliveringTomorrow ALL CHANGE!
  • LearningToTransform28 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 28 BEHAVIOUR EMOTIONS ACTIONS THINKING SITUATION CompleteLeadership Focus5TMCompleteLeadership TRANSMIT RECEIVE What is Needed (o) 0 - - - - - - - - - - 50 - - - - - - - - - -100 SCORE HealthCheck Score (x) Reinvention through effective LEARNING What is Needed (o) 0 - - - - - - - - - - 50 - - - - - - - - - -100 SCORE HealthCheck Score (x) Creating a compelling VISION What is Needed (o) 0 - - - - - - - - - - 50 - - - - - - - - - -100 SCORE HealthCheck Score (x) Alignment through INCLUSION What is Needed (o) 0 - - - - - - - - - - 50 - - - - - - - - - -100 SCORE HealthCheck Score (x) Driving through DIRECTION What is Needed (o) 0 - - - - - - - - - - 50 - - - - - - - - - -100 SCORE HealthCheck Score (x) Emotional engagement through MOTIVATION Remember to... Remember to... Remember to... Remember to... PAINTING- BY-NUMBERS QUEST FOG MOVIE Specificissues... Specificissues... Specificissues... Specificissues... Leading to Results...
  • LearningToTransform29 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 29 WE MUST HAVE…(First word is a VERB) * Sequence: 1. Earlyish lateish - normal 2. Easy hard - credibility 3. Engaging key stakeholders mixed involvement StickyStepsTM41.GainingPerspective IN ORDER TO HAVE … (First word is a VERB)PlanningwithoutterrorStickySteps Complete the sentence Sequence* the 'stickies' Break down each level until you reach tasks Mark the task ’T’ Copyright Eddie Obeng 1995- 2008 Copyright Pentacle 2008 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/TCLWorkPack.htm
  • LearningToTransform30 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 30 StickySteps5TM2.Scheduling PlanningwithoutterrorStickySteps Week 1 NOW Week 2 Week 3-4 Write the person’s name here in a horizontal line with the action Or Write the persons name on the sticky Month 2 Month 3 Quarter 2Arrangement: Q 3-4 Task T Task T End End Task T Task T SOON LATER Yr 2 Who? Who is accountable for this happening?
  • LearningToTransform31 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 31 Fears /Risks (at the start) Contingency or Plan B <Fears /Risks still left only> Monitoring <Fears /Risks still left only> Fears /Risks (still left) Contain- ment Actions Fix-It-NOW! Use Hopes&FearsTM What went wrong in the past, etc When it all goes wrong: Insurance? Money? Alternatives? Early Warning signs - Who’s looking out? <Copy remaining Fears from first column to this on> How do we stop it affecting/ wrecking everything else? What to do? - By Who? - By When? Fix-It-NowTM3 SurvivingtheAliens Fix-It-NOW 1. IDENTIFY THE DANGER 5. IF ALL PLANS FAIL - NOW WHAT? 4. KEEP AN EYE ON IT 3. LIMIT IT/ CONTAIN IT 2. KILL IT NOW! IF YOU’RE SAFE RELAX OR…
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 32 More of the same in different/ more demanding conditions We have core experience We know where we are, but need to find out where to go and that's demanding We know where to go but we don't know how Don't know where we are, don't know where to go but we can't stay here PAINTING BY NUMBERS Know WHAT & HOW QUEST Know WHAT MOVIE Know HOW FOG Don’t know WHAT or HOW (or WHY) Type of Problem Type of Change needed to be carried out TypesofChangeTM
  • LearningToTransform33 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 33 Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/RABBITWorkPack.htm LearningToTransform16 Painting-by-Numbers ProjectswheretheGoalsandMethodsarefullyknown Defining initiative and evaluation at high level. Refining Project, agreeing terms of reference Developing detailed Planning & Resourcing Implementi ng Milestones Close-out Hand-over AllChangeTMMethods6 Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/RABBITWorkPack.htm LearningToTransform17 Quests ProjectswheretheGoalsisknownandpartofthe projectisdevelopanappropriateMethod Building Commitment Definition Selecting Options Implementing Review Assessment & SelectionResourcing Setting Limits Implementing Implementing Implementing Close-out Hand-over Definition Building Commitment Selecting Options Resourcing Setting Limits Implementing Implementing Time/MoneyLimitTime/MoneyLimit AllChangeTMMethods7 Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/RABBITWorkPack.htm LearningToTransform18 Seeking & Identifying Stakeholder s Movies Projects wherethe Methodsis restricted and benefits onlyoccur fromthe deliveryof bestGoal Explore Goals Redefine Goals Create Story Board Review With Stakeholde rs Resourcin g Core Team Sticky Steps Planning Step Implement Review With Stakeholde rs Agree Goals Setting the Vision Modifying Goals to Match Resources Step Review Check vs Vision & Modify Review With Stakeholders Step Implement Step Review AllChangeTMMethods8 Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/RABBITWorkPack.htm LearningToTransform19 Fog Projects wherethe boththe Goalsand Methodsare notfully known Establishin g Communica tion Methods Seeking & Identifying Stakeholde rs Gaining Problem Agreement Setting the Vision Resourcing Core Team Review with Stakeholders Close Step Hand-over Record Learning Step Impleme ntation Decide Next Step Step Review Step Review Review & Develop Vision Review with Stakeholders Close Step Hand-over Record Learning Step Impleme ntation Decide Next Step Step Review Step Review Review & Develop Vision AllChangeTMMethods9
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 34 4CastTM Forecast Horizon = Period over which we can forecast the future with acceptable certainty Strategic Horizon = Period over which we would like to review Now Soon Later TimingofStrategicEvents Whenwewouldliketoconsciouslymanipulatethefuture 5 4 3 2 1 0 Yr INVENT The Future LEAD Organised Talent DELIVER Today DELIVER Tomorrow ENSURE Results
  • LearningToTransform35 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 35 The Change Leader’s A.N.T.S. Howto sustainthe Change? DeliveringTomorrow ALL CHANGE!
  • LearningToTransform36 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 36 HARD Tangible £€$ Speed Quality MeasuringPerformance YardStikTM 1. External 8. Internal7. Internal 2. External 5. Internal 6. Internal 4. External3. External SOFT Experience Relationship ABSOLUTE RELATIVE External - outside our organisation Internal – inside our organisation How will you know you’re succeeding? What will you measure? Absolute – number out of context Relative - number in context or in comparison OnBa-l-anceTM
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 37 AccountableResponsible Project Name: You are counting on this person to deliver… Has/ owns the resources which allow them to respond Chunk Task Activity Outcome R.A.P.I.D Provides Input Provides input in the form of resource information, materials, QA, etc. Decision owner Has the Decision rights associated with this… R.A.P.I.D. Who has what role in ensuring success?
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 38 CHECKERDOERSOLVERCARERKNOWER PAINTING- BY- NUMBERS TeamFit8TM QUEST FOG MOVIE •Stakeholder review •Sign-off proceedure •Peer review •Closely spaced milestones •Working meetings •Paired/shared accountabilities •Outsourcing •Brainstorming •Bencharking/Visits •Team social activities •Leader 1:1s •Bring in Experts •Use Consultants •Training •Practice/Rehearsal Typical compensating actions Very Useful Useful Not so useful TeamFit
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 39 BuildingasecureFuture byreflectingonthePast ActionReplay Why did it work? How can we do more? Why did it fail? What can we do differently next time? Why did this go wrong? How can we avoid it in future? Why did this happen? How can we repeat it? Worked well? Failed? Planned?NotPlanned? Write out post- its and stick them on here first and Discuss afterwards Write out post- its and stick them on here first and Discuss afterwards ActionReplayTM
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 40 CHECK OUT Make sure that they have fully described what has happened for them so far CO.A.C.H. CO.A.C.H.TM ASK Ask questions to deepen THEIR (not your) understanding CHALLENGE Challenge them on what or how they are going to do differently offer HELP If / when they are unable to gain a deeper understanding or they can not rise to your challenge then and only then do you offer help Remember to count to 5 before answering Your other tricks • • • • •
  • LearningToTransform41 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 41 What do I Want as an outcome? For each option if chosen, what will happen Next? • • • What are my Options? • • • • …decisions…Decisions... What is the real Issue? Who are the key Stakeholders? ISWON ISWONTM
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 42 Write it down here exactly as you would blurt it out 2. What I will actually say... 1.Purpose Why is this important/ necessary? 5Ps IDQB2TM 2. Principles What are the key things to remember to do/ not to do? 4. Process How it could be carried out You can miss out this step? 5. Performance What will happen when we have succeeded?/ How will we know we are winning? 3. People Who are the key stakeholders? 1. What I want to say...
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 43 Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/RABBITWorkPack.htm RolesnotJobs DeliverablesnotResources Accountabilities:Youarecountingonthemtodeliver Responsibility:Theyhavetheabilitytorespond Makethemostnaturalworkingwaytheactualworkingway 1.Issue/Opportunity 2.Information-checkpriority, implications,etc 3.Stakeholderlist::Towhomwas commitmentmade?Whoelseispart oftheVirtualTeam?WhodoIneedto takealong?Whoelsewouldthis affect?Isthereanappropriate leadershipforum? 4.Checkwithkeystakeholders 5.Resolution:Takelocaldecision andinformstakeholdersorcreate recommendation 6.Agree/decidewithstakeholders 7.Closeandcommunicate SUPPLIERS ALLIANCES PARTNERS CORECAPABILITIES PROFESSIONALSERVICES CUSTOMERS COMMUNITIES CLIENTS MONEY MAKING PROCESS TEAMS MONEY MAKING PROJECT TEAMS LEADERSHIP & CO-ORDINATION FORUMS PentacleOrganowebTM MONEY MAKING SOLUTIONS TEAMS OPERATING PRINCIPLES 1. Interdependence - make this clear 2. Separate accountability and responsibility 3. Federalism: the best person to do it should do it 4. Virtuality: The effect is important, not the form 5. Control must never outweigh leadership Providing expert skills & resources which are crucial to delivering the money making processes, projects & solutions and building talent Providing strategy, leadership,vision,culture and internalcoordination and control Providingprofessional adviceandsupportto thewholeorganisation Providingafocuson ExternalInputs Providing a100% focuson needs Optimising outcomes Delivering bigchange Ensuring day-to- day value
  • LearningToTransform Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 44 Write it down here: The Commercials/ Financials- Before After In? Out? Invested? The (WIIFM) What’sInItForMe? For you major stakeholders- Internal External (customers) The description of the Deliverables 2. What I will actually say... Once upon a time Current situation Key players The problem - Don’t forget to tell them- what they see what they hear (i.e.) what people are saying how people feel UponATime UponATimeTM Many had tried (Optional) Previous attempts at solutions But one brave team… Who Why they were ill equipped What they did to improve their chance of success Explain the execution plan (Optional) And they all lived happily.. Future situation Key players The solution - Don’t forget to tell them- what they will see what they hear will (i.e.) what people will be saying how people will be feeling But it only got worse (Optional) How the problem evolved 1. What I want to say...
  • LearningToTransform45 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 45 NewWorld NewWorld NewWorld NewWorldNewWorld What to Change to? Hard and Soft What to Change? Hard and Soft How to make the Change happen? How to sustain the Change? Who is to Change? Why Change? ChangeCompassTM Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/RABBITWorkPack.htm Why Change? What to Change to? What to Change (Soft)? What to Change (Hard)? Who is to Change? How to sustain the Change? How to make the Change happen?
  • LearningToTransform46 Copyright Eddie Obeng Pentacle-1995 - 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/ 46 More,moremore... Books Carry out a HealthCheck How am I doing? Download more WorkPads How can you guide me... Solution guides How do I…? http://www.PentacleTheVBS.com/Workpads.htm http://www.PentacleTheVBS.com/SolutionGuides.htm From Pentacle Shop http://www.PentacleTheVBS.com/shop_audio_and_books.htm From Amazon http://www.PentacleTheVBS.com/BooksOnAmazonUK.htm http://www.PentacleTheVBS.com/HealthChecks.htm Transform My Organisation How do we?http://www.PentacleTheVBS.com/LearningToTransform.htm Become Certified How to prove I can...http://www.PentacleTheVBS.com/Certification.htm More about Pentacle http://www.PentacleTheVBS.com/Homepage_focus.htm Ifyouwantmore