Strategy in Action


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Strategy in Action

  2. 2. STRATEGY IN ACTION <ul><li>Dates: March 26 th & 27 th </li></ul><ul><li>A highly interactive session for middle managers and supervisors, dedicated to improve their professional and personal development skills. </li></ul><ul><li>Share personal experiences and individual learning style. </li></ul><ul><li>Learn from each other. </li></ul><ul><li>Facilitators: </li></ul><ul><ul><li>Mauro Calcano, </li></ul></ul><ul><li>3 Hour Session </li></ul><ul><ul><li>Lectures </li></ul></ul><ul><ul><li>Group Dynamics </li></ul></ul><ul><ul><li>Video </li></ul></ul><ul><ul><li>Wrap-Up & Feedback </li></ul></ul>
  3. 3. <ul><li>Group Dynamics </li></ul><ul><ul><li>Business Scorecard </li></ul></ul><ul><ul><li>Executive Toys </li></ul></ul><ul><ul><li>Management Style Survey </li></ul></ul><ul><li>Videos </li></ul><ul><ul><li>A Peacock In The Land Of Penguins </li></ul></ul><ul><ul><li>Pigeonholed In The Land Of Penguins </li></ul></ul>We’re Also Going to Have Some Fun Today:
  4. 4. Introduction: Farm Animals
  5. 5. What does strategy mean to you? STRATEGY IN ACTION
  6. 6. STRATEGY IN ACTION Strategy is long-range planning in order to development a tactical plan Tactics deals with the use of competencies in actual implementation Strategy in Action – combines both to adapt behavior and provide structure in order to achieve continuous improvements
  8. 8. HOW IS THIS REALIZED? Through Action Leadership <ul><li>1. Managing Vision and Purpose </li></ul><ul><li>Communicating an exciting vision of the future for the business </li></ul><ul><li>Helping people understand how their jobs contribute to the overall success of the business </li></ul><ul><li>Ensuring clarity through consistent actions </li></ul>
  9. 9. <ul><li>2. Strategic Capability </li></ul><ul><li>Developing strategies and plans that are responsive to the long term needs of the business </li></ul><ul><li>Understanding the strategic implications to the business </li></ul><ul><li>3. Dealing with Ambiguity </li></ul><ul><li>Managing change in a thoughtful & well planned manner, rather than a reactive one </li></ul>
  10. 10. <ul><li>4. Business Acumen </li></ul><ul><li>Understanding the critical leverage points of the </li></ul><ul><li>business and the changing environment. </li></ul><ul><li>5. Functional Excellence </li></ul><ul><li>Keeping up to date with your own developments in </li></ul><ul><li>your field or function </li></ul><ul><li>People Development & Building Effective </li></ul><ul><li>Teams </li></ul><ul><li>Leadership should be team-focused and shared, </li></ul><ul><li>rather than driven by a single person </li></ul>
  11. 11. <ul><li>Problem Solving & Decision Making </li></ul><ul><li>The pace of change today, because of globalization , world flattening technology , innovation , information access , economic and financial fluctuations , are both incredible and unbelievable. </li></ul><ul><li>SPEED TO MARKET </li></ul>THE KEY TO GOOD STRATEGY DEVELOPMENT IS IN:
  13. 13. Tips For Strategy In Action <ul><li>Participate actively </li></ul><ul><li>Don’t just listen to the words; listen to the content and meaning </li></ul><ul><li>Ask questions to clarify or confirm your understanding </li></ul><ul><li>State your own thoughts </li></ul><ul><li>Act like a unified team </li></ul>
  14. 14. Intended Results Of Strategy In Action <ul><li>More clarity about desired performance and what is expected of you </li></ul><ul><li>More effective cooperation between team members </li></ul><ul><li>Better interaction and feedback about performance needed and results desired </li></ul>
  15. 15. Intended Results Of Strategy In Action <ul><li>Improved communication and understanding </li></ul><ul><li>Develop your style of management and leadership </li></ul><ul><li>Much attention to communication is required between you and team members, in terms of building and maintaining commitment </li></ul>
  17. 17. Strategy Challenge <ul><li>Enable management to align actions with strategy by: </li></ul><ul><li>Supporting and defining critical success factors and key performance indicators </li></ul><ul><li>Providing effective tools to realize agreed performance standards </li></ul>
  18. 18. Input – Throughput – Output - Strategy Added Value Strategy Task Feedback Input Output You
  19. 19. Strategy Development What is the TMX Cebu business environment? Values & Beliefs Customer Business Core Competence G&O Strategies SIA SIA SIA SIA
  20. 20. SIA Implementation VISION Strategy In Action Performance
  21. 21. Strategy Implementation Strategic Feedback and Learning Performance Assessment and Goal Alignment Financial Planning and Resources Allocation Strategy and Vision Vision and Strategy are not actionable Strategy is linked to Departmental, Team and Individual Goals Feedback is Strategic Strategy is linked to resource allocation    
  22. 22. Impact Of Strategy <ul><li>NEEDS TO: </li></ul><ul><li>Define action plans and timing </li></ul><ul><li>Define and align priorities </li></ul><ul><li>Assess and improve management competencies </li></ul><ul><li>Enable and empower management to improve business performance </li></ul>
  23. 23. Linking Behavior To Strategy In Action Employee Responsibility Skills, Knowledge, & Attitude Motivation & Behavior Individual Objectives Team Objectives Company Goals Current Performance Company Strategy
  24. 24. Behavior Knowledge Values Motives Drive Motivation Developing Skills Problem Solving & Decision Making It’s about Strategy In Action YOU
  25. 25. What are Competencies? <ul><li>The delivery of desired results through skill development </li></ul><ul><li>This can only be achieved through: </li></ul><ul><ul><li>Knowledge </li></ul></ul><ul><ul><li>Personal Characteristics </li></ul></ul><ul><ul><li>Desire to Achieve </li></ul></ul><ul><ul><li>Training and Development </li></ul></ul>
  26. 26. What are Competencies? <ul><li>Competencies are visible by: </li></ul><ul><ul><li>Measurable RESULTS </li></ul></ul><ul><ul><li>Perceived BEHAVIOR and ATTITUDE </li></ul></ul>
  27. 27. Check (  ) the top 4 skills listed below that are most important for success in your job: ____ 1. Setting goals ____ 2. Planning ____ 3. Managing several assignments at once ____ 4. Obtaining feedback for self-improvement ____ 5. Listening to and understanding others ____ 6. Dealing with the feelings of others ____ 7. Creating an enthusiastic, positive work climate ____ 8. Getting cooperation from others ____ 9. Determining the needs of customers ____ 10. Gaining respect quickly ____ 11. Asking questions to get needed information ____ 12. Communication in writing and/or orally ____ 13. Managing projects ____ 14. Thinking in a disciplined, logical manner ____ 15. Taking the initiative as problems and opportunities arise ____ 16. Making decisions ____ 17. Striving for top quality ____ 18. Managing other people ____ 19. _______________________________________________________
  28. 28. Types Of Competencies <ul><li>Managerial </li></ul><ul><ul><li>Give direction </li></ul></ul><ul><ul><li>Organize work processes </li></ul></ul><ul><ul><li>Motivate people </li></ul></ul><ul><li>Functional </li></ul><ul><ul><li>Deliver results </li></ul></ul><ul><ul><li>Improve processes </li></ul></ul><ul><li>Organizational </li></ul><ul><ul><li>Customer satisfaction </li></ul></ul><ul><ul><li>Communications </li></ul></ul><ul><ul><li>Collaboration </li></ul></ul><ul><ul><li>Management support </li></ul></ul>
  29. 29. Types Of Competencies JOB TEAM YOU <ul><li>Know work process thoroughly </li></ul><ul><li>Run work processes efficiently and effectively </li></ul><ul><li>Continuously improve work processes </li></ul><ul><li>Give direction </li></ul><ul><li>Set performance standards </li></ul><ul><li>Organize resources </li></ul><ul><li>Manage relationships </li></ul><ul><li>Control progress </li></ul><ul><li>Build effective relationships </li></ul><ul><li>Set behavioral standards </li></ul><ul><li>Provide feedback </li></ul><ul><li>Develop personnel </li></ul>
  30. 30. Key Management Competencies <ul><li>In-depth Knowledge the Business </li></ul><ul><li>Thinking Strategically </li></ul><ul><li>Leadership Aptitude </li></ul><ul><li>Developing Plan </li></ul><ul><li>Interpersonal Skills </li></ul>
  31. 31. <ul><li>Leadership is learned . It cannot be effectively developed without a focused approach. </li></ul><ul><li>Leadership is developed . The competencies and behaviors required for success in TMX are shaped by specific business strategies and organizational challenges. </li></ul><ul><li>An effective leadership enhancement system will utilize a developmental approach to leverage learning over time. </li></ul><ul><li>Leadership, management, influence, team, and process improvement skills, are highly interdependent . They need to be mastered by managers at all levels. </li></ul>Leadership
  32. 32. <ul><li>Managing vision and purpose </li></ul><ul><ul><li>Communicating an exciting vision of the future for the business </li></ul></ul><ul><ul><li>Helping people understand how their jobs contribute to the overall success of the business </li></ul></ul><ul><li>Strategic capability </li></ul><ul><ul><li>Developing strategies and plans that are responsive to the long term needs of the business </li></ul></ul><ul><ul><li>Understanding the strategic implications of decisions </li></ul></ul>Leadership
  33. 33. Leadership <ul><li>Dealing with ambiguity </li></ul><ul><ul><li>Managing change in a thoughtful and well planned manner, rather than reactive one </li></ul></ul><ul><li>Business acumen </li></ul><ul><ul><li>Understanding the critical leverage points of the business, the changing industry, and market conditions </li></ul></ul>
  34. 34. Leadership <ul><li>Functional excellence </li></ul><ul><ul><li>Keeping up to date with leading edge developments in your field or function </li></ul></ul><ul><li>Design high performing teams </li></ul><ul><ul><li>To support and drive business performance </li></ul></ul>
  35. 35. Vision/ Management Personal Growth Strategy in Action Problem Solving Decision Making <ul><li>Facilitating by: </li></ul><ul><li>Building Awareness </li></ul><ul><li>Mapping Processes </li></ul><ul><li>Improving Systems </li></ul><ul><li>Communicating Results </li></ul><ul><li>Integrating Actions </li></ul><ul><li>Renewing Processes in: </li></ul><ul><li>Manufacturing </li></ul><ul><li>Engineering </li></ul><ul><li>Finance/IT </li></ul><ul><li>Distribution </li></ul><ul><li>Assembly </li></ul><ul><li>Human Resources </li></ul>Competency Flow
  36. 36. YOU NEED TO…. <ul><li>Define and clarify the concept of Decision Making </li></ul><ul><li>Why is Problem Solving essential to success? </li></ul><ul><li>Define a process for assessing current state of your business and the desired outcome </li></ul><ul><li>Measure and manage the gap between problem solving and decision analysis </li></ul><ul><li>Explore alternate approaches to create positive change </li></ul>
  37. 37. Problem Solving And Decision Cycle DO REFLECT THINK DECIDE
  38. 38. Strategy In Action: A Structured Approach Planning Phase Gather all necessary resources and develop timetable and contingency plans Definition Phase Determine and agree upon scope and objectives of the project, and get a clear idea of necessary resources (costs) Implementation Phase ‘ Do’ the project, monitor progress, and modify if necessary
  39. 39. State The Objective <ul><li>State the objective and end result- What you wish to achieve by focusing on achieving a specific task </li></ul><ul><ul><ul><li>Ask: </li></ul></ul></ul><ul><li>What is the end result to be achieved? </li></ul><ul><li>What needs to be done to achieve the end </li></ul><ul><li>result? </li></ul><ul><li>What actions are critical? </li></ul><ul><ul><li>Write short, clear statements </li></ul></ul><ul><ul><li>Include action, result, and modifiers </li></ul></ul><ul><ul><li>Time frame and cost are optional </li></ul></ul><ul><ul><li>Pick one to work on at a time </li></ul></ul>
  40. 40. Develop Your Objectives <ul><li>Identify criteria that will influence your choice by helping you to evaluate alternatives fairly : </li></ul><ul><ul><li>Ask: </li></ul></ul><ul><ul><ul><li>What short- and long-term benefits or results do we want? </li></ul></ul></ul><ul><ul><ul><li>What resources should we use or save? </li></ul></ul></ul><ul><ul><ul><li>What restrictions influence this choice? </li></ul></ul></ul><ul><ul><ul><li>What minimums must we meet? </li></ul></ul></ul><ul><li>Consider how time, cost, customers, management, etc. influence this choice </li></ul><ul><li>Be clear and specific </li></ul><ul><li>Use short statements-include measures </li></ul><ul><li>Involve those who will approve, implement, or help </li></ul>
  41. 41. Set Priorities <ul><li>Which objective should you work on first? </li></ul><ul><li>Consider impact on that objective: </li></ul><ul><ul><li>What is the current impact on people, safety, cost, customers, productivity, reputation, etc.? </li></ul></ul><ul><ul><li>What evidence do you have that it is an opportunity to work on? </li></ul></ul><ul><ul><li>What concern you most to achieve your plans? </li></ul></ul>
  42. 42. Set Priorities <ul><li>Future Impact… </li></ul><ul><ul><li>If left unresolved, the situation will not improve. </li></ul></ul><ul><ul><li>Which concern is getting worse quicker? </li></ul></ul><ul><li>Time Frame… </li></ul><ul><ul><li>What is the deadline? </li></ul></ul><ul><ul><li>When do you need to start? </li></ul></ul><ul><ul><li>Does the resolution become difficult, expensive, </li></ul></ul><ul><ul><li>impossible, or meaningless? </li></ul></ul><ul><ul><li>What situation will be hardest to resolve later? </li></ul></ul>
  43. 43. Identify Problem Solving Needed <ul><li>Identify the appropriate systematic process to ensure effective and efficient use of analysis </li></ul><ul><li>Ask: </li></ul><ul><li>Do we have a problem? What is the cause? </li></ul><ul><li>Do we need to know cause? </li></ul><ul><ul><ul><ul><li>Problem Analysis </li></ul></ul></ul></ul><ul><li>Do we face a choice? </li></ul><ul><ul><ul><ul><li>Decision Analysis </li></ul></ul></ul></ul><ul><li>Do we have an action or plan to protect (enhance)? </li></ul><ul><ul><ul><ul><li>Potential Problem (Opportunity) Analysis </li></ul></ul></ul></ul><ul><li>Do we need further clarification? </li></ul><ul><ul><ul><ul><li>Situation Appraisal </li></ul></ul></ul></ul><ul><li>Or do we need to simply take action? </li></ul>
  44. 44. Problem Definition <ul><li>WHAT is the problem? </li></ul><ul><li>WHERE is the problem? </li></ul><ul><li>WHEN does the problem occur? </li></ul><ul><li>HOW big is the problem? </li></ul><ul><li>Is it your problem??? </li></ul>
  45. 45. Important Questions To Ask: <ul><li>What is the objective? </li></ul><ul><li>What does the group want to achieve? </li></ul><ul><li>What information do you have on hand to assist you in reaching your goal? </li></ul><ul><li>What specific problems do you need to overcome? </li></ul><ul><li>What details must be completed before the project is finished? </li></ul><ul><li>Who or what will bring the project to completion? </li></ul><ul><li>How will the group know if they have been successful? </li></ul><ul><li>Can the final result be quantified? </li></ul>
  46. 46. Questioning To Get To Problem Solving <ul><li>Re-ask a question to get the most specific answer to make concerns specific and easier to work on </li></ul><ul><li>Ask: </li></ul><ul><ul><ul><li>Turnaround questions-what happens if? </li></ul></ul></ul><ul><ul><ul><li>Re-ask the question based on the answer </li></ul></ul></ul><ul><ul><ul><li>Look for the most specific answer </li></ul></ul></ul><ul><ul><ul><li>“ What else…” questions </li></ul></ul></ul><ul><ul><ul><li>Re-ask the question in the same form-not listening! </li></ul></ul></ul><ul><ul><ul><li>Look for the most complete answer </li></ul></ul></ul><ul><li>The “void” is when you stop making progress </li></ul>
  47. 47. Questioning Is A Key Skill <ul><li>Success depends on using a systematic </li></ul><ul><li>approach and asking questions effectively </li></ul><ul><li>Effective questioners understand: </li></ul><ul><ul><ul><li>The intent behind their question </li></ul></ul></ul><ul><ul><ul><li>The assumptions they have made </li></ul></ul></ul><ul><ul><ul><li>The importance of choosing words carefully </li></ul></ul></ul><ul><ul><ul><li>Where they are likely to get the answers </li></ul></ul></ul>
  48. 48. Open Questions <ul><li>Ask questions that invite unrestricted answers </li></ul><ul><li>in phrases or sentences, to gather or clarify </li></ul><ul><li>new information </li></ul><ul><li>Start with “What, Where, When, How, Who, </li></ul><ul><li>Why…” </li></ul><ul><li>Listen for a number of possible answers </li></ul>
  49. 49. Closed Questions <ul><li>Ask questions that determine the possible answers, by the manner in which they are inquired, to check answers and show that you understand them </li></ul><ul><li>Start with “Do, Have, Will, Can, Are, Is…” </li></ul><ul><li>Be ready for a long answer even though you expect a short one </li></ul>
  50. 50. Active Listening <ul><li>Paying attention </li></ul><ul><ul><li>Provide non-verbal cues such as eye contact, head nods, smiles, etc. </li></ul></ul><ul><li>Listening for the whole message </li></ul><ul><ul><li>Look for meaning, ideas, feelings, verbal and non-verbal </li></ul></ul><ul><li>Hearing before evaluating </li></ul><ul><ul><li>Avoid premature conclusions </li></ul></ul><ul><ul><li>Ask questions </li></ul></ul><ul><li>Paraphrasing </li></ul><ul><ul><li>Paraphrase what you heard </li></ul></ul>
  51. 51. Common Mistakes In Problem Solving <ul><li>Underweighting alternatives by giving insufficient consideration to some options and exaggerating the attractiveness of others, leads to overconfidence in the option which is chosen and presented to management </li></ul><ul><li>Final solution – presenting the solution as a “fait accompli”. This can fail as there is no “buy-in” as the only and final one. </li></ul><ul><li>Simplicity – a need to reduce options to “easy to grasp” form or presenting over complex solutions to simple problem </li></ul><ul><li>Phobia in failing – an attitude of no competency, for numbers, causes glossing over the calculation on which decisions are grounded </li></ul><ul><li>Capability of clouding decisions further by not following organizational protocol; established process and routines or procedure are ignored. In a over-sensitive political environment – due process rules on which company and individual solely rely on almost without thinking, when making decisions in order to survive the “back lash” is quite common in matrix organization </li></ul>
  52. 52. Common Mistakes In Problem Solving <ul><li>Imitating – identifying similar decisions taken by others and adopting to satisfy ones own particular problems is used to rationalize decision making </li></ul><ul><li>Satisfying – searching for an acceptable solution rather than the optimal one and only generating alternatives if the original option is rejected </li></ul><ul><li>Anchoring – over reliance on experience by identifying similar past situational analysis and using those decisions as possible outcomes </li></ul><ul><li>Experience – can be a poor basis for future learning's in that the link between individual actions and the aggregate consequences are distorted by time delays and misinterpretation of feedback </li></ul><ul><li>Once bitten – Twice shy. Experience of a bad decision or process causes reservation or inaction </li></ul>
  53. 53. Prepare Actions to Reduce Risks <ul><li>Determine ways to minimize impact of the potential problem to limit damage if something does go wrong </li></ul><ul><li>Ask: </li></ul><ul><ul><li>What will you need to do if this happens again? </li></ul></ul><ul><ul><li>What will minimize the effects if this happens? </li></ul></ul><ul><ul><li>What can we do to recover as quickly, cheaply, and effectively as possible? </li></ul></ul><ul><li>For potentially serious problems, consider the most likely risks first </li></ul><ul><li>Select reasonable contingent actions and prepare in advance </li></ul>
  54. 54. List Risks and Opportunities <ul><li>Identify concerns that require action or directly impact you; Make them visible </li></ul><ul><li>Ask: </li></ul><ul><ul><ul><li>What problems are occurring? </li></ul></ul></ul><ul><ul><ul><li>What decisions need to be made? </li></ul></ul></ul><ul><ul><ul><li>What plans should be implemented? </li></ul></ul></ul><ul><ul><ul><li>What changes are anticipated? </li></ul></ul></ul><ul><ul><ul><li>What opportunities exist? </li></ul></ul></ul><ul><ul><ul><li>What bothers you about…? </li></ul></ul></ul><ul><li>Involve others, but create list without discussion then discuss </li></ul>
  55. 55. Effective And Successful Leaders Rely On The Following Skills for Decision Making: Active Listening Is essential to effective communication and coaching (encouraging, restating, reflecting, summarizing, silence). Feedback & Questioning <ul><li>Is providing helpful and honest feedback to a person on their performance, whether positive or negative: </li></ul><ul><li>on the disparity between what it is and where it needs to be presently and/or potential assignments; </li></ul><ul><li>on strengths & weaknesses and expectations. </li></ul>Coaching Builds on feedback; It’s almost coaching, counseling, training and facilitating. It’s helping other individuals learn.
  56. 56. High Performing Team Decision Making Characteristics: <ul><li>A clear, elevating goal </li></ul><ul><li>Results – driven structure </li></ul><ul><li>Competent team members </li></ul><ul><li>Unified commitment </li></ul><ul><li>A collaborative climate </li></ul><ul><li>Standards of excellence </li></ul><ul><li>Principled leadership </li></ul>
  57. 57. Guidelines For Effective Decision Making <ul><li>Focus on sharing ideas, feelings, and information -vs- giving advice. </li></ul><ul><li>Be specific NOT general. </li></ul><ul><li>Focus on behavior rather than on the person or their personal characteristics. </li></ul><ul><li>When appropriate, describe behavior in terms of “more or less” rather than “either / or”. </li></ul><ul><li>Be sensitive to self-esteem issues. Privacy is usually best, if dealing with negative performance. Balance with strengths and positives if you can honestly do so. </li></ul><ul><li>Focus on what and how things are done and said rather than on “motivations” or “why”. </li></ul><ul><li>Timeliness of feedback is important. The more immediate the better. </li></ul><ul><li>Assess how much information the employee can use, not the amount you want to unload. </li></ul><ul><li>Address only one major issue at a time. </li></ul>
  58. 58. Guidelines For Effective Decision Making <ul><li>Say what needs to be said, mean what you say, and act as if you mean it. </li></ul><ul><li>Hold others accountable for results. </li></ul><ul><li>Keep the session focused on the needs of the employee, not on your needs. </li></ul><ul><li>Focus on a description of the problem, not a judgment of it. </li></ul><ul><li>Focus on the exploration of alternatives. </li></ul><ul><li>Identify with the situation if you’ve been there. </li></ul><ul><li>End on a positive note, rather than with parental admonitions. </li></ul><ul><li>Follow-up to be sure communication is clear. </li></ul>
  59. 59. Guidelines For Coaching in Decision Making <ul><li>Know your own strengths and coach from those. </li></ul><ul><li>Find others to coach in areas outside your strengths. </li></ul><ul><li>Regularly communicate with those being coached. </li></ul><ul><li>Be available to your staff. </li></ul><ul><li>Provide time, without agendas, in addition to formal coaching sessions </li></ul><ul><li>Be sensitive to the fact that your own behavior affects others. </li></ul><ul><li>Encourage your staff to coach one another. </li></ul>
  60. 60. Handling Questions About Your Decision Making <ul><li>Receive and assess information given to you by others to make sure you can use the information you get </li></ul><ul><li>After you ask a question : </li></ul><ul><ul><ul><li>Listen </li></ul></ul></ul><ul><ul><ul><li>Acknowledge </li></ul></ul></ul><ul><ul><ul><li>Confirm </li></ul></ul></ul><ul><ul><ul><li>Record </li></ul></ul></ul><ul><li>If the answer does not match the question, acknowledge it and try again </li></ul><ul><li>If the answer is confusing, doubtful, incomplete, or too general, use turnaround or clarifying questions </li></ul><ul><li>Acknowledge and provide feedback </li></ul>
  61. 61. Effective Decision Making <ul><li>Benefit from the process of synergism , which is: </li></ul><ul><ul><li>When two or more people, united, achieve greater goals than the sum of the individuals </li></ul></ul><ul><ul><li>1+1= </li></ul></ul>3 OR 11
  62. 62. Effective Decision Making <ul><li>Some members are particularly qualified to take on distinctive roles, such as thinkers, presenters, implementers and organizers. </li></ul><ul><li>The group should identify these advantages and play to these strengths. </li></ul>
  63. 63. Two way communication One way communication Problem Solving Decision <ul><li>Communicate information </li></ul><ul><li>Facilitate problem solving </li></ul><ul><li>Praise people </li></ul><ul><li>Listen to their concerns </li></ul><ul><li>Solicit input </li></ul><ul><li>Become involved in the decision making process </li></ul><ul><li>Explain the task </li></ul><ul><li>Train them </li></ul><ul><li>Communicate rationale </li></ul><ul><li>Promote change </li></ul><ul><li>Turn over responsibility for implementation </li></ul><ul><li>Turn them loose </li></ul><ul><li>Respond to their requests </li></ul><ul><li>Ask questions to clarify understanding </li></ul><ul><li>Don’t mingle </li></ul><ul><li>Set timetable </li></ul><ul><li>Show how to do the task </li></ul><ul><li>Establish standards </li></ul><ul><li>Specify roles </li></ul><ul><li>Communicate priorities </li></ul>SIA
  64. 64. Team Building: Tinker Toys <ul><li>AIRPLANE </li></ul><ul><li>WORKING ELEVATOR </li></ul><ul><li>SWING SET </li></ul><ul><li>MONORAIL </li></ul>
  65. 65. Team Building: Tinker Toys
  66. 66. TMX CEBU CREATIVE THINKING in Decision Making
  67. 67. Objectives <ul><li>Identify policies and practices that block or hamper creativity in your organization </li></ul><ul><li>Build a work environment that supports creativity </li></ul><ul><li>Use practical and fun techniques that increase creativity </li></ul><ul><li>Use brainstorming to generate new ideas </li></ul><ul><li>Be aware of factors that help or hinder creativity in a group to which you belong </li></ul>
  68. 68. What is CREATIVITY? Decision Making
  69. 69. Creativity is the ability to generate new and useful ideas and solutions to everyday problems and challenges.
  70. 70. “ Creativity is inventing, experimenting, growing, taking risks, breaking “some” rules, making mistakes, and having fun.”
  71. 71. Types of Creativity <ul><li>A new thing comes into being ( creation ) </li></ul><ul><li>Two previously unrelated things are joined ( synthesis ) </li></ul><ul><li>A thing is improved or gains a new application ( modification ) </li></ul>
  72. 72. Creativity helps our organization <ul><li>Find ways of working together more effectively </li></ul><ul><li>Find new or better solutions to problems </li></ul><ul><li>Be able to do more with less </li></ul><ul><li>Discover/create ideas for new products or services </li></ul><ul><li>Discover ideas to market and sell products </li></ul><ul><li>Find ways to help employees feel energized and committed </li></ul><ul><li>Find ways to be more competitive, especially in the global marketplace </li></ul>
  73. 73. In a creative environment: <ul><li>The climate is safe, non-threatening and non-judgmental </li></ul><ul><li>There is time to brainstorm about problems and new ideas </li></ul><ul><li>Risk taking is rewarded </li></ul><ul><li>Mistakes are viewed as learning opportunities </li></ul><ul><li>There is an atmosphere of collaboration </li></ul>
  74. 74. Three Ways to Improving Creativity <ul><li>Strengthen existing supportive forces--we can encourage creativity in our teams/culture </li></ul><ul><li>Reduce inhibiting forces--we can remove mistake punishment and idea ridicule </li></ul><ul><li>Add new supportive forces--we can include creativity as a requirement when hiring </li></ul>
  75. 75. Creativity Factors <ul><li>Our self-talk or self-criticism -- we tell ourselves that we aren’t creative and then we aren’t </li></ul><ul><li>Stress drains energy that we could use to be creative </li></ul><ul><li>Too many routines, or never getting out of our routines </li></ul><ul><li>A strong belief that one way is the only right way </li></ul><ul><li>Fear of self-expression and of the judgment of others can severely limit our creativity </li></ul>
  76. 76. Steps of Creative Problem-Solving: <ul><li>Define the Problem </li></ul><ul><li>Generate Ideas </li></ul><ul><li>Evaluate and Identify the Best Solution </li></ul><ul><li>Implement </li></ul>
  77. 77. Creative Problem Solving Techniques <ul><li>Reframing </li></ul><ul><li>Brainstorming </li></ul><ul><li>Thinking Hats </li></ul><ul><li>Creative Problem Solving </li></ul>
  78. 78. Guidelines for Brainstorming <ul><li>1. Define the problem </li></ul><ul><li>2. Keep the session focused on the problem </li></ul><ul><li>3. Ensure that no one criticizes or evaluates ideas </li></ul><ul><li>4. Encourage an enthusiastic, participatory attitude </li></ul><ul><li>5. Encourage everyone to have fun, to come up with as many ideas as possible </li></ul><ul><li>6. Ensure that no train of thought is followed for too long </li></ul><ul><li>7. Encourage people to build on other people's ideas </li></ul><ul><li>8. Appoint a note-taker </li></ul>
  79. 79. To encourage and support creativity our company: <ul><li>What steps do leaders/managers need to take? </li></ul><ul><li>What steps do employees need to take? </li></ul>
  80. 80. Leaders Need To: <ul><ul><li>Embrace diversity </li></ul></ul><ul><ul><li>Facilitate a climate of supportive communication </li></ul></ul><ul><ul><li>Reward inventive and innovative creativity </li></ul></ul><ul><ul><li>Foster collaboration </li></ul></ul><ul><ul><li>Practice active listening </li></ul></ul>
  81. 81. Management Needs To: <ul><ul><ul><li>Choose to work at being more creative </li></ul></ul></ul><ul><ul><ul><li>Choose to accept that we can improve and expand our creative abilities </li></ul></ul></ul><ul><ul><ul><li>Work more at doing small things more creatively </li></ul></ul></ul><ul><ul><ul><li>Ask for help and support in being creative </li></ul></ul></ul><ul><ul><ul><li>Ask for opportunities to work on more creative work </li></ul></ul></ul><ul><ul><ul><li>Collaborate with others </li></ul></ul></ul><ul><ul><ul><li>Ask more questions </li></ul></ul></ul>
  82. 82. The problems we face fall into one of three areas: <ul><ul><ul><li>Direct control (problems involving our own behavior) </li></ul></ul></ul><ul><ul><ul><li>Indirect control (problems involving other people's behavior), or </li></ul></ul></ul><ul><ul><ul><li>No control (problems we can do nothing about, such as our past, or situational realities) </li></ul></ul></ul>Circle of Influence
  83. 83. Questions to Help Stimulate YOUR Creativity <ul><li>What helps me to get into a creative frame of mind? </li></ul><ul><li>Who is the most creative person I know and what do I think makes him/her that way? </li></ul><ul><li>Which experiences in my life made me feel creative? </li></ul><ul><li>What’s the most creative thing we’ve tried in our organization recently? </li></ul><ul><li>What kind of people make it particularly easy for me to generate “wild,” creative ideas? What do they do that helps me? </li></ul><ul><li>If I wanted to help someone be more creative, what would I do? </li></ul>
  84. 84. Analytical Logic Left Right Creative Thinking Imaginative
  85. 85. Creativity is what people find the most rewarding because it is something that comes naturally!
  86. 86. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?
  87. 87. Because Creativity is practiced and developed since adolescence
  88. 88. Creativity is the ability to connect and to link situations, benefits, and ideas that had no prior relationship
  89. 89. Creativity requires imagination: It is like dreaming going from one situation to another
  90. 90. Creativity should be extensively developed as part of decision making There are many rewards for Creative Thinking!!!
  91. 91. Using Creativity is . . . “ The ability to adapt to rapid changes and to benefit from these changes”.
  92. 92. People find the solutions to problems by applying Creativity This is always the best solution
  93. 93. Creativity produces a larger number of ideas that have to be analyzed and selected, before coming to further and enhanced decisions
  94. 94. So, remember: EVALUATE ALL IDEAS Before making a decision
  95. 95. Reposition the problem
  96. 96. Withhold judgement
  97. 97. Examine: Risks & Failures
  98. 98. Examine & Down Up Analyze
  99. 99. Self-imposed Barriers RESULTS
  100. 100. UN BUSINESS as USUAL
  101. 101. A Manager’s career is demanding, but yet very rewarding. You have to know your job , Your people , The company , and Your boss .
  103. 103. Success in this environment requires flexibility and adaptability if the rate of change in the organization exceeds your own rate of change as a manager! ADAPT! Flexibility is one of the keys to being a good change agent!
  104. 104. Don't give away your power Managers become more tentative during times of significant organizational change. They grow more cautious, more careful, and more uncertain, regarding the extent of their authority and decision making latitude
  105. 105. Assume an Active Stance If you wait for crystal clear signals from above regarding what you can and can’t do, your part of the organization is going to lose momentum. Empower yourself Attack your job with confidence and authority. “ THE BEST DEFENCE IS A GOOD OFFENCE”
  106. 106. Keep a Positive Attitude <ul><li>Your attitude is one of the few things that is completely under your control </li></ul><ul><li>Be upbeat, positive, and enthusiastic </li></ul><ul><li>The attitude and morale of your subordinates will be favourably influenced </li></ul>
  107. 107. <ul><li>Change can be aggravating, confusing and stressful </li></ul><ul><li>Look at organizational change as a personal challenge. Seek out the opportunities that change presents </li></ul><ul><li>Keep a Positive Attitude </li></ul>
  108. 108. Give your troops clear-cut marching orders <ul><li>Organizational change usually creates a higher level of uncertainty </li></ul><ul><li>You need to manage in a way that minimizes the ambiguity, and clears up the “unknown” as much as possible </li></ul><ul><li>Employees usually respond well to hands-on management </li></ul><ul><li>Give them generous management direction </li></ul>
  109. 109. <ul><ul><li>Frame out their duties and assignments in specific terms, rather than leaving things general and vague </li></ul></ul><ul><ul><li>Assign definite deadlines and timetables regarding when the work is to be completed </li></ul></ul><ul><ul><li>Organizational slippage is something you have to fight against during times of transition and change </li></ul></ul><ul><ul><li>Organizational change creates many distractions, so employees need “focusing” by management </li></ul></ul><ul><ul><li>Guidance helps keep people on track & reduces drop-off in productivity </li></ul></ul>
  110. 110. <ul><li>Maximize effectiveness to </li></ul><ul><li>operate clearly defined goals </li></ul><ul><li>and objectives </li></ul><ul><li>Get your best results if you </li></ul><ul><li>focus intensely on short term targets </li></ul>Focus on short-range objectives
  111. 111. <ul><li>It builds confidence, and restores momentum to the corporate machine </li></ul><ul><li>Concentrate on quarterly, monthly, and even weekly performance TARGETS </li></ul>Focus on short-range objectives
  112. 112. <ul><li>You must communicate them to the people who will be responsible for their achievement </li></ul>Focus on long-range objectives Keep the spotlight on your long-term goals, and give employees generous feed-back regarding progress that is being made toward goal achievement
  113. 113. The Results <ul><li>Better business plan presentation </li></ul><ul><li>Better communication </li></ul><ul><li>Better individual participation </li></ul><ul><li>Effective team building </li></ul><ul><li>Better use of human resources </li></ul><ul><li>Reaching the group objectives </li></ul><ul><li>Make money </li></ul>
  114. 114. MANAGEMENT STYLE ASSESSMENT SURVEY SCORING (1 is low; 5 is high) I HELP THE ORGANIZATION… 1. accomplish business goals _______ 2. improve operating efficiency _______ 3. take care of employees’ personal needs _______ 4. adapt to change _______ I PARTICIPATE IN… 5. the process of defining business strategies _______ 6. delivering management processes _______ 7. improving employee commitment _______ 8. shaping culture change for renewal and transformation _______ I MAKE SURE THAT… 9. strategies are aligned with business strategy _______ 10. management processes are efficiently administered _______ 11. policies and programs respond to the personal needs of employees _______ 12. processes and programs increase the organization’s ability to change _______ MY EFFECTIVENESS IS MEASURED BY THE ABILITY TO… 13. help make strategy happen _______ 14. efficiently deliver management processes _______ 15. help employees meet personal needs _______ 16. help an organization anticipate and adapt to future needs _______
  115. 115. I AM SEEN AS... 17. a business partner _______ 18. an administrative expert _______ 19. a champion for employees _______ 20. a change agent _______ I SPEND TIME ON… 21. strategic issues _______ 22. operational issues _______ 23. listening and responding to employees _______ 24. supporting new behaviours for keeping the firm competitive _______ I WORK TO… 29. align strategies and business strategy _______ 30. monitor administrative processes _______ 31. offer assistance to help employees meet family and personal needs _______ 32. reshape behaviour for organizational change _______ I DEVELOP PROCESSES AND PROGAMS TO… 33. link strategies to accomplish business strategy _______ 34. efficiently process documents and transactions _______ 35. take care of employee personal needs _______ 36. help the organization transform itself _______ MY CREDIBILITY COMES FROM… 37. helping to fulfil strategic goals _______ 38. increasing productivity _______ 39. helping employees meet their personal needs _______ 40. making change happen _______ SCORING (1 is low; 5 is high)
  116. 116. MANAGEMENT STYLE SCORESHEET Business Partner Question Score 1 5 9 13 17 21 25 29 33 37 Functional Expert Question Score 2 6 10 14 18 22 26 30 34 38 Coach Champion Question Score 3 7 11 15 19 23 27 31 33 39 Change Agent Question Score 4 8 12 16 20 24 28 32 34 40 TOTAL TOTAL TOTAL TOTAL
  117. 117. Business Partner <ul><li>Hungers for competency and knowledge </li></ul><ul><li>Works well with others on business ideas and concepts </li></ul><ul><li>Focuses on possibilities through comprehensive analysis </li></ul><ul><li>Likes to start projects and always with good follow-through </li></ul><ul><li>Always aware of others’ functional needs </li></ul><ul><li>Searches for the authenticity of the business problem </li></ul>
  118. 118. Functional Expert <ul><li>Wants freedom to pursue excellence </li></ul><ul><li>Deals with problems realistic </li></ul><ul><li>Hesitant to take risks and understands company values </li></ul><ul><li>Highly negotiable to get own way </li></ul><ul><li>Can be perceived as indecisive </li></ul><ul><li>Best at verbal planning and short-range projects </li></ul><ul><li>Supplies stability and structure </li></ul>
  119. 119. Coach Champion Strives to belong and contribute Prizes harmony and teams Orderly, dependable and empathetic Expects others to be realistic More likely to reward team achievement than personal Can reward more easily than be critical of mistakes
  120. 120. Change Agent Searches for different approaches and meaning of the opportunity - Responsive to new ideas See all possibilities to the problem – not only one solution Communicates appreciation, enthusiasm for trying different things Highly responsive to continuous improvement Keeps in close contact with what needs to be changed Effective at conflict resolution
  121. 121. Use ALL YOUR POTENTIAL !!!
  122. 122. With a little FIRE . . .
  123. 123. . . . and Love !!!
  124. 124. To develop for your future
  125. 125. So, who are we . . . ?
  128. 128. Conclusion Strategy In Action approach provides a link between goals and personal competencies, on all levels Goals “ Aligned To Skills” Performance Development Business “ Process”
  129. 129. What happened to the dinosaurs? . . . . Unable to adapt to changes and . . . .
  130. 130. Whack <ul><li>There is usually more than one good solution to being creative. </li></ul><ul><li>Groups of people are usually more successful at solving a problem and being creative than individuals working alone. </li></ul><ul><li>Our assumptions can limit our creativity. </li></ul><ul><li>Watching others and learning from their experience can help us be more creative in the future. </li></ul>