Pres March 5, 2009


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Turning Planning into Action

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  • Pres March 5, 2009

    1. 1. Translating the Plan into Action March 5, 2009 Scott McLean President – ThinkWise, Inc. [email_address]
    2. 2. <ul><li>WHAT YOU’LL HEAR </li></ul><ul><li>My Top Challenges </li></ul><ul><li>My Advice (Advisors) </li></ul><ul><li>Some Tools and Resources </li></ul>
    3. 3. TOP CHALLENGES <ul><ul><li>Planning before Trying </li></ul></ul><ul><ul><li>Too Quick to Overhead </li></ul></ul><ul><ul><li>Failing Fast </li></ul></ul><ul><ul><li>Too Many Priorities </li></ul></ul><ul><ul><li>No Contingency Plans </li></ul></ul><ul><ul><li>Early People Limitations </li></ul></ul><ul><ul><li>Great is the Enemy of Good </li></ul></ul><ul><ul><li>Focusing Just on the What </li></ul></ul><ul><ul><li>Continuous Selling of the Plan </li></ul></ul><ul><ul><li>Simple Score Cards </li></ul></ul>
    4. 4. Patrick Lencioni
    5. 5. 4 Cs of Trust
    6. 6. Cultural Performance Profiles
    7. 7. External Focus Adaptability + Mission The organization’s focus is on adapting and changing in response to the external environment Key Dimensions:
    8. 8. Internal Focus Involvement + Consistency The organization’s focus is on the dynamics of the internal integration of systems, structures, and processes Key Dimensions :
    9. 9. Stability Mission + Consistency A stable orientation contributes to an organization’s capacity to remain focused and predictable over time Key Dimensions:
    10. 10. Flexibility Adaptability + Involvement A flexible organization has the capability to change in response to the environment Key Dimensions:
    11. 11. <ul><li>Value Proposition: It’s all about alignment and focus. </li></ul><ul><li>Without getting to the specifics of what behaviors are required to execute the strategy, it is difficult for an organization to have any real clarity or alignment on who to hire, how to develop, or how to manage their people. </li></ul>STRATEGY VISION ? Missing Link
    12. 12. The What AND the How What do we want to become? What culture do we need? How do we get the right people? How do we develop talent? What behaviors are critical? What tools & systems are needed?
    13. 13. <ul><li>Competencies define a specific set of behaviors that are most directly linked to performance and success in a job. </li></ul><ul><li>Thus, the elements of a competency model communicate, in clear terms, the behaviors required for exemplar performance . </li></ul>How are competencies linked to business objectives? <ul><ul><li>Competencies are the link between Vision/Culture to key people systems and processes. </li></ul></ul>
    14. 14. Business Acumen Collaboration Communication Conflict Management Customer Engagement Decision Making Developmental Leadership Flexibility Innovation Interpersonal Effectiveness Leading Change Leading Others Project Management Results Focus Self Management Supervisory Skills Talent Management Technical Expertise Vision & Strategy Action Orientation Competency Sort Critical Desirable Less Desirable
    15. 16. <ul><li>Chip Heath / Dan Heath </li></ul><ul><li>Simplicity </li></ul><ul><li>Unexpected </li></ul><ul><li>Concrete </li></ul><ul><li>Credible </li></ul><ul><li>Emotion </li></ul><ul><li>Stories </li></ul>
    16. 17. <ul><li>Results = </li></ul>Capability Commitment CULTURE Optimal Performance
    17. 18. <ul><li>Larry Bossidy / Ram Charan </li></ul><ul><li>Know Your People and Business </li></ul><ul><li>Insist on Realism </li></ul><ul><li>Get Clear Goals & Priorities </li></ul><ul><li>Follow Through </li></ul><ul><li>Reward the Doers </li></ul><ul><li>Expand People’s Capabilities </li></ul><ul><li>Know Yourself </li></ul>
    18. 19. <ul><li>“ After five years of research, I’m absolutely convinced that if we just focus our attention on the right things – and stop doing the senseless things that consume so much time and energy – we an create a powerful Flywheel effect.” </li></ul><ul><li>- Jim Collins, Good to Great </li></ul>“ Leaders who say: ‘ I ’ ve got ten priorities ’ don ’ t know what they are talking about … You ’ ve got to have these few, clearly realistic goals and priorities. ” - Bossidy and Charan, Execution
    19. 20. <ul><li>FOCUS </li></ul>Number of Goals 2-3 4-10 11-20 Goals Achieved Effectively 2-3 1-2 0
    20. 21. Employee: Employee: Employee: Employee: The individual who is ultimately responsible. Includes yes or no authority and veto power. Only one “A” can be assigned to a function. Accountability “ A” The individual(s) who actually completes the task, the doer. This person is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the individual with “A”. Responsibility “ R” The individual(s) to be consulted prior to a final decision or action. This incorporates two-way communication. Consult “ C” The individual(s) who needs to be informed after a decision or action is taken. This incorporates one-way communication. Inform “ I” Step 1 Step 2 Step 3 Functional Roles Steps in Process Responsibility Charting RACI Definitions <ul><li>Guidelines </li></ul><ul><li>Remember your new culture philosophy when defining roles and responsibilities </li></ul><ul><ul><li>Eliminate “checkers checking checkers” </li></ul></ul><ul><ul><li>Encourage teamwork </li></ul></ul><ul><ul><li>100% accuracy not always required </li></ul></ul><ul><li>Place accountability (A) and responsibility ® at the level closest to the action or knowledge </li></ul><ul><li>There can be only one accountability per activity </li></ul><ul><li>Authority must accompany accountability </li></ul><ul><li>Minimize the number of consultants (C) and informs (I) </li></ul><ul><li>All roles and responsibilities must be documented and communicated </li></ul>
    21. 22. <ul><li>Guy Kawasaki / Bo Peabody </li></ul><ul><li>Starting </li></ul><ul><li>Positioning </li></ul><ul><li>Pitching </li></ul><ul><li>Writing a Business Plan </li></ul><ul><li>Boot Strapping </li></ul><ul><li>Raising Capital </li></ul><ul><li>Partnering </li></ul><ul><li>Startup vs. Big Company </li></ul>