You Can Change It!


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Met de hulp van feeds en inspiratie (die had ik gisteren mij mijn collega gekregen) had een de presentatie voor FD Carrier Challenge aangepast. De essentie van deze presentatie is nier meer de bepaalde methode as ik eerder dacht. Het is over je en hoe kan je een verschil maken in je dagelijkse activiteiten en bereiken je persoonlijke doelen met behulp van nieuwe netwerking, leiding en ondernemen technieken. Je gebruikt “denken triggers” in deze presentatie om maximaal toegevoerde warden en kennis ook van jou eigen ervaring uit te halen.
With help feedbacks and inspiration from my colleagues yesterday I have updated the presentation for FD Carrier Challenge. The essence of this presentation is not even a set of particular methods as I thought. It is about the change, which can be done by you. How can you make a difference in your daily work to achieve your personal goals with the help of techniques of new networking, leading and entrepreneurship? You use “thought treiggers” in this presentation to get the maximum added value and knowledge of your own experience.

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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 “We Can Do 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.
  • 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 achieve this.
  • 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.
  • Dealing if the team member makes it hard for you is not easy. But it is very important for you to understand cause in this case. You wil also need a flexible system.
  • You Can Change It!

    1. 1. Improvement driving by new (net)working and entrepreneurship © 2011 by Andrew Issaenko
    2. 2. <ul><li>“ The knowledge of successful entrepreneurship and new (net)working is within You!” </li></ul>
    3. 3. <ul><li>5 themes </li></ul>to Discover
    4. 4. Leading Entrepreneurship New (Net)working Inspiration How do You Achieve Success?
    5. 5. Leading
    6. 6. <ul><li>Leading: Coaching and Directing </li></ul>
    7. 7. Leading: Level of Involvement Level Of Support Level Of Direction Level of involvement Supportive Coaching Delegating Directive
    8. 8. Leading: Good and bad practices Level Of Support Level Of Direction Moving from Directive to Delegating and back Supportive Coaching Delegating Directive
    9. 9. <ul><li>Leading: Team Integrity as “must be” </li></ul>
    10. 10. Team Integrity: = Personal integrity <ul><li>Strong vision helps to create shared understanding of team goals </li></ul><ul><li>Everyone has own picture of own role and meaning </li></ul><ul><li>Everyone wants a deserved recognition in own personal way </li></ul><ul><li>Guided Motivation and Enthusiasm of Everyone helps to achieve maximal effect in personal contributing to the work of entire team </li></ul>
    11. 11. Integrity: Conditions and Responses Leads avoid “hey-you” of “those people” communication! Condition Response Personal deserved recognition Feeling as a personally rewarded Feeling personally reworded Personal interest in contribution Personal interest in contribution More trust, better and sincere relations Build trust and good relations in a time of peace Help in the time of “crisis” or “deadline”
    12. 12. <ul><li>Rewarding: Competition and Cooperation </li></ul>Best Result in Business is achieved by combination of both
    13. 13. Rewarding: Instruments Instrument Outcome Feeling of “doing important job” Motivates person to work harder to complete tasks Encouraging regular competitions within team with small gifts to mark “winning” Gains better results from tasks with increasing personal engagement Recognition of some personal strength externally Motivates personal interests to correct “weaknesses” elements in personal improvement process Have a clear vision of desired personal result for everyone The member is less motivated to leave the organization/team and knows what he works for.
    14. 14. Vicious to Virtuous transfer: System
    15. 15. Leading: Good Stories <ul><li>Giving books to offshore team members with personally addressed notes from the onshore team encouraged motivation and dedication of the offshore team </li></ul><ul><li>Competition for “Professional of the week” personal distinction with the aim on achievements of specific weekly team goals </li></ul><ul><li>Facilitating Add-hock feedback from upper management to show importance of the project results to the team </li></ul><ul><li>Humor in daily work to support friendly relations helped in resolving most difficult situations  </li></ul>
    16. 16. The Entrepreneurship Environment
    17. 17. Why it is so important? <ul><li>Internal innovations are complicated to manage by hierarchical ruling and human miscommunication </li></ul><ul><li>Companies need to innovate at all levels to cope market changes </li></ul><ul><li>Local entrepreneurship means not only local initiative </li></ul><ul><li>Entrepreneurship environment is based on encouraged and controlled local initiative </li></ul>
    18. 18. <ul><li>How do we build it? </li></ul>
    19. 19. How do we build it? <ul><li>Awareness at all levels of organization/department goals </li></ul><ul><li>Seeing ideas locally to implement opportunities globally </li></ul><ul><li>Knowing where to look for ideas and how to start with opportunities </li></ul><ul><li>Realizing “what is in that for me?” and “what is here for the organization?” </li></ul>
    20. 20. <ul><li>Opportunities: Risks and Chances </li></ul>
    21. 21. Building it: Chances & Risks <ul><li>“ We want something we can easily sale (demand) ” but “Can we easily make (supply) this?” </li></ul><ul><li>“ We can easily make (our advantages) it” but “Can we easily sale it (market trends, competitor movements and risks) ?” </li></ul><ul><li>Shared Awareness and accepting necessary compromises and balances is a part of winning for all parties </li></ul>
    22. 22. <ul><li>Awareness Horizons but No limitations </li></ul>How to Keep shared awareness and sharp horizons?
    23. 23. Awareness: Perception of Opportunity Individual Perception of added value of opportunity Individual Perception of required resourcing Enthusiast “ We do it right now!” Planning and Manage “ Let us plan and track this” “ Only if we do not spend too much time on that” “ Penny in the bank of ideas”
    24. 24. Negotiation: Sharing awareness Individual Perception of added value of opportunity Individual Perception of opportunity risk Enthusiast “ We do it right now!” Planning and Manage “ Let us plan and track this” “ Not too much time!” “ Bank of ideas”
    25. 25. Opportunity: Increasing Awareness Individual Perception of added value of opportunity Individual Perception of opportunity risk Opportunity Awareness Enthusiast Planning and Manage “ Let us plan and track this” “ Not too much time!” “ Bank of ideas”
    26. 26. <ul><li>Speeding: “Add-Hock” vs. Plan </li></ul>
    27. 27. Add hock vs “plan”: How to combine ? <ul><li>Entrepreneurship uses Network advantage </li></ul><ul><li>Supporting Project Network shall be daily routine (Agile, SCRUM principle) </li></ul><ul><li>Network can help you with resources f0r add-hock activities and better coordinate planned activities </li></ul><ul><li>Living Planning is used to communicate to stakeholders about progress and environment of realization </li></ul>
    28. 28. <ul><li>Entrepreneurship: No limits </li></ul>“ The only limit to your impact is your imagination and commitment .” Tony Robbins A famous American self-help author and success coach
    29. 29. <ul><li>New (Net)working </li></ul>
    30. 30. Opportunity: Leading of realization Stake Holder(s) Influence (Volume) Stake Holder(s) Interest in Opportunity Engaging with opportunity planned work activities Influence: Others Support Engaging by relevant results Influence: Others Support Influence: Others Support Target audience for and keeping engaged and informed Clients/investors Target audience to work directly on the opportunity activities Opportunity Evangelists (your “selling” network)
    31. 31. <ul><li>New Networking: Stewardship of your evangelists </li></ul>Believe you or not, The number does really matter…
    32. 32. <ul><li>New Networking: Leading by example </li></ul>
    33. 33. Opportunity: Leading by example Time for Realization of Benefits Required resources Engage your network to obtain first results faster. Plan selling the opportunity to them. Perceive with the consent of management as a part of business development plan for unit or organization Opportunity Activities to gain fast realization of benefits for influencing perception of opportunity Risky areas to consider carefully and engage management and your network into discussion
    34. 34. Realization: Leading by example Expected Result Perceived Result Dissatisfied , turning against the opportunity Insured in the opportunity “ I thought that we have already done that” Becoming involved with the opportunity
    35. 35. <ul><li>New (Net)working: Building Partnership </li></ul>Symbioses of Active and Supporting Roles
    36. 36. New Networking: Building Partnership Entrepreneurial (New) Leadership (Active) Influencing Leadership (Supporting) YOU People to coach and learn from ( strength your position with them ) People to work with ( your desired partners ) Working force ( supportive evangelists ) People to follow closely ( your desired clients )
    37. 37. <ul><li>The art of largely brand building . If not a brand, it will be viewed as a commodity” </li></ul><ul><li>-Philip Kotler </li></ul>New Net(Working): The Personal Marketing Professor of International Marketing at the Kellogg School
    38. 38. Inspiring: What drives it?
    39. 39. <ul><li>Inspiring: Increase of business value </li></ul>
    40. 40. Inspiring: Increase of 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? Strength Trends Weakness Opportunities
    41. 41. <ul><li>Inspiring: Using interplaying data </li></ul>
    42. 42. Internal qualities External qualities Inspiring: Using interplaying data YOUR VISION Selected Benchmark Data Global Development Analysis (Wolfram-Alpha) Lessons learned Data Systems of structuring the Operational Knowledge (SIGMA7,PRINCE2, ISEB, ASL)
    43. 43. <ul><li>Inspiring: Learn from your network </li></ul>
    44. 44. Inspiring: Learn from your network People, who are interested in you How useful advise of people will be for the realization of opportunity? Engaging people with particular ideas interesting to you to get a fast feedback Partnership of ideas sharing and mutual work Observe changes of your network to see who might become interesting to you or who becomes interested in you Select carefully and think in advance what driving force could be for them to give you which feedback
    45. 45. <ul><li>Inspiring: Bridging of your network </li></ul>Long Term Vision Determination
    46. 46. Inspiring: Bridging of your network Your Network Possibly Interested for Them Their Network Interesting for You Think of own added value you could bring to the partnership between people and engage them with your network but do not be too much “ value centric ” Engage in mutual projects. Support network with regular engagement ( personal holiday greetings) Observe changes not only of personal networks, but networks of the companies and interesting domains to see latest development . Asking them for being engaged and coming with concrete business proposals to their people in whom you are interested. Learning those people beforehand.
    47. 47. How do You Achieve success?
    48. 48. What is important for You ? <ul><li>Have you ever thought what Do you really want? </li></ul><ul><li>Have you ever thought which potential do you really have? </li></ul><ul><li>You may discover within your self abilities to be an entrepreneur in different areas </li></ul><ul><li>Think about the future you really want and ways to achieve this (opportunities) </li></ul>
    49. 49. Opportunities: Selection Expected Value of Achievements x Chance to succeed Required Resources to Pursue YOUR ENVIROMENT Private Consulting (Get the maximal value from your knowledge and experience ) Corporate Making (Not what can you do alone but get maximal value from your network ) Risky or Insignificant Opportunities “ Beyond possibilities ” opportunities
    50. 50. Success: Relations strategy Partnership with other parties Competing with other parties Cooperation (engaging in the close business relationships) Collaboration (business relations in the areas where you cooperate to stop them to act against you in the areas where you compete Engaging with the pursue of your personal opportunities Monitoring ( know them better and anticipate actions)
    51. 51. Bank of Opportunities vs. Risks Effect of movements to achieve personal opportunities Risks and readiness to consequences Take advantage of opportunities Come faster to the “market” take a niche and/or differentiate your brand Carefully Plan and Implement Different Risks Mitigation Strategies Opportunities/Risks Monitoring In the case if opportunity presents itself Risks Prevention Strategies Risk Prevention Strategies can be source of new opportunities
    52. 52. <ul><li>&quot; Victorious warriors win first and then go to war , while defeated warriors go to war first and then seek to win.&quot; </li></ul><ul><li>- Sun Tzu </li></ul>
    53. 53. <ul><li>Seeing the total picture </li></ul>Have a vision of own place in the environment but develop to become more
    54. 54. <ul><li>Shape your dream! </li></ul>