How Caribbean ExecutivesCan Raise Their StandardsFrancis WadeHRMATT’s 9th Biennial ConferenceHilton Trinidad & Conference ...
We want high accomplishmentsHRMATT’s 9th Biennial Conference – May 13th & 14th, 20132
More than individual standoutsHRMATT’s 9th Biennial Conference – May 13th & 14th, 20133
HRMATT’s 9th Biennial Conference – May 13th & 14th, 20134
HRMATT’s 9th Biennial Conference – May 13th & 14th, 20135
HRMATT’s 9th Biennial Conference – May 13th & 14th, 20136
HRMATT’s 9th Biennial Conference – May 13th & 14th, 20137
HRMATT’s 9th Biennial Conference – May 13th & 14th, 20138History
HRMATT’s 9th Biennial Conference – May 13th & 14th, 20139
HRMATT’s 9th Biennial Conference – May 13th & 14th, 201310You
A Caribbean SolutionHRMATT’s 9th Biennial Conference – May 13th & 14th, 201311
MycaseHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013122 partners
With a partner, pick oneinterpersonal situation that youwant to improve. Take 2 minutes.What problems could be resolved?Wh...
How to Close the Gap?HRMATT’s 9th Biennial Conference – May 13th & 14th, 201314
1. Develop ahypothesisHRMATT’s 9th Biennial Conference – May 13th & 14th, 201315
What are the Causes of a Problem?HRMATT’s 9th Biennial Conference – May 13th & 14th, 201316ProblemCause #1Cause #2Behaviours
Example: Sales BehavioursHRMATT’s 9th Biennial Conference – May 13th & 14th, 201317PoorSalesLack ofleadsNot askingfor lead...
Why Behaviours?They are essential for changeto occurThey are often ill-defined orunknownThey come after every otherapproac...
Assumption 1 Consistent, deliberate practiceimpactsperformanceHRMATT’s 9th Biennial Conference – May 13th & 14th, 201319
Behaviours thatare:ObservableCoachableVisibleVideo-TapableHRMATT’s 9th Biennial Conference – May 13th & 14th, 201320
For the problem you chose before…What are the underlyingbehaviors you want to stop orstart?HRMATT’s 9th Biennial Conferenc...
HRMATT’s 9th Biennial Conference – May 13th & 14th, 201322
Case StudyA client in 3 Caribbean countries (T&T, Barbadosand Jamaica)Change coaching behavioursHRMATT’s 9th Biennial Conf...
Diagnosis and Design:Embed behaviours into 2 person interactive caseswith a Protagonist and an ActorHRMATT’s 9th Biennial ...
How? Custom-Built CasesInvolved interviewed with multiple executivesLooked for realistic situationsUsed real language / ja...
For ExampleUnknown to him, the employee has receivedanother job offer (for the same pay) and is inthe final stages of maki...
ProtagonistThe focus of the trainingin each role-playTries his best to meet apre-set goalReceives a description ofthe case...
ActorFollows a scripted roleAttempts to give theprotagonist a challengeReceives a description ofthe case from herperspecti...
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013292. Throw people in
Quiz: What’s the best way to startthis kind of training session?a) Teach people the correct best practices in thebehaviour...
The Answer:Each training session began with a short outlineof the principles to be usedExperience shows that what is outli...
Capture theinteractionHRMATT’s 9th Biennial Conference – May 13th & 14th, 201332
3. Going for Immediate ImprovementHRMATT’s 9th Biennial Conference – May 13th & 14th, 201333BadPerformance
Debrief the video-tape slowlyHRMATT’s 9th Biennial Conference – May 13th & 14th, 201334
Twin ObjectivesFeedback for the protagonistClearly defined best-in-classbehavioursHRMATT’s 9th Biennial Conference – May 1...
Further practiceAsk the Protagonist torepeat the role-playusing the advicereceived (no camerasrequired)HRMATT’s 9th Bienni...
HRMATT’s 9th Biennial Conference – May 13th & 14th, 201337Why did thatwork?Why did Ifail?Why didn’t myexperiencematch ther...
Behaviour Traps: TrinidadiansFriendly and so indirect that the actorwould have no clue the shoe wasabout to dropHRMATT’s 9...
Behaviour Traps: BarbadiansA Bajan General Manager spokefor the entire 7 minuteroleplay, then defended the needto do so.Ot...
Behaviour Traps: JamaicansEither indirect and vague, or inschool-teacher lecturing mode.HRMATT’s 9th Biennial Conference –...
No one-size-fits-all; each individualneeds enough practice to get betterHRMATT’s 9th Biennial Conference – May 13th & 14th...
SummaryHigh standards require new individual skillsAll organizational improvements requirecollaboration and feedbackThe be...
Special Reports1. Lights! Camera! Action! Method2. Lights! Camera! Action! Case StudyHRMATT’s 9th Biennial Conference – Ma...
To Receive My Special ReportHRMATT’s 9th Biennial Conference – May 13th & 14th, 201344Minnie Mouse minnie@disney.comJohn S...
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How Caribbean Executives Can Raise Their Standards

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[Audio link - http://bit.ly/13F4wFN ]
This speech was presented at the HRMATT Conference in Port of Spain on May 13, 2013. Here is the printed description from the brochure:

“No man, it’s alright. No problem.” The Caribbean is famous for its laid-back attitude, so perfect for getting away from the stresses of the world's capitals. However, it’s not so much fun when you live here and have to experience this attitude first-hand at the Driver's Licensing Office.

Why does this and other awful experiences persist?

Our research at Framework Consulting tells us that it’s a historical backlash. Slavery and indentureship brought harsh consequences for the smallest infractions, and as its descendants we have responded: our workplaces are remarkably free of consequences, feedback and real accountability.

Reversing the tide of history will take more than just talk however.

A few years ago we embarked on a project to train over 80 of the top executives of a regional conglomerate in three countries - primarily in Trinidad but also in Barbados and Jamaica. Quite separately, we also conducted the same transformation program in these three countries in different companies. We learned that our region's professionals are loathe to give feedback, but also that it's easy to correct the problem with the right intervention using customized cases and video-taped feedback.

Come and learn the nuances of changing a core behaviour that plagues Caribbean companies.

New>>> Here is the link to the full audio for the speech. https://archive.org/details/HowCaribbeanExecutivesCanRaiseTheirStandards

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  • Title: ……How Trinidadian Executives Can Raise Their Standards Date and Time: …………To be decided/assigned……………………………………... Abstract: (200 words) “No man, it’s alright. No problem.” The Caribbean is famous for its laid-back attitude, so perfect for getting away from the stresses of the world's capitals. However, it’s not so much fun when you live here and have to experience this attitude first-hand at the Driver's Licensing Office. Why does this and other awful experiences persist? Our research at Framework Consulting tells us that it’s a historical backlash. Slavery and indentureship brought harsh consequences for the smallest infractions, and as its descendants we have responded: our workplaces are remarkably free of consequences, feedback and real accountability. Reversing the tide of history will take more than just talk however. A few years ago we embarked on a project to train over 80 of the top executives of a regional conglomerate in three countries - primarily in Trinidad but also in Barbados and Jamaica. Quite separately, we also conducted the same transformation program in these three countries in different companies. We learned that our region's professionals are loathe to give feedback, but also that it's easy to correct the problem with the right intervention using customized cases and video-taped feedback. Come and learn the nuances of changing a core behaviour that plagues Trinidadian companies.
  • Strong Start
  • We have a history of cultural confrontations gone bad
  • Historically – British confrontation
  • You know - Only way to high standards as a group is fast, effective confrontationDilemma – how do you resolve our need for harmony with our desire for results?
  • Point A
  • Dilemma – how do you resolve our need for harmony with our desire for results?Point B
  • I had to fire two partners. It took an hour of tense coaching to have a decent 5 minute conversation. McKinsey experience
  • With little preparation, ask them to play roles in the cases
  • With little preparation, ask them to play roles in the cases
  • Take feedback using a standard model from all observers
  • Shows the immediate value of a suggestion- some suggestions won’t work- others can participateTe protagonist can be surprised by what works and how it feels
  • As new generations enter the workplace, more practice is needed
  • Lights! Camera! Action!
  • How Caribbean Executives Can Raise Their Standards

    1. 1. How Caribbean ExecutivesCan Raise Their StandardsFrancis WadeHRMATT’s 9th Biennial ConferenceHilton Trinidad & Conference CenterMay 13-4, 2013 Hear the audio by following the linkin the description
    2. 2. We want high accomplishmentsHRMATT’s 9th Biennial Conference – May 13th & 14th, 20132
    3. 3. More than individual standoutsHRMATT’s 9th Biennial Conference – May 13th & 14th, 20133
    4. 4. HRMATT’s 9th Biennial Conference – May 13th & 14th, 20134
    5. 5. HRMATT’s 9th Biennial Conference – May 13th & 14th, 20135
    6. 6. HRMATT’s 9th Biennial Conference – May 13th & 14th, 20136
    7. 7. HRMATT’s 9th Biennial Conference – May 13th & 14th, 20137
    8. 8. HRMATT’s 9th Biennial Conference – May 13th & 14th, 20138History
    9. 9. HRMATT’s 9th Biennial Conference – May 13th & 14th, 20139
    10. 10. HRMATT’s 9th Biennial Conference – May 13th & 14th, 201310You
    11. 11. A Caribbean SolutionHRMATT’s 9th Biennial Conference – May 13th & 14th, 201311
    12. 12. MycaseHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013122 partners
    13. 13. With a partner, pick oneinterpersonal situation that youwant to improve. Take 2 minutes.What problems could be resolved?Who would work well with whom?What new standard could be set and achieved?What stresses would disappear?HRMATT’s 9th Biennial Conference – May 13th & 14th, 201313
    14. 14. How to Close the Gap?HRMATT’s 9th Biennial Conference – May 13th & 14th, 201314
    15. 15. 1. Develop ahypothesisHRMATT’s 9th Biennial Conference – May 13th & 14th, 201315
    16. 16. What are the Causes of a Problem?HRMATT’s 9th Biennial Conference – May 13th & 14th, 201316ProblemCause #1Cause #2Behaviours
    17. 17. Example: Sales BehavioursHRMATT’s 9th Biennial Conference – May 13th & 14th, 201317PoorSalesLack ofleadsNot askingfor leadsNot addingprospects todatabaseWeakclosingPoor closingtechniques
    18. 18. Why Behaviours?They are essential for changeto occurThey are often ill-defined orunknownThey come after every otherapproach has been triedHRMATT’s 9th Biennial Conference – May 13th & 14th, 201318
    19. 19. Assumption 1 Consistent, deliberate practiceimpactsperformanceHRMATT’s 9th Biennial Conference – May 13th & 14th, 201319
    20. 20. Behaviours thatare:ObservableCoachableVisibleVideo-TapableHRMATT’s 9th Biennial Conference – May 13th & 14th, 201320
    21. 21. For the problem you chose before…What are the underlyingbehaviors you want to stop orstart?HRMATT’s 9th Biennial Conference – May 13th & 14th, 201321With a partner, choose onebehaviour to focus on. Take 3minutes.
    22. 22. HRMATT’s 9th Biennial Conference – May 13th & 14th, 201322
    23. 23. Case StudyA client in 3 Caribbean countries (T&T, Barbadosand Jamaica)Change coaching behavioursHRMATT’s 9th Biennial Conference – May 13th & 14th, 201323
    24. 24. Diagnosis and Design:Embed behaviours into 2 person interactive caseswith a Protagonist and an ActorHRMATT’s 9th Biennial Conference – May 13th & 14th, 201324
    25. 25. How? Custom-Built CasesInvolved interviewed with multiple executivesLooked for realistic situationsUsed real language / jargonExaggerated to emphasize an acute problemHRMATT’s 9th Biennial Conference – May 13th & 14th, 201325
    26. 26. For ExampleUnknown to him, the employee has receivedanother job offer (for the same pay) and is inthe final stages of making a decision. Thisinteraction will help her decide.HRMATT’s 9th Biennial Conference – May 13th & 14th, 201326An IT manager must convince a seemingly lazyemployee to improve her timeliness. She hasstarted to arrive late to every single meeting.
    27. 27. ProtagonistThe focus of the trainingin each role-playTries his best to meet apre-set goalReceives a description ofthe case from hisperspectiveHRMATT’s 9th Biennial Conference – May 13th & 14th, 201327
    28. 28. ActorFollows a scripted roleAttempts to give theprotagonist a challengeReceives a description ofthe case from herperspectiveHRMATT’s 9th Biennial Conference – May 13th & 14th, 201328
    29. 29. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013292. Throw people in
    30. 30. Quiz: What’s the best way to startthis kind of training session?a) Teach people the correct best practices in thebehaviour before doing the video-tapingb) Start video-taping right awayc) Give a brief outline of the best practices thenstart tapingd) It doesn’t matterHRMATT’s 9th Biennial Conference – May 13th & 14th, 201330
    31. 31. The Answer:Each training session began with a short outlineof the principles to be usedExperience shows that what is outlined makeslittle/no differenceThe real action starts when the video tape startsrolling – everyone wakes upThe principles are introduced during thedebriefingHRMATT’s 9th Biennial Conference – May 13th & 14th, 201331
    32. 32. Capture theinteractionHRMATT’s 9th Biennial Conference – May 13th & 14th, 201332
    33. 33. 3. Going for Immediate ImprovementHRMATT’s 9th Biennial Conference – May 13th & 14th, 201333BadPerformance
    34. 34. Debrief the video-tape slowlyHRMATT’s 9th Biennial Conference – May 13th & 14th, 201334
    35. 35. Twin ObjectivesFeedback for the protagonistClearly defined best-in-classbehavioursHRMATT’s 9th Biennial Conference – May 13th & 14th, 201335
    36. 36. Further practiceAsk the Protagonist torepeat the role-playusing the advicereceived (no camerasrequired)HRMATT’s 9th Biennial Conference – May 13th & 14th, 201336
    37. 37. HRMATT’s 9th Biennial Conference – May 13th & 14th, 201337Why did thatwork?Why did Ifail?Why didn’t myexperiencematch theresult?
    38. 38. Behaviour Traps: TrinidadiansFriendly and so indirect that the actorwould have no clue the shoe wasabout to dropHRMATT’s 9th Biennial Conference – May 13th & 14th, 201338
    39. 39. Behaviour Traps: BarbadiansA Bajan General Manager spokefor the entire 7 minuteroleplay, then defended the needto do so.Others were publicly deferential…to a faultHRMATT’s 9th Biennial Conference – May 13th & 14th, 201339
    40. 40. Behaviour Traps: JamaicansEither indirect and vague, or inschool-teacher lecturing mode.HRMATT’s 9th Biennial Conference – May 13th & 14th, 201340
    41. 41. No one-size-fits-all; each individualneeds enough practice to get betterHRMATT’s 9th Biennial Conference – May 13th & 14th, 201341Culture Change!
    42. 42. SummaryHigh standards require new individual skillsAll organizational improvements requirecollaboration and feedbackThe best feedback is often the hardest to giveSteady, deliberate practice is the only tactic thatworksHRMATT’s 9th Biennial Conference – May 13th & 14th, 201342
    43. 43. Special Reports1. Lights! Camera! Action! Method2. Lights! Camera! Action! Case StudyHRMATT’s 9th Biennial Conference – May 13th & 14th, 201343
    44. 44. To Receive My Special ReportHRMATT’s 9th Biennial Conference – May 13th & 14th, 201344Minnie Mouse minnie@disney.comJohn Smith-Ramlogan john@tstt.netAdd your contactinformationto my list /join us!

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