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STRATEGY IN ACTION
STRATEGY IN ACTION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],We’re Also Going to Have Some Fun Today:
Introduction:  Farm Animals
What does strategy mean to you? STRATEGY IN ACTION
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
“ BELIEVING THAT LASTING ORGANIZATIONAL CHANGE AND ACTION, TAKES PLACE ONLY  THROUGH  AND  WITH  PEOPLE” STRATEGY IN ACTION
HOW IS THIS REALIZED? Through  Action  Leadership ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],THE KEY TO GOOD STRATEGY DEVELOPMENT IS IN:
An Organizational Model STRATEGY STRUCTURE SYSTEMS & PROCEDURES TEAM & PERSONAL COMPETENCIES PROBLEM SOLVING DECISION MAKING SITUATION APPRAISAL
Tips For Strategy In Action ,[object Object],[object Object],[object Object],[object Object],[object Object]
Intended Results Of Strategy In Action ,[object Object],[object Object],[object Object]
Intended Results Of Strategy In Action ,[object Object],[object Object],[object Object]
WHAT ARE THE  TOP 3  THINGS YOU WANT TMX PHILLIPINES TO BE KNOWN FOR? WHAT DO WE DO THAT IS WORLD CLASS? STRATEGY IN ACTION
Strategy Challenge ,[object Object],[object Object],[object Object]
Input – Throughput – Output - Strategy Added Value Strategy Task Feedback Input Output You
Strategy Development What is the TMX Cebu business environment?  Values & Beliefs Customer Business Core Competence G&O Strategies SIA SIA SIA SIA
SIA Implementation VISION Strategy In Action Performance
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    
Impact Of Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]
Linking Behavior To Strategy In Action Employee Responsibility Skills, Knowledge, & Attitude Motivation &  Behavior Individual  Objectives Team Objectives Company  Goals Current  Performance Company Strategy
Behavior Knowledge Values Motives Drive Motivation Developing Skills Problem Solving &  Decision Making It’s about Strategy In Action YOU
What are Competencies? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What are Competencies? ,[object Object],[object Object],[object Object]
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.  _______________________________________________________
Types Of Competencies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types Of Competencies JOB TEAM YOU ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Management Competencies ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],Leadership
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Leadership
Leadership ,[object Object],[object Object],[object Object],[object Object]
Leadership ,[object Object],[object Object],[object Object],[object Object]
Vision/ Management Personal Growth Strategy in Action Problem Solving Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Competency Flow
YOU NEED TO…. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Problem Solving And Decision Cycle DO REFLECT THINK DECIDE
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
State The Objective ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Develop Your Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Set Priorities ,[object Object],[object Object],[object Object],[object Object],[object Object]
Set Priorities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Identify Problem Solving Needed ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Problem Definition ,[object Object],[object Object],[object Object],[object Object],[object Object]
Important Questions To Ask: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questioning To Get To Problem Solving ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questioning Is A Key Skill ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Open Questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Closed Questions ,[object Object],[object Object],[object Object]
Active Listening  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Mistakes In Problem Solving ,[object Object],[object Object],[object Object],[object Object],[object Object]
Common Mistakes In Problem Solving ,[object Object],[object Object],[object Object],[object Object],[object Object]
Prepare Actions to Reduce  Risks ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
List Risks and Opportunities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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 ,[object Object],[object Object],[object Object],Coaching Builds on feedback; It’s almost coaching, counseling, training and facilitating. It’s helping other individuals learn.
High Performing Team  Decision Making Characteristics: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Guidelines For Effective Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Guidelines For Effective Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Guidelines For Coaching in  Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Handling Questions About Your Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Decision Making ,[object Object],[object Object],[object Object],3 OR 11
Effective Decision Making ,[object Object],[object Object]
Two way communication One way communication Problem Solving Decision ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SIA
Team Building:  Tinker Toys ,[object Object],[object Object],[object Object],[object Object]
Team Building:  Tinker Toys
TMX CEBU CREATIVE THINKING in Decision Making
Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object]
What is  CREATIVITY? Decision Making
Creativity is the ability to generate new and useful ideas and solutions to  everyday  problems and challenges.
“ Creativity is inventing, experimenting, growing, taking risks, breaking “some” rules, making mistakes, and having fun.”
Types of Creativity ,[object Object],[object Object],[object Object]
Creativity helps our organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
In a creative environment: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Three Ways to Improving Creativity ,[object Object],[object Object],[object Object]
Creativity Factors  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Steps of Creative Problem-Solving: ,[object Object],[object Object],[object Object],[object Object]
Creative Problem Solving Techniques ,[object Object],[object Object],[object Object],[object Object]
Guidelines for Brainstorming ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
To encourage and support  creativity our company: ,[object Object],[object Object]
Leaders Need To: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Management Needs To: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The problems we face fall into one of three areas: ,[object Object],[object Object],[object Object],Circle of Influence
Questions to Help Stimulate   YOUR Creativity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Analytical Logic Left Right Creative Thinking Imaginative
Creativity is what people find  the most  rewarding because it is something that comes naturally!
? ?   ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?
Because  Creativity is practiced and  developed since adolescence
Creativity is the ability to connect and to link situations, benefits, and ideas  that had no prior relationship
Creativity  requires imagination: It is like dreaming going from one situation to another
Creativity should be extensively developed as part of decision making  There are  many rewards  for Creative Thinking!!!
Using Creativity is . . .  “ The ability to adapt to rapid changes and  to benefit from these changes”.
People find the solutions to  problems by applying  Creativity This is  always  the best solution
Creativity produces a larger number  of ideas that have  to be analyzed  and selected, before  coming to further and enhanced decisions
So, remember: EVALUATE  ALL IDEAS Before making a decision
Reposition  the problem
Withhold judgement
Examine: Risks & Failures
Examine & Down Up Analyze
Self-imposed Barriers RESULTS
UN BUSINESS as USUAL
A Manager’s   career is demanding, but yet very rewarding. You have to know your  job ,  Your  people ,  The  company , and Your   boss .
BE A CHANGE AGENT YOU HAVE TO MANAGE THE  CHANGE  PROCESS ITSELF
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!
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
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”
Keep a  Positive  Attitude ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Give your troops clear-cut  marching orders ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Focus on short-range objectives
[object Object],[object Object],Focus on short-range objectives
[object Object],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
The Results ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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 _______
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)
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
Business Partner   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Functional Expert  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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
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
Use  ALL YOUR POTENTIAL !!!
With a little FIRE  . . .
. . . and  Love  !!!
To develop for your future
So, who are we . . . ?
WE ARE A HIGH PERFORMANCE TEAM TMX CEBU
YOU ARE YOUR OWN  TEAM!!! THE VERY BEST  TEAM IN Timex…
Conclusion   Strategy In Action  approach provides a link between goals and personal competencies, on all levels Goals “ Aligned To Skills” Performance Development Business “ Process”
What happened to the dinosaurs? . . . . Unable to adapt to changes and . . . .
Whack ,[object Object],[object Object],[object Object],[object Object]

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Strategy in Action

  • 2.
  • 3.
  • 5. What does strategy mean to you? STRATEGY IN ACTION
  • 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
  • 7. “ BELIEVING THAT LASTING ORGANIZATIONAL CHANGE AND ACTION, TAKES PLACE ONLY THROUGH AND WITH PEOPLE” STRATEGY IN ACTION
  • 8.
  • 9.
  • 10.
  • 11.
  • 12. An Organizational Model STRATEGY STRUCTURE SYSTEMS & PROCEDURES TEAM & PERSONAL COMPETENCIES PROBLEM SOLVING DECISION MAKING SITUATION APPRAISAL
  • 13.
  • 14.
  • 15.
  • 16. WHAT ARE THE TOP 3 THINGS YOU WANT TMX PHILLIPINES TO BE KNOWN FOR? WHAT DO WE DO THAT IS WORLD CLASS? STRATEGY IN ACTION
  • 17.
  • 18. Input – Throughput – Output - Strategy Added Value Strategy Task Feedback Input Output You
  • 19. Strategy Development What is the TMX Cebu business environment? Values & Beliefs Customer Business Core Competence G&O Strategies SIA SIA SIA SIA
  • 20. SIA Implementation VISION Strategy In Action Performance
  • 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.
  • 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. Behavior Knowledge Values Motives Drive Motivation Developing Skills Problem Solving & Decision Making It’s about Strategy In Action YOU
  • 25.
  • 26.
  • 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.
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  • 37. Problem Solving And Decision Cycle DO REFLECT THINK DECIDE
  • 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.
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  • 61.
  • 62.
  • 63.
  • 64.
  • 65. Team Building: Tinker Toys
  • 66. TMX CEBU CREATIVE THINKING in Decision Making
  • 67.
  • 68. What is CREATIVITY? Decision Making
  • 69. Creativity is the ability to generate new and useful ideas and solutions to everyday problems and challenges.
  • 70. “ Creativity is inventing, experimenting, growing, taking risks, breaking “some” rules, making mistakes, and having fun.”
  • 71.
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  • 75.
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  • 77.
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  • 79.
  • 80.
  • 81.
  • 82.
  • 83.
  • 84. Analytical Logic Left Right Creative Thinking Imaginative
  • 85. Creativity is what people find the most rewarding because it is something that comes naturally!
  • 86. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?
  • 87. Because Creativity is practiced and developed since adolescence
  • 88. Creativity is the ability to connect and to link situations, benefits, and ideas that had no prior relationship
  • 89. Creativity requires imagination: It is like dreaming going from one situation to another
  • 90. Creativity should be extensively developed as part of decision making There are many rewards for Creative Thinking!!!
  • 91. Using Creativity is . . . “ The ability to adapt to rapid changes and to benefit from these changes”.
  • 92. People find the solutions to problems by applying Creativity This is always the best solution
  • 93. Creativity produces a larger number of ideas that have to be analyzed and selected, before coming to further and enhanced decisions
  • 94. So, remember: EVALUATE ALL IDEAS Before making a decision
  • 95. Reposition the problem
  • 97. Examine: Risks & Failures
  • 98. Examine & Down Up Analyze
  • 100. UN BUSINESS as USUAL
  • 101. A Manager’s career is demanding, but yet very rewarding. You have to know your job , Your people , The company , and Your boss .
  • 102. BE A CHANGE AGENT YOU HAVE TO MANAGE THE CHANGE PROCESS ITSELF
  • 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. 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. 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.
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  • 110.
  • 111.
  • 112.
  • 113.
  • 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. 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. 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.
  • 118.
  • 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. 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. Use ALL YOUR POTENTIAL !!!
  • 122. With a little FIRE . . .
  • 123. . . . and Love !!!
  • 124. To develop for your future
  • 125. So, who are we . . . ?
  • 126. WE ARE A HIGH PERFORMANCE TEAM TMX CEBU
  • 127. YOU ARE YOUR OWN TEAM!!! THE VERY BEST TEAM IN Timex…
  • 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. What happened to the dinosaurs? . . . . Unable to adapt to changes and . . . .
  • 130.