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Analysing Prioritisation Communication - Day four
- 1. “Failing to plan is the same as planning to fail”
- 2. Offer Mature ProcessesPeople Tools Measures Stability Alignment Purpose Communication MARKETING SALES & FINANCE INNOVATION & GROWTH PRODUCTION OPERATIONS & DELIVERY C
- 3. The chief aim of interpretation is not instruction, but provocation. Freeman Tilden
- 4. THE INDUSTRIAL AGE Control Repeat to know moreAvoid mistakes Care & Connect Analysing mistakes Communicating THE INFORMATION AGE
- 5. BARRIERS TO COP INDUSTRIAL AGE INFORMATION AGE INTERRUPTION AGE
- 6. CLARITY OF PURPOSE Priorities Preferences Past experiences
- 7. THINKING AS A PURPOSE Much of our thinking, left to itself, is biased, distorted, partial, uninformed or downright prejudiced. Yet, the quality of our life — and that of what we produce, make or build — depends precisely on the quality of our thought. Excellence in thought, hence, must be systematically cultivated.
- 8. You have 6 eggs and you distribute them to 6 of your friends. How is the 6th egg still in the basket?
- 9. One day, a Man named POWER decided to visit his hometown of GOAL. He got his own car named COMMITMENT to take him on the journey! Please get my COMMITMENT. I need to get to my GOAL! Fast… FINDING PURPOSE
- 10. OIL Master POWER, We need to get our tanks of COMMITMENT filled with TIME & ENERGY. Else we can’t reach even FOCUS! Keep driving with FOCUS on so that you DO NOT lose your DIRECTION.
- 11. OIL Good Lord, thanks I got to LEARN that FOCUS is the way to reach GOAL! Else I would have lost my DIRECTION! All thanks to COMMITMENT.
- 12. SHORT TERM GOALS Owning is easy Measurable Adaptable Inclusive Control Practical Ease of Experience FOCUS DIRECTION DISCIPLINE
- 13. LONG TERM GOALS FOCUS DIRECTION Want to go far? Ride your COMMITMENT DISCIPLINE PERSEVERANCE
- 14. THINKING OUR PURPOSE Idealist Realist Synthesist Pragmatist Analyst
- 15. THINKING STYLES Idealist Realist Synthesist Pragmatist Analyst AMBITION TRUST COLLABORATION
- 17. PRIORITISING KNOWLEDGE If you want toROUTINE Skills DRIVING SKILLS drive a car What would you need?
- 18. PRIORITISING KNOWLEDGE If you areUNUSUAL Rules RULES OF THE TRACK driving your car at a race track what would u need ?
- 19. PRIORITISING KNOWLEDGE If you areSITUATION Knowledge NEW LEARNINGS driving a racing car at a high speed what would u experience ?
- 21. PREFERENCES 85% 15% People Concrete Experience Feel Hear See Touch Taste Experts Theory Abstract Conceptualization Books
- 23. PREFERENCE BY HIERARCHY AMBITION TRUST COLLABORATION Intellect Knowledge Social Genetic Learned Colleagues Friends Family
- 24. COGNITIVE PREFERENCE Sensory Input (seeing, hearing, touching, etc.) Sensory Memory (visual, aural, kinesthetic) Short-term Memory (cognitive learning strategies) • Rehearsal • Chunking • Spatial Long-term Memory attention pattern recognition encoding retrieval Memory Storage context meaning
- 25. PREFERENCES I wish your job would allow you to use your special training.
- 26. PREFERENCES It’s not clear what am I supposed to do here…
- 28. GOALS A goal is: ⚫ A Dream ⚫ Attainable ⚫ Measurable ⚫ Has a Time Limit ⚫ Within your control ⚫ In Writing
- 29. GOALS A bad goal is: ⚫ A Dream which was never prioritised ⚫ Attainable but never measured ⚫ Measurable but never attempted ⚫ Has a time limit but never spent time ⚫ Within your control but never learnt ⚫ In writing but never read
- 30. CIRCLE OF CONTROL CIRCLE OF INFLUENCE CIRCLE OF CONCERN GOALS
- 32. ACT DISCIPLE OF DISCIPLINE GOALS FOR THE DAY SHORT TERM GOALS LONG TERM OBJECTIVES ETHICS & VALUES AS GUIDE
- 33. INFLUENCE CEO of Jitterbit Head of Tech JeffGeorge In 2011, when George Gallegos first started at Jitterbit as CEO, the company had about 50 customers. George knew the company’s future was in the cloud, but “it was a new territory, and it was going to be a challenge,” he recalls. “It required engineering resources being diverted and getting the team comfortable with that, so as to reposition ourselves.” George began strategizing about how he would win support for the change. The toughest sell was going to be “Jeff” — Jitterbit’s senior technology leader — who was skeptical of the cloud. George reflected on Jeff’s personality in order to craft a message that would resonate with him. “I knew he was passionate about customer success and that — like me — he hated losing,” he says. “So I knew I had to give Jeff visibility into the challenges we were facing” by maintaining the status quo. George brought Jeff to a two-day pitch meeting with a potential Jitterbit client. “I brought him into the trenches, and I let him get bloodied up with me,” George says. “I wanted him to feel the customer’s pain.” Jitterbit had its first cloud-based release in 2012. Today the company has 50,000 customers. Source: HBR, Feb 2018
- 34. INFLUENCE Why so pale and wan, fond lover, Prithee, why so pale? When, looking well can’t move her, Looking ill prevail? Prithee, why so pale? Sir John Suckling
- 37. PYGMALION EFFECT
- 38. PYGMALION & GALATEA …and GOLEM EFFECT
- 39. SOCIAL COGNITIVE THEORY Personality Traits Physical Cognitive Conative Affective Past Experiences (source of efficacy information) Self-efficacy Expectations Personality & Contextual Influences Proximal to Adaptive Behavior GOALS Contextual Affordability Genetic Social Knowledge Intellect Outcome Expectations Actions Achievements PAST PRESENT FUTURE
- 40. CLARITY OF PURPOSE Own your boundaries in peace & war. Own the process to scale innovation. Own the role and improve its scale. Discipline Ambition Trust Collaboration