Whether you're just getting started or looking to re-energise, get contextual best practice tips and tricks you can use to drive engagement, and take your process improvement efforts to the next level.

1. Tips & Tricks to drive
engagement across your
organisation
John Willetts | High Performance Manager

2. Put your hand up if you
relentlessly talk to yourself

3. What is this?

4. Outcomes from today’s session
Understanding our context
• ‘Connetics Differently’
• How ‘Connetics Differently’ enabled ‘our how’ for deployment
of Nintex Promapp
• High Performance Team
Takeaways
• Concepts, tips and tricks for gaining true commitment

5. Today’s conversations
• What is Connetics Differently?
• Shifting our leadership approach
• Shifting our operating model
• High Performance Team
• Conversation spectrum
• Application to Nintex Promapp

6. What is…
Connetics Differently
Performance
• The way we lead
• The way we are
managed/
governed
• How we work
together
• The mix and
strength of
capabilities

7. Leadership and life
Challenges we all face
Leader
My family and
friends want to
see change
My team
wants to see
change
I want to
improve
performance
Our clients
want better
service
My manager wants
performance
improved

8. Response to this pressure
Hero leader
Leader needs to
do something
Leader does all the
thinking and makes
a plan
Leader tells
their people
what to do
Good decision,
people commit,
performance
improves, and
leader gets credit
Bad decision,
people don’t
commit, no
improvement in
performance, and
blame ensues

9. Response to this pressure
Host leader
Good solution, people
commit, performance
improves, and everyone
shares in the success
A team design
‘How’ the future
could be achieved
Didn’t work out as
expected, people are
still committed to the
outcome and process,
try again
Leader takes responsibility,
enrol others, seeks their
context & collectively commit
to the future they
wish to create
Leader needs to
do something

10. Shifting our leadership approach
From Hero to Host
From Hero Leadership… to Host Leadership…
• People as a variable that needs to be controlled • People as the solution to an organisations challenges
• Relying on instructions and directions • Enrolling commitment through context and outcomes
• Working to accountabilities • Taking responsibility for everything
• Privacy (defensive) • Transparency (vulnerability)
• Does ‘change’ through formal plans • Change through trust and experimentation

11. Business units and support functions
Traditional perception
Business Unit Leader
Business Unit
Specific
Outcomes
H&S Outcomes
Improvement
Outcomes
Process
Outcomes
HR Outcomes Etc
Leader is only
accountable
for these
outcomes
Other parts of the business are accountable for
these outcomes

12. Business units and support functions
Spiral of dysfunction
Business unit/support
functions don’t take
responsibility for all
outcomes.
Business units/support
functions don’t ‘Host’ each
other to help design
effective solutions.
Conflict, frustration, avoidance
& blame.Often resulting in
demand for more compliance
and/or further avoidance.
Management intervention – forcing Hero
leadership to return
Designing solutions in isolation
which are often ineffective
(not best contextual fit).

14. Business units and support functions
Taking responsibility for the whole
Host Business Unit
Leader
Business Unit
Specific
Outcomes
H&S Outcomes Improvement
Outcomes
Quality
Outcomes
HR Outcomes
Process
Outcomes
Under Connetics Differently, leaders are responsible for the whole and
work together to figure our best contextual practice

15. Today’s
conversation
Recap
For ‘Connetics Differently’
to be possible we needed
to create 2 shifts:
1) Leadership style from
Hero to Host
2) Operating model
between Business Units
& Support Functions
Facilitating these shifts with the
High Performance Teams

16. High Performance Team
Our purpose
Support our leaders to be successful hosts
Facilitate finding
best contextual
practice through
a diverse group
of people

17. Concept
Background conversations
I wish I went to
the other talk
This would
never work for
us
I wonder what
drinks they are
offering this
evening
I thought I was
getting tips and
tricks
How did they
get support for
this approach

18. Now…
who in here
relentlessly talks
to themself?

19. Background conversations
Getting them on the table
Reverse: Conversations for completion
Conversations for the purpose of getting complete
about past and current performance. i.e. Background
conversations.
1st Gear: Conversations for connection
Conversations for the purpose of forming a connection
and to understand each others' current context.

20. Background conversations
Keeping them in your head

21. Committing to an outcome
Possibility conversation
2nd Gear: Conversations for commitment
Conversations for the purpose of establishing genuine
commitment to an outcome.

22. Genuine commitment
What does it mean
• You continue to stand for the
outcome in the face of adversity
• You are united (and always seen
to be united) in the outcome
• You use the outcome to guide
decision making
• You are constantly enrolling
(re-enrolling) people in these
outcomes

23. Pathways and action
The how and the what
3rd Gear: Conversations on the pathways
Conversations to identify the best possible pathway
within the new context and possibility.
4th Gear: Conversations on commitments & actions
Conversations to deliver actions and commitments,
review progress, adjust.

24. Shifting context
Adjusting the pathway and action
• Provide structure while maintaining flexibility
• Provide clarity on pathway milestones
• Stay close to the current context
• Be open to new pathways
• Adapt and adjust actions as context shifts

25. Conversations
Which one is missing?
Reverse: Conversations for completion
Conversations for the purpose of getting complete about
past and current performance. i.e. Background conversations
1st Gear: Conversations for connection
Conversations for the purpose of forming a connection and to
understand each others current context.
3rd Gear: Conversations on pathways
Conversations to identify the best possible pathway within
the new context and possibility.
4th Gear: Conversations on commitments & actions
Conversations to deliver actions and commitments, review
progress, adjust.
2nd Gear: Conversations for commitment
Conversations for the purpose of establishing genuine
commitment to an outcome.

26. Apply ‘Connetics Differently’ to Promapp
Formed a purpose-based team

27. Apply ‘Connetics Differently’ to Nintex Promapp
Slowed down to speed up
Reverse: Conversations for completion
Conversations for the purpose of getting complete about
past and current performance. i.e. Background conversations
1st Gear: Conversations for connection
Conversations for the purpose of forming a connection and to
understand each others current context.
2nd Gear: Conversations for commitment
Conversations for the purpose of establishing genuine
commitment to an outcome.
“Our people own and improve their processes”

28. Apply ‘Connetics Differently’ to Nintex Promapp
Setting commitments, expectations and milestones
• Agreed time commitments upfront
• Developed and agreed the expectations we have of each other
• Developed and agreed milestones
3rd Gear: Conversations on pathways
Conversations to identify the best possible pathway within
the new context and possibility.
4th Gear: Conversations on commitments & actions
Conversations to deliver actions and commitments, review
progress, adjust.

29. Apply ‘Connetics Differently’ to Nintex Promapp
Pathways and action
High Performance facilitated workshops to:
• Work through the detail
• Create draft processes

30. Apply ‘Connetics Differently’ to Nintex Promapp
Pathways and action
Business Unit leaders:
• Determined peer reviewers
• Ran the peer review session
• Tok reviewers on a tour of Nintex Promapp
• Showed how to give feedback
• Gathered feedback and put it into action

31. Apply ‘Connetics Differently’ to Nintex Promapp
Seeking different contexts
Assess Opportunity
D3 Process Opportunity
D3 Price and Plan Opportunity
D3 Sign Contract
D3 Initiate Project
D3 Manage Project
D3 Deliver Work
D3 Perform Work
D3 Close Project
D4 All Processes & #CRC tagging
Variation Pre-price, Post-work
Process
Owner
Process
Expert
Peer
Reviewer
Feedback
Reviewer
Enrolled
5 process owners
5 process experts
39 peer reviewers
8 others enrolled
57 pairs of eyes
57 contextsD1 All Processes
D2 All Processes
Other Business Units/Functions

32. Apply ‘Connetics Differently’ to Nintex Promapp
What we learned
Spending time up front and working
closely together during the initial
stages helped the team build trust.
Trust enabled healthy and open
discussions (airing background
conversations).
Reference: Lencioni model

34. Apply ‘Connetics Differently’ to Nintex Promapp
What we learnt
Connetics Differently doesn’t have
to be slow
• The team felt that the speed was a
result of spending time getting clarity
on outcome, genuine commitment
and trust.

35. Discussion
Anybody want to share with the group what is
rolling around in their head?
Any challenges you are facing that
you want to discuss?

37. Thank You