Recommended
Recommended
More Related Content
Recently uploaded
Recently uploaded (20)
Featured
Featured (20)
Getting Started with PTO
- 2. Agenda • Cycle of responsiveness • Power of PTO • Winning formula • Collective goal • Structured dialogue • Common objections • Holding feet to the fire • Norms and expectations • Measuring progress ©Copyright Leslie Perlow 2
- 3. Cycle of Responsiveness How genuine pressure to be on gets amplified through our own actions “Everyone here is “To succeed, I have tethered to their to be responsive.” BlackBerry 24/7.” Culture of responsiveness Pressure tobe on Self- imposed Adapt and “Many requests are not urgent but I am available pressure adjust to and want to be perceived to respond make it that way, so I respond. possible “I make sure I’m Besides, I like to keep up to be on always accessible.” on my work.” Available more, others start making requests “Others know they can count on me being accessible.” ©Copyright Leslie Perlow 3
- 4. Purpose of PTO Break the cycle of responsiveness Help team members work together to change their actions and interactions Reduce the bad intensity and increase the good intensity Create a win-win, benefiting both team’s work process and team members’ work-lives ©Copyright Leslie Perlow 4
- 5. Winning Formula Collective goal of Structured Better work predictable time off + dialogue = and better lives ©Copyright Leslie Perlow 5
- 6. Collective Goal Of personal value to all of us Means to as well as end Collective and shared Small and doable Concrete and measurable ©Copyright Leslie Perlow 6
- 7. Structured Dialogue Regular meetings – Attendance mandatory Focus on work process – Pulse check – Tummy rumbles Focus on achievement of goal – Calendar review ©Copyright Leslie Perlow 7
- 8. Pulse Check How are you feeling? How much value are we delivering tothe client? How satisfied are you with your learning? Is the current operating model sustainable for you? ©Copyright Leslie Perlow 8
- 9. Tummy Rumbles Worry that client teams won’t produce / deliver, and once again, we’re left holding the bag Questions about client resources for internal teams–both competency and their ability to take over: am not sure they understand exactly what we are doing (playbook, documentation, etc.) We’re doing lots of “transitional analysis” across all departments – what is highest priority vs. nice-to-haves? Are we lacking (client) IT coordination to deliver the scorecard as we’ve designed it? We have a lot of key meetings scheduled on Fridays Finding it difficult to schedule time with Client X ©Copyright Leslie Perlow 9
- 10. Calendar Review Monday Tuesday Wednesday Thursday Friday 31 1 Lisa, Bob 2 Mark 3 Bill 4 Client A update (8:00 – 8:30) Vacation – Charlie 7 Charlie 8 Lisa, Bob 9 Mark 10 Bill 11 Prep Client B for SVP update SVP Update Debrief SVP with Client B Client A update (8:00 – 8:30) Debrief SVP with COO Training - Bill Training - Bill 14 Charlie 15 Bob 16 Mark 17 Bill, Lisa 18 Client A update (8:00 – 8:30) Vacation - Lisa Recruiting (BOS, all day) - Mark Training - Mark 21 Charlie 22 Lisa, Bob 23 Mark 24 Bill 25 Client A update (8:00 – 8:30) Team lead meeting 28 Charlie 29 Lisa, Bob 30 Mark 31 Bill 1 Prep with B for SVP update Client A update (8:00 – 8:30) SVP Update Recruiting (SF, evening) - Lisa Recruiting (CHI, all day) - Bill Recruiting (LA, all day) - Mark ©Copyright Leslie Perlow 10
- 11. Holding Feet to the Fire Sometimes: – We will need to let go of the rules of engagement or – We will decide change is not desirable after exploring the possibility But far too often: – We will be inclined not to try hard enough first We must share the responsibility to push ourselves to keep trying to adhere to the rules of engagement ©Copyright Leslie Perlow 11
- 12. Common Objections Not possible for me Not relevant for me I don’t want this It will result in entitlement Too much burden on me ©Copyright Leslie Perlow 12