CMQ Training Section

7/30/2019 CMQ Training Section

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CERTIFIED MANAGER OF

QUALITY/ORGANIZATIONAL

EXCELLENCE


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CERTIFIED MANAGER OF

QUALITY/ORGANIZATIONALEXCELLENCE


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PART I- LEADERSHIP

Leader Roles and Responsibilities

The greatest oak was once a little nut that held its ground.

Person Why?

Who comes to mind when you think ofgreat leaders?

Class Discussion: Leadership


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PART I- LEADERSHIP


Lead the team through the process and deliver the results.

A leader: Leads

Models desired behaviors

Listens

Conceptualizes and has good intuition

Fosters strategic intent/direction

Knows what is needed at the moment

Facilitates appropriate actions

Does real work

Sees it as it is

Committed to the growth of people

A leader is a: Change agent

Project manager

Resource manager

Technical expert

Deliver of tasks and results

Relationship builder

Gentle, clear, and persistent

persuader

Coach

Facilitator

Consensus builder


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PART I- LEADERSHIP


LEADER

Proactive

Company interest

Trusts people

Good listener

Tolerant of open discussion

Decisive

Comfortable with people

Builds Humble

NON LEADER

Reactive

Self interest

Suspicious and doubting

Good talker

Intolerant of open disagreement

Unsure

Uncomfortable with people

Takes apart

ArrogantSource: A Passion for Excellence

Leadership in Action


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PART I- LEADERSHIP


LEADER

Strong convictions

Does all types of work

Confronts nasty problems

Available

Takes blame

Gives credit

Consistent and credible

Open

Courageous and risk taker

NON LEADER

Waffles

Above dirty work

Elusive

Slippery

Artful dodger

Hard to reach

Takes credit

Looks for scapegoat

Unpredictable

Secretive

Looks for the easy waySource: A Passion for Excellenc

Leadership in Action


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LEADERSHIPManager Roles & Responsibilities


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PART I- LEADERSHIP

CHANGE MANAGEMENT

Need to Change Now for Trying Times ahead!

The best time for change is when things are going right

Survival of the Fittest!


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PART I- LEADERSHIP

CHANGE MANAGEMENT

30,000 Foot View

Changes to behaviors, as well as technical changes

Projects are going to challenge assumptions about how we do business

Challenging those assumptions will create resistance

Overcomingresistance is key to

success


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PART I- LEADERSHIP

CHANGE MANAGEMENT

Some quick to

accept without

question

Some continually

resist change

Some are cautiously

optimistic:

Will the change be

sustained?

Is there managementsupport?

Employee Reaction to Change Varies


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PART I- LEADERSHIP

CHANGE MANAGEMENT


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PART I- LEADERSHIP

CHANGE MANAGEMENT

Activity: Experience with ChangesObjective

To gain understanding of experiences with organizational changes, both good and bad.

(15 minutes)

Instructions

1. Think about changes you have experienced at your organization. On a flipchart, list

characteristics of changes that were well accepted or resisted.

2. Prepare to share some of the experiences with the large group.

Good Experiences Bad Experiences

Changes


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Science

Methods & Calculation

Statistical Methods

Statistical Tools

Facts and Data

Process Change

Art

Role Management

Culture Change

Organizational Change

Communication Strategy

Rewards Strategy

Science

Art

PART I- LEADERSHIP

CHANGE MANAGEMENT

Connecting the Science and Art of Change


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PART I- LEADERSHIP

CHANGE MANAGEMENT

Sponsor

Person with ultimate responsibility, allocates resources and calls for

change

Stakeholder

May be responsible for area being impacted

Needs clear understanding of the change

Willing to support the change May be a sponsor

Organizational Change Management Roles


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PART I- LEADERSHIP

CHANGE MANAGEMENT

Change Agent Sponsors, Stakeholders, Managers , Team members, PMs

Is the person that acts as a catalyst and assumes the responsibilities for

managing the change process

Create and monitor change plan

Need to fully understand and be able to clearly communicate the

change

Target

Group or groups impacted by the change Sponsors, Process Owners, stakeholders, change agents and customers

could and would likely be targets of the change


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PART I- LEADERSHIP

CHANGE MANAGEMENT

Role Management

Culture Change

Structure Change


Rewards Strategy

Successful linkage of these elements will allow you to effectively integratethe rigor and tactical tools with Organizational Change

Managementcomplete the puzzle.

Key Elements of Organizational Change Management


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PART I- LEADERSHIP

CHANGE MANAGEMENT

Culture shapes an organizations decision patterns, guides its

actions, and drives the individual behavior of all members (The

way we do things around here).

What are the written and unwritten rules?

How do people behave?

What do we believe?

The degree of change and what people believe, how they behave, and therules they follow will have a strong impact on the success or failure of

the change.

Culture Change


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PART I- LEADERSHIP

CHANGE MANAGEMENT

Structure change is an evaluation of the Current - as is and Future - to

be, which is defined by the following:

Organization chart(s)

Physical layout

Staff location

Tools such as equipment and software

Are there organizational changes needed?

Are staff relocations necessary?

Do current tools and equipment support the to be?

Structure Change


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PART I- LEADERSHIP

CHANGE MANAGEMENT

Communication strategy defines the message to be delivered and themethod of delivery

What is the message to be delivered?

Who is the target audience? Is it tailored to the audience?

Who will deliver the communications?

When should the communications be delivered?

How will the communications be delivered?

How frequently should communications occur?

How will feedback be obtained and used to address resistance?



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PART I- LEADERSHIP

CHANGE MANAGEMENT

Honest and simple

Communicate early and communicate often

Communicate with all of your change targets be consistent from one

audience to the next but tailor your message to be relevant Be open to concerns and questions from all levels and areas of the business

affected; invite dialogue

Build communications to address concerns voiced

A clear demonstration of the leaderships commitment to the change and

the success of the business A clear description of the compelling need to change

Effective Communications for Successful Change


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PART I- LEADERSHIP

CHANGE MANAGEMENT

The Reward Strategy will define how desired behaviors will be recognized

What behaviors will be recognized?

Who will provide recognition? What is appropriate recognition of milestone progress?

How will recognition be accomplished?

How can performance objectives be identified to sustain change?

What are consequences of not exhibiting desired behaviors?

Reward Strategy


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PART I- LEADERSHIP

Teams and Teams Process

Perform Form

Norm Storm

TeamFormation

Team Growth Stages

High performance does not just happen.

Characteristics of High Performing Teams

Clear goals and objectives

Clear roles and responsibilities

Understand relationships

Work well together

Procedures and ground rules

Effective Leadership


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PART I- LEADERSHIP


TechnicalStatistics

Hard Skills

Science

PeopleSubjective

Soft Skills

Art

The soft stuff is the hard stuff.

Dont Forget the Softer Side of Business


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PART I- LEADERSHIP

Teams and Teams ProcessTo reach your improvement goals, the team needs to become a strong, cohesive

team, but it takes work to transform a group into a team. Part of the work involves

learning how to play various roles on your team, roles that will help bring the

members of your team together and accomplish your goals as effectively as

possible.Task-Oriented Roles

Shaper Innovator

Analyzer Implementer

Group Dynamics-Oriented Roles

Coordinator Networker

Harmonizer Gatekeeper

Teacher

Leader

Politician

Manager

Your Role as a


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PART I- LEADERSHIP

Teams and Teams Process Improves productivity

Better results (products, processes, services)

Better able to handle complex problems

Can handle many aspects of the business

Differentiation through diversity of thoughts and ideas

Improves morale, enthusiasm and creativity

Networking (broader base, learned experiences)

Teams succeed over the work of the lone genius!

Why Teams?


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Why Teams Fail

Goals Unclear......55%

Changing Objectives...55%

Lack of Mutual Accountability.51%Lack of Management Support.49%

Lack of Role Clarity..47%

Ineffective Team Leadership...45%

Low Team Priority.40%No Team-based Pay.....30%

Source: Hay Group 1996 Team Survey

Org. found

ManagementSupport is

more critical

PART I- LEADERSHIP



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PART I- LEADERSHIP


Teams have a sense ofPurpose,

they areEmpowered,

they practice goodRelationships and Communication,

they exhibitFlexibility,

then try forOptimal Performance,

they Recognize and Appreciate each other

and have highMorale.

Blanchards Model

When all components are strong,location or product becomes irrelevant.

High Performing Teams


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PART I- LEADERSHIP

Teams and Teams Process Change can be achieved through commitment or compliance.

While building commitment is usually the goal of the change management effort, it is

expensive...Compliance

I have to do it this new way

ReactionI will react to this change

-if I must

TestingI must absorb this change

Negative perceptionI feel threatened by this change

CommitmentI want to do it this new way

ActionI will act to achieve this change

TestingI will put myself at stake for this change

Positive perceptionI see the opportunity in this change

EngagementI see the implications for me/us

UnderstandingI know why and what will change

AwarenessI am being told about something

Gain Team Members Commitment


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PART I- LEADERSHIP

Teams and Teams ProcessAll effective teams move though stages of growth. A team must work through four

developmental stages to be successful. Team leader and members must understand the

different stages and adapt their behavior to maximize team effectiveness.

Perform Form

Norm Storm

Team

Formation

Team Growth Stages

Team Growth Stages


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PART I- LEADERSHIP

Teams and Teams ProcessFORM STORM NORM PERFORM

PRODUCTIVITY (COMPETENCE)

MORALE (COMMITMENT)

Most Organizations found: Many teams are between STORM and NORM No correlation between payroll and development stage Time is not a major factor

Team Development


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PART I- LEADERSHIP


Team Asks: What is our purpose?

What procedures will we use?

What should our scope be?

Who should be on the team? Who should be the team leader?

Do we have management

support?

How much time do we have?

Do we have enough time?

Teams dont evolve -they are created and developed.

Individuals Asks: Why am I here?

What role will I play?

How much influence will I have?

How much am I willing to

contribute?

How will we interact with each

other?

Will I be accepted?

Form


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PART I- LEADERSHIP


Individual Asks:

Do I agree with our purpose?

How do I feel about the teamspower structure?

Are the benefits of sharinginformation worth the risks?

How will my role be decided?

Do we really have a chance ofsuccess?

Team Asks:

How should conflict beresolved?

How should we deal with team

ground rule violations?What do we do when we get

stuck?

Storm


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PART I- LEADERSHIP


Individual Feels:

Sense of belonging andaccomplishment

Freedom to express his or

her ideasMutual trust

Team Manifests:

Sense of unified purpose

Use of effective procedures

Productivity

Honoring team ground rules

Norm


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PART I- LEADERSHIP


Individual Feels:

Its fun!

High trust and friendship

High creativity and personal

inspiration Great progress is being made

Team Manifests:

Effective coordination of activitiesand abilities

Exceptional productivity and results

Excellent communication with theworld beyond the team

High level of mutual support

Perform


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PART I- LEADERSHIP


In order for teams to move forward from Storm to Norm, teams must

understand:

How to identify conflict and how to resolve it

How to identify blockages and how to unblock How team blockages affect progress and how to unblock them

When managed correctly, conflict produces new ideas, solvesproblems, expands capabilities, and improves creativity.

Conflict Resolution


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PART I- LEADERSHIP


Listed below are some key steps for helping a team work through conflict.

This is a suggested approach, but team leaders may use different steps.

Team leaders may have to alternate between these steps as they work

through conflict with the team.

Identifythe Conflict

Clarifythe Issues

Managethe Conflict

Clarify and summarize different points of view

Ask for points of agreement and disagreement

Look at situation from customers points of view Get data

Place yourself in the other persons position

Ask how to resolve differencesSource: Facilitating for Results by Zenger Mill

Helping Teams with Conflict

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