FSA P&W Change

P&W Workshop

Objectives, Perceptions Stakeholder Identification

P&W Workshop

20th April 2012

Objectives

• What do our objectives look like?

– Personal Objectives.

– Property & Workspace Objectives.

– Operations Business Unit Objectives.

Personal

P&W

Operation Business Unit

Stakeholder Identification and Perceptions

“Success is as much the actual delivery as the perception of successful delivery”

- Mark Finch.

Operations Business Unit – Objectives

1. Deliver the OBU’s priorities as set out in the 2012/13 Business Plan.

– Deliver operational changes to ensure a safe and smooth transition to the new regulatory structure.

– Manage resources to ensure our organisation runs as efficiently and cost effectively as possible.

– Ensure that appropriate plans and arrangements are in place to mitigate the risks to the FSA’s business operations during the Olympic period.

Operations Business Unit – Objectives

2. Deliver the regulatory reform programme.

– Take ownership of delivering the transition plan to implement the regulatory reform programme at team level, ensuring successful transition to Legal Cut-over.

– Create personal and collective capacity for self and teams to deliver regulatory reform.

– Work closely with HoD to identify and agree roles destined for the BoE and support those staff destined to transfer at LCO

Operations Business Unit – Objectives

3. Lead, Develop and Support and the division and OBU through business as usual and the transition.

– Deliver business as usual and the portfolio in as streamlined and proportionate way as possible, not “sweating the small stuff” and having constant regard to providing value for money.

– Identify and mitigate significant operational (including people) risks to the appropriate level before they crystallise.

– Deliver budget and resourcing targets for legal cutover with minimal impact on Department's service levels and reputation.

– Deliver rigorous performance and talent management creating a culture of continuous improvement, identifying and developing potential for the future organisations.

– Ensure effective succession planning and knowledge management for business critical roles in the team.

– Role model positive behaviour by demonstrating corporate responsibility and creating a culture of inclusion and respect.

– Deliver rigorous performance and talent management creating a culture of continuous improvement, identifying and developing potential for the future organisations.

Operations Business Unit – Objectives

• Tim Wald – “The OBU objectives are essentially to deliver the business plan and RRP whilst maintaining our BAU”

Property and Workspace - Objectives

The Property and Workspace team is core to the FM activities and requires a co-ordinated response which will:

– Maximise the return on assets and expenditure.

– Enable rapid response to organisational change.

– Deliver effective and appropriate services to the end users.

– Support the activity of the FSA in the transition to FCA

Setting Personal Objectives

• Bite sized

• Specific

• Measureable

• Achievable

• Realistic

• Time Limited

Stakeholder Identification and Perceptions

“Success is as much the actual delivery as the perception of successful delivery”.

• Do you achieve because people like you or because they respect you?

• Is this having the courage to ask people?• Peoples perception will be different! And this will impact how

they act toward and around you.• Its not about being popular its about your ability to exert

influence – which is a major task of a manager..• If you don’t know how you understood, if they trust you or

don’t, If you don’t know what others want and expect from you can’t influence.

Stakeholder Identification and Perceptions

• How do you find out?– ongoing human connections, easy give and

take, conversations on a variety of topics business and personal.

– By reacting calmly and constructively to comments of all kinds, if you don’t agree how do you react calmly, ask for examples

– Seek out people's perceptions and perspectives in the context of a specific task, project, or program. Not how am I doing as can be threatening. Ask people what they hope and expect from you. Be specific

– Build a developmental network people you trust and have an ongoing relationship with.

– Finally, if there willing, your boss can also be a valuable source of feedback based on their own experience with you

– Undertake a Skills analysis.

Stakeholder – Perceptions and Behaviours

• Confidence ‘We need to be unafraid to make the right decisions, quickly.’

• Backbone ‘We will be able to stand up for what we know is right and defend our actions, even if they are not popular.’

• Curiosity ‘We should be interested in what is happening in our own organisation and industry – time to think will be key.’

• Strength as a team ‘Cooperation and coordination are essential.’

• Already on the case ‘We will have the right intelligence to ensure we are proactive, not reactive.’

Outcome

• To each have identified, discussed, shared agreed and presented a set of immediate personal objectives.

• To have identified the stakeholders who should be influenced…..and perhaps given thought as to the manner to influence these people successfully….by managing perceptions

“A lie gets halfway around the world before

the truth has a chance to get its pants on”. “Once in a while you will stumble upon the truth but most of us

manage to pick ourselves up and hurry along as if nothing had happened.”

“To improve is to change;

to be perfect is to change often”.

So that we may constantly evaluate

• We know where are our opportunities, and the anticipated demands from the business? How others may see us and how the business sees us.

• What good looks like and how far away we are….