June 20011 Opportunities... for Leadership and Management... and Greater Success A Tool Kit for Teamwork Outcome Management Consultants... Management Coaches.

June 2001 1

Opportunities ...Opportunities ...for Leadership and Management ...for Leadership and Management ...and Greater Successand Greater Success

A Tool Kit for Teamwork

Outcome Management Consultants ...Management Coaches

June 2001 2

Opportunities ...Opportunities ...

International Association of Jesuit Business Schools

University of Detroit Mercy June 25, 2001

June 2001 3

““Opportunities”Opportunities”

A combination of circumstances favorable to the purpose ...

Fitting to the time, well timed ... Good chance or occasion … High probability for success.

June 2001 4

“Opportunities”Opportunities”A Tool Kit for TeamworkA Tool Kit for Teamwork

1 Thoughts

2 Leadership

3 Teamwork

4 Avoid the Activity Trap

5 Balanced Performance

6 Effective Communications

7 Effective Meetings

8 The Written Plan

9 Visualization as a part of Leadership

10 Achievement Thinking

11 What works best

12 eManagement

13 Me & My Thinking

June 2001 5

Opportunity 1 - ThoughtsOpportunity 1 - Thoughts

“If you understand what’s really happening, you’ll know what to do.” Fortune Magazine

“If I tell you how I’ll measure success, I’ll change your behavior.” Gordon Bethune, CEO, Continental Airlines

“The team with the written plan always wins!” IBM

“Words alone provide the least effective opportunity to communicate.” Leadership differs from Management, Jan Kantor

“Avoid the Activity Trap.” George Odiorne, PhD

June 2001 6

We are what we think ...We are what we think ...

Think effectively!

June 2001 7

Opportunity 2 - LeadershipOpportunity 2 - Leadership

Leadership Differs from Management

Thanks to Jan Kantor, Success Systems, Naples, FL, 1999

June 2001 8

Traits of a True LeaderTraits of a True Leader

They Give Others Vision ... They Draw Others to Them ... Creating charts and Graphs and Posting

Progress is one way to let Others See how their Efforts Sharpen Teamwork and Help Reach Goals.

June 2001 9

They Communicate Meaning and Understanding ...

Leaders have the Ability to Communicate Meaning through Models and Examples.

They Breathe Tangible Life into Ideas.

Traits of a True LeaderTraits of a True Leader

June 2001 10

They Instill Trust ... Leaders are Consistent ... People want to Know where their

Leaders Stand … and what they Stand for!

Traits of a True LeaderTraits of a True Leader

June 2001 11

They Understand Themselves. Leaders Know the Extent of their Skills

and they must be Able to Apply them Effectively.

Traits of a True LeaderTraits of a True Leader

June 2001 12

If You Can’t Explain Your Mission, Goals, and Vision in less than 120 Seconds ... You’re Not a Leader …

You’re Just a Talker.

Leader CommunicationsLeader Communications

June 2001 13

“Our lives have gotten steadily better because something (and perhaps someone) makes humans work together and strive to make things better!”

The The ValueValue of a True Leader of a True Leader

June 2001 14

Leadership Works Fast!

Leadership is Clear and Uncomplicated

For a Real Life Example … Fastest Growing Companies

June 2001 15

Secrets of Fortune’s Fastest Growing Secrets of Fortune’s Fastest Growing CompaniesCompanies

1. They’re never late – “Better late than never doesn’t wash”

2. They don’t over promise –

“Don’t get ahead of yourself”

3. They sweat the small stuff –

“Everything makes a difference”

4. They build a fortress –

“Build a wall around your market”

June 2001 16

5. They create a culture –

“What are you? How do you look and act?”

6. They learn from their mistakes –

“Your data will tell you what’s working”

7. They shape their story –

“Make your message true and clear”

Fortune Magazine Secrets of Fortune’s Fastest Growing Companies (Page 72) Nelson D. Schwartz, Sept. 6, 1999

Secrets of Fortune’s Fastest Growing Secrets of Fortune’s Fastest Growing CompaniesCompanies

June 2001 17

Opportunity 3 - TeamworkOpportunity 3 - Teamwork

1. Set the Goals or Targets ...2. Ask your Team for Help ...3. Build a Written Plan ...4. Measure Performance ... 5. Provide Frequent Visual Feedback ...6. Tell People How Important They are ...7. You’ll All Succeed!

Team Leadership and Assured Success

June 2001 18

“If You don’t Treat your Own People Well, They won’t Treat other People Well.”

“We are in the enviable position of employing extremely talented peoplewho love what they do”.

Opportunity 3 - Teamwork

June 2001 19

“Our Employees can and regularly do identify with the goals of both the team and our clients, we are dedicated to be the best!”

“Ego must always take a back seat.It is always the foundation for failure.”

Opportunity 3 - TeamworkOpportunity 3 - Teamwork

June 2001 20

“These Days - There are Partnershipsand there are Sinking Ships!Take your choice!”

Opportunity 3 - TeamworkOpportunity 3 - Teamwork

June 2001 21

Teamwork Performance Criteria Honesty and Trust Respect and Relationships Cooperation and Mutual Help Team Courage and Innovation Self Direction and Synergy Decisive and Supportive Teamwork model for the entire Organization

1. How good a “Teamworker” am I personally?2. How well are we “Team-working”?A Client Model, A School

June 2001 22

Who Does What? Who Does What? RACI - A Teamwork ToolRACI - A Teamwork Tool

Responsibility for Resources Accountability for the Outcome (One Person) Cooperate for Success Informed of Progress

June 2001 23

RACI AnalysisRACI Analysis

Tom Sue Bob Anne Mark Betty Matt

Responsibility X X

Accountability X

Cooperation X X X X

Informed X X

June 2001 24

• Change, ideas, passion and trends - Innovation drivers, the stimuli to move on.• Challenge - The bigger the challenge, the more the energy and innovation• Customer focus - Focus on Customer value, interact with them.• Creativity - The more possibilities, the more ideas. Teach creativity.• Communication - Open up and simplify.

The DNA Of Corporate InnovationThe DNA Of Corporate Innovation

June 2001 25

• Collaboration - Innovation is a teamwork process. Teach and reward teamwork.• Completion - When innovations are completed, they should be celebrated.• Contemplation - Document and assess innovation projects. Build a “wisdom” base.• Culture - Honor ideas, tolerate risk, provide stimulation, free flow of information.

Thanks to Innovation Network, Business Finance, Nov. 1999

The DNA Of Corporate InnovationThe DNA Of Corporate Innovation

June 2001 26

Opportunity 4 - Avoid the “Activity Trap”Opportunity 4 - Avoid the “Activity Trap”

People tend to become so engrossed in activity that they lose sight of its purpose.

People caught in the activity trap diminish in capability.

The activity trap originates at the top of the organization and extends to the lower level.

The activity trap kills motivation. After Managers have decided on an activity, they

resist new facts that might change their Minds.

June 2001 27

Opportunity 4 - Avoid the “Activity Trap”Opportunity 4 - Avoid the “Activity Trap”

In activity-centered organizations most problems don’t get solved and many get worse.

In activity-centered organizations, facts often go into hiding.

In successful organizations, more people are clear as to their objectives.

When people are committed to a purpose, they grow rather than diminish.

Management and the Activity Trap, 1973, George Odiorne, PhD

June 2001 28

“In Successful Organizations ...More People are Clear as to Their Objectives.When People are Committed to a Purpose ...They Grow Rather than Diminish.”

George Odiorne

Opportunity 4 - Avoid the “Activity Trap”Opportunity 4 - Avoid the “Activity Trap”

June 2001 29

Opportunity 5 - Balanced PerformanceOpportunity 5 - Balanced Performance

Every Job now has Two Equal Components: Individual Job Performance: Quality and Cost Teamwork: Cooperation and Innovation You Must Excel in Both to Succeed!

They don’t average out …Overall Contribution is only as good as the least effective component.

June 2001 30

The Team Worker … The Only The Team Worker … The Only Kind!Kind!

Higher Quality Faster Service Lower Cost Quick Innovation

Cooperation Relationships Self Direction Mutual Help Team Innovation

IndividualPerformance

Team MemberPerformance

50% 50%

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50% 50% 100%

Performance

Individual Teamwork

Overall

Contribution*

Weight

Member View

Leader View

Final View

* Overall Contribution = Lowest Performance Evaluation

(For example A + A = A and A + D = D)

Balanced PerformanceBalanced Performance

June 2001 32

Opportunity 6 - Effective CommunicationsOpportunity 6 - Effective Communications

“There is a Declining Market for Words ... The World only Believes in Behavior.”

“If You Want to Communicate … Talk Less! Words Just Won’t Work. Use Charts, Show Results ...

only Visuals Will Work!”

“You Can’t Explain the Future … Demonstrate it or Use a Model. Words Alone Just Won’t Work.”

June 2001 33

Communications (and Teamwork) Communications (and Teamwork) Warning Signs!Warning Signs!

EGO BLAME

BS FEAR

June 2001 34

Summary of AccomplishmentsSummary of Accomplishments Communicating Accomplishments Communicating Accomplishments (Weekly or Monthly)(Weekly or Monthly)

Report the data on Key Goals and Results Significant Results Accomplishments, I’m proud of ... Planned Efforts Completed, follow the Plan Significant Plan Efforts for next few months Barriers, need expert help to meet Goals Report of “Heroics” by Team Members One page, one side, 20 minutes to compile Mostly for you, helpful for the entire Team Each Team Member also prepares an SOA

June 2001 35

Opportunity 7 - Effective MeetingsOpportunity 7 - Effective Meetings

Meet frequently and briefly, daily or at least weekly

Establish an agenda, follow it precisely.

Focus on results first.

Use only visual presentations for results. No words or “print outs”.

Have the right people there.

Everyone is equal, someone is the Team leader. No fear!

Stay on track.

Minutes in outline form that matches the agenda. Prepared at the meeting.

Thanks to Roger Mosvick, Macalaster College, St. Paul, MN, 1999

June 2001 36

Opportunity 7 - Effective MeetingsOpportunity 7 - Effective MeetingsWhy meetings are at least 50% ineffective:

Getting off the subject, rambling, redundant, digressive talk. Meetings are inconclusive, with no results, or decisions, or

follow up. There are no goals, purpose or agenda. Meetings are too long. Ineffective leadership and teamwork, disorganized, little control. They start late, and participants are tardy. Poor, inadequate preparation by all. Information overload. Some individuals always monopolize the discussion. Interruptions, from within and without.

Thanks to Roger Mosvick, Macalaster College, St. Paul, MN, 1999

June 2001 37

Opportunity 8 - The Written PlanOpportunity 8 - The Written Plan “The team with the written plan always wins!” IBM

The Essential Components: Three parts

Part 1 - Direction Mission, Goals, Resources Part 2 - Goal Plans A Team Plan for each Goal Part 3 - The Direction Center Teamwork

Ring Binder Format Easy to revise Revise Frequently Quickly fix what isn’t working

June 2001 38

The major difference between successful and unsuccessful Written Plans:

Regular Team Meetings … Frequent Plan Revisions ... Use of the Teamwork Direction Center ... Use Visuals showing current targets and results.

Opportunity 8 - The Written PlanOpportunity 8 - The Written Plan “The team with the written plan always wins!” IBM

June 2001 39

Opportunity 9 - VisualizationOpportunity 9 - Visualization

The way to teamwork and assured success! Types of Visuals Effective Direction Center Elements Graphic Examples

June 2001 40

Teamwork Direction Center -Teamwork Direction Center -Types of VisualsTypes of Visuals

Maps, Floor Plans, and Layouts Plan Linkages (Organization Chart) Mission/Role, Expectations, and Goals Goal Plans, Goal Teams, Measurements and Results Status of all Projects Budget Compliance, Costs, Cost Ratios, Work Force Training and Development Teamwork Work Area Heroics

June 2001 41

Effective Direction Center ElementsEffective Direction Center Elements

Direction Center layout should match the plan Visuals easy to read - Clean fonts, Large type font Consistent use of colors Results for each Goal and each Goal Component Visuals must be self explanatory, accurate, timely Don’t stop the feedback Foundation for regular (frequent) Team Meeting Don’t ignore human issues - Heroics and Wins Don't let the Center become too cluttered or cute

June 2001 42

Work Force (FTE) Status by Quarter

80

90

100

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120

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140

150

1Q 2Q 3Q 4Q

Quarters 1998

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rk F

orc

e (

FTE)

80

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100

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120

130

140

150

Actual

Target

Basic Bar Chart - Quarterly(The Goal - have the Blue Bar below the Green Line)

June 2001 43

Basic Bar Chart - Monthly(The Goal - have the Blue Bar below the Green Line)

50

60

70

80

90

100

110

120

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140

150

160

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Months 1998

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rk F

orc

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FTE)

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60

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100

110

120

130

140

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160

Actual

Target

June 2001 44

Showing Change and its Impact

50

60

70

80

90

100

110

120

130

140

150

160

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Months 1998

Wo

rk F

orc

e (

FTE)

50

60

70

80

90

100

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120

130

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Actual

Target

Force Reduction Transfer

20 FTE In

June 2001 45

Color Communicates MeaningColor Communicates Meaning

Goal Target or “On Target’ or “On Schedule”

Concern or Caution - Changes or fine tuning needed

Goal Target at Risk - Fast action and change needed

Actual Result - This year (Day/Week/Month/Quarter)

Actual Result - Last year

June 2001 46

Reporting Results EffectivelyReporting Results Effectively

Avoid too much detail

Avoid overly complex measures

Avoid conflicting reports from different Business Units

Assure links between performance data and targets

Avoid use of a paper-based system

More things to Avoid:

June 2001 47

Reporting Results EffectivelyReporting Results Effectively

Avoid disparate sources of data

Be sure to customize to the user

Avoid too much reliance on IT people

Avoid inconsistent data from managers

Avoid confusing charts and graphs

Thanks to Business Finance, Dec. 1999, Ted Leaby

June 2001 48

The Inviting CityThe Inviting City

Clean Safe Smart Healthy Courteous Working

Up-to-date Well Planned Well Managed

Today Tomorrow

Financially Strong Broadly Respected

June 2001 49

The Salvation Army - What we doThe Salvation Army - What we do

We help those in need - anyone in need.

How we help: Soup Soap Salvation

In that order!

June 2001 50

“If I tell you how I’ll measure success, I can change your behavior.”

Wall Street Journal, May 15, 1996 Gordon M. Bethune, CEO, Continental Airlines

June 2001 51

“If you understand what’s really happening, you’ll know what to do!”

Fortune Magazine, September 1996

June 2001 52

Opportunity 10 - Achievement ThinkingOpportunity 10 - Achievement Thinking

Achievement Thinking Checklist Aim - Clarity of Aim, clearly defined, quantifiable, lofty, easily

understood Help - Abundant use of Expert Help Act - Do what will make a difference. Do less, achieve more Need - Deep personal desire to reach the goal, strong feeling

about success Hope of Success - The ability to imagine succeeding, to feel

the joy Fear of Failure - The ability to use the image of failure as a

positive drive

More

June 2001 53

Opportunity 10 - Achievement ThinkingOpportunity 10 - Achievement Thinking

World Obstacles - Blocks outside the person, standing in the way of success

Personal Obstacles - Blocks within the person, standing in the way of success

Recalling Success - Reliving strong feelings from past successes

Remembering failure - Recalling the embarrassment of past failures

The Achieving Society, David C. McClelland

(David Allen, Clarity Associates)

June 2001 54

Opportunity 10 - Achievement ThinkingOpportunity 10 - Achievement Thinking

When High Achievers do something important, they think, feel, and act with all ten Achievement Thinking characteristics as important elements in their thinking and approach.

They differ most from low achievers in these characteristics:

1. Clarity of Aim

2. Abundant use of Expert Help

3. Nothing defeats them!

June 2001 55

Opportunity 11 - What Works Best?Opportunity 11 - What Works Best?

Differing Types of Management and Leadership Skills

Skills & Styles Female Approach Male Approach

Organization Style Works well in teams Prefers Hierarchies

Gaining Support Uses Persuasion Formal Commands

Communicates Communicates Well Communicates Poorly

Adaptability Adapt Quickly Resists Change

Management Today October 1999

James Traeger, Navigator Program

Male

Communicates

Poorly

Resist

Change

June 2001 56

Opportunity 12 - eManagementOpportunity 12 - eManagement

Seven Secrets of Fortune’s Fastest Growing Companies

They’re never late - “Better late than never doesn’t wash …” They don’t over-promise - “Don’t get ahead of yourself …” They sweat the small stuff - ”Everything makes a difference …” They build a fortress - “Build a wall around your market …” They create a culture - “What are you? How do you look and act?” They learn from their mistakes - “Your data will tell you what’s

working …” They shape their story - “Make your message true and clear …

Fortune Magazine Nelson D. Schwartz (Page 72) Sept. 6, 1999

June 2001 57

“It may not always be profitable at first to be on the Net,

But certainly it is going to be unprofitable not to be on it”

Internet from the Customers viewpoint … Get what you want ... Just the way you want it ... Faster! (Today, the competition is always faster!)

“Every business assumption you’ve made will be challenged.

Every competitive advantage you’ve enjoyed soon may be obsolete.”

eManagementeManagement

June 2001 58

Opportunity 13 - MeOpportunity 13 - Me

Fear nothing and fear no one, do what’s right. Criticism is rarely a condemnation, it is most

often a gift. Every strength taken to an extreme becomes

a weakness. Today, most experience becomes a

disadvantage. Decide quickly … Change easily.

June 2001 59

Opportunity 13 - MeOpportunity 13 - Me

Read broadly, read much, read for points and for ideas. (Read Fortune, the $40 MBA)

Listen well. It’s not who’s wrong, it’s what’s wrong. It never hurts to help! Do what’s right. Ethics and Integrity Count!

Outcome Management Consultants, 2001

June 2001 60

IBD’s 10 Secrets to SuccessIBD’s 10 Secrets to Success

Investor’s Business Daily has spent years analyzing leaders and successful people in all walks of life. Most have ten traits that, when combined, can turn dreams into reality.

Investors Business Daily, October, 1999

June 2001 61

IBD’s 10 Secrets to SuccessIBD’s 10 Secrets to Success

1. How you think is everything: Always be positive. Think success, not failure. Beware of a negative environment.

2. Decide upon your true dreams and goals: Write down your specific goals and develop a plan to reach them.

3. Take action: Goals are nothing without action. Don’t be afraid to get started now. Just do it!

4. Never stop learning: Go back to school or read books. Get training and acquire skills.

5. Be persistent and work hard: Success is a marathon, not a sprint. Never give up.

June 2001 62

IBD’s 10 Secrets to Success

6. Learn to analyze details: Get all the facts, all the input. Learn from your mistakes.

7. Focus your time and money: Don’t let other things or people distract you.

8. Don’t be afraid to innovate: be different: Following the herd is a sure way to mediocrity.

9. Deal and communicate with people effectively: No person is an island. Learn to understand and motivate others.

10. Be honest and dependable; take responsibility: Otherwise, numbers 1-9 won’t matter.

June 2001 63

Opportunity 13 - MeOpportunity 13 - Me

Interpret Everything in the Most Favorable Sense …

Look for Uncomplicated Solutions

Simplify

Clarify

Visualization Works, Words Alone do not!

June 2001 64

Opportunity 13 - MeOpportunity 13 - Me

Be Trusted!Your Reputation is Your Only Real Asset …

“Spin” is a Liars Substitute for the Truth.“Spin” is a Cowards Tool.

Always Choose the High Road … All Others Go Nowhere!

June 2001 65

Anger is Most Often your Enemy.

Strong and Bitter Words Usually Indicate a Weak Cause.

Opportunity 13 - Me!Opportunity 13 - Me!

June 2001 66

Opportunity 13 - MeOpportunity 13 - Me

Attention is an Effective Solution

Don’t let Your Principles Keep You from Doing what is Right.

If Your Job isn’t Fun, You’re Doing it Wrong.(Or, You’re in the Wrong Job.)

June 2001 67

Opportunity 13 - MeOpportunity 13 - Me

Treat your People right … They will treat your Customers right … Your Customers will treat your Stockholders

right …

David Neeleman, CEO JetBlue Airlines, 2001

June 2001 68

Opportunity 13 - MeOpportunity 13 - Me

I’m a Leader, I Think like a Leader … I’m a member of the Team ... I focus on Results! I know change begins with me! You can rely on me, every time!

June 2001 69

What Generates Success?

How you think ... How you do things ... Your ability as a Communicator … Your ability as a Team Builder ... Your reputation

June 2001 70

Life is intended to be a Joy ...Do your part!

Opportunities ...Opportunities ...for Leadership and Management ...for Leadership and Management ...and Greater Successand Greater Success

June 2001 71

My Thanks to ...

Dean Gary Giamartino

Dr. Greg Ulferts

Honored IAJSB Guests

June 2001 72

OMC Opportunities©

Outcome Management ConsultantsE. Daniel Grady441 Lake Shore Road Grosse Pointe Farms, MI 48236313 882 6116 Fax 313 882 [email protected]

Winter Address8171 Bay Colony Drive, Apt. 502 Naples, FL 34108941 592 6694 Fax 941 592 6695

Version 619 6/19/2001 MS PowerPoint