Seven Truths to help you Change the World · Seven Truths to help you Change the World Overview Workshop San Francisco Chamber of Commerce October 25, 2018 #7truths Tweet to enter
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Have audit team review program for approval. Implement
new hire training program and refresher course training for
current employees. Evaluate program quarterly.
Change Framework Example
Good: Create a more aligned and efficient
training system that allows us to retain 10-15%
more customer sales annually.
Bad: Continued losses in sales and new
customers, increasing our competitors market
share.
How things will be.
1. Increase sale orders
by 10-15% annually.
(Decrease “pending” to
25%)
2. Analysts are aligned
with support staff and
working together to
improve process and
efficiency.
3. Analysts have proper
knowledge base and
support to improve sales
performances. 1. Changing old behaviors and adopting new ones
takes time to learn and adjust. (Especially top
agents familiar with old system)
2. Getting all of the supporting
structures/departments in the US to align and
communicate in an efficient and productive
manner.
How things are now.
1. 40% of our current
sales orders are placed
into the "pending" cue.
2. Support staff are not
aligned. Quality Control
is seen as a negative.
3. Process of managing
and implementing new
changes in KB is
inefficient and costly.
Case for Change
Target State
Barriers
Current State
Meet with leadership team; conduct surveys and
interviews with employees and learning consultants to
create new training program and process.
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Nail the context and launch
initiatives at the offsite.
Use the Initiative-to-Action template to launch initiative, seed
expectations, and lay a governance foundation before the offsite ends.
Use the Change Framework to tell the whole story for each initiative:
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Integrate Launching Implementation
with Setting Strategy.
Discuss,
Dialogue, Create,
Debate, Decide
Traditional Offsite
(Process)
Collect/
Organize/
Assess
Pre-Offsite
(Input)
Assign, Drive, Govern, Monitor, and Communicate
(Implementation)
Meeting Flow
Activity
Initiative-to-Action
(Process)
Exec
Committee
Meeting
Initiative-1 Workstream
Initiative-2 Workstream
Initiative-3 Workstream
Initiative-n Workstream
Initiatives
Do & Review
Take action.
Review what happens.
Truth. It pays to pay attention.
Action.
Do & Review Cycle
Annual Cycle
Goal Achieved?
To do differently
going forward
Determine significance
and impact
NOW
WHAT?
SO
WHAT?WHY? WHAT?
Determine why actual
differs from projection
Determine
what occurred
Monthly Cycle
Are
results as
expected?
Exception Process
Are
observations
correct?
No
Yes
NO: Fix
Quarterly
CycleVerify goal
is still right
What’s
next?
Start
Set goal for
measures
Set what
to track
Defi
ne
Su
ccess
Stu
dy l
ike o
rgs
Get Help
Truth. No leader succeeds alone.
Build a board. Retain
experts. Get a coach.
Action.
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Support Structure for Success
Leader
Workers
Subject Matter Experts
Accountability Board
Executive Coach
Inside the organization
Outside the organization
Core Leadership Group
Leadership Community
Learning Community
Peer Group
DISCUSS: Name an example of a Learning Community?
Focus
Truth. It’s OK to do what you
like and are good at.
Act intentionally,
persist variously.
Action.
Those who want to do what they are good at and
like doing are more engaged and perform better.
Good
AtLike Want
Good
AtLike Want Value
Value
• Give yourself permission to
want to do what you are good
at and like doing.
• Study those you work with to
learn what each likes and is
good at doing.
• Convince each to want to do
what s/he is good at and likes
doing because it is highly
valued.
Grow
Grow to increase value, impact,
and opportunity.
Truth. Growth is good.
Action.
24
Concept Startup Credible Sustainable MatureSTAGE
CONCERNS
DEFINING
ELEMENTS
• Execution
• Growth
• Performance
• Plan
• Leadership
• Drive
• Payoff
• Managing
Growth
• Going Concern
• Sale or Finance
• IPO
• New Growth
• Complacency
• Routine
• Proof
• Survival
• Focus
• First clients
• First employees
• Revenue/Funding
• Get Started
• Concept
• Money
• Team
Organizations evolve through five more-or-less well-
defined stages of operational maturity.
25#7truths
Strategic Leadership Immersion Program: Learn to Lead using the Seven Truths teaches leaders and those who help and support leaders to be self-aware and to foster engaged workplaces.
• Optimized for virtual delivery.
• Your case is the course for reflective and experiential learning.
• Enables leadership teams to reach their potential to performand grow.
• Offers on-going personal coaching, executive support, and learning community.
Twenty virtual, instructor-led, interactive class hours
in two-hour, weekly sessions that teach a plan of
action and tools to make planned change using
Applied Behavioral Theory.
provides…
WHAT
Leadership teams of up to five, who run a significant