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OCI Ltd 0 Margaret & Associates 22 nd Dec 2008 SUMMARY OF OUTPUTS & ACTIONS Build Your Business Program.

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Presentation on theme: "OCI Ltd 0 Margaret & Associates 22 nd Dec 2008 SUMMARY OF OUTPUTS & ACTIONS Build Your Business Program."— Presentation transcript:

1 OCI Ltd 0 Margaret & Associates 22 nd Dec 2008 SUMMARY OF OUTPUTS & ACTIONS Build Your Business Program

2 OCI Ltd 1 Our Approach Dwells approach challenges an executive/professional along a continuum of exploration and development: from understanding and developing ones personal leadership skills to coaching and fostering ones team and the organizations future leaders, all the while developing a better understanding of and the tools to drive organizational impact. Leadership Education programs are developed based on the current needs and vision of your organization, rather than an off-the shelf approach. Our approach to content design and learning methodologies is highly customized to each of our clients unique needs. Our programs typically have a low participant-to-faculty ratio, and include one-one-one coaching.

3 OCI Ltd 2 Expectations Stimulation to improve business Understanding partners How to apply all your skills How to perform better How to change behaviour to improve results How to openly share ideas To learn more about self and weaknesses Better relationship building Knowing more about self Creating a blueprint for change How to create team work Better understanding colleagues and how they see me To understand how others see things differently Improve business plans Build more clinics This is what you said you most wanted to achieve from the programme:

4 OCI Ltd 3 TRUST Positive Indicators : Share all news/information Transparency Delegation Empowerment Accept differences Be open Fairness & respect Allow mistakes Listen Show confidence in others Negative Indicators: Do not walk the talk Not sharing power Hidden agenda Stereotyping & bias Discriminative Make early judgements Autocratic

5 OCI Ltd 4 RECOGNITION Positive Indicators: Training Regular appraisal Bonus awards Year end dinner Employee awards Uniform (?) – part of Dwell Negative Indicators: Penalty system Salary reduction due to lateness (because of bus) Reluctance to praise verbally Insulting others in public Delaying response or decisions

6 OCI Ltd 5 CONTINUOUS IMPROVEMENT Positive Indicators: Lots of meetings and discussions Reacts swiftly to problems Reviews regularly to learn and improve Looks for new solutions to old problems Negative Indicators: Overly prescriptive Does not encourage ownership Over confidence – we are big so we know best Does not share best practices Not proactive – does not anticipate issues and changes

7 OCI Ltd 6 TEAM WORK Positive Indicators: Common Goal Sharing Info Good team leader (facilitator) No blame culture Personal chemistry Trust & respect Listening & acceptance Negative Indicators: Personal Agenda Poor communication Lack of feedback Wrong structure Lack of proper recognition Negative Indicators: Personal Agenda Poor communication Lack of feedback Wrong structure Lack of proper recognition

8 OCI Ltd 7 C-PEAKS – Leadership Model C larity P hysical & E motional environment A ttitudes (& behaviours) K nowledge & S kills -Using this model you identified the characteristics of outstanding team leadership -You identified an outstanding leader that you had worked with/for in the past -You described the specific things that leader did or said that made them outstanding in your eyes -You then categorised these factors under the C-PEAKS headings

9 OCI Ltd 8 CLARITY Provide clear direction Create a distinctive vision Are open and straightforward about what they expect Communicate regularly on whats changing Provide clear objectives Listen and respond to the needs of others Explain the constraints Are transparent and will tell you when they dont know This is a summary of the things that you said that outstanding leaders do to bring CLARITY to situations :

10 OCI Ltd 9 PHYSICAL & EMOTIONAL ENVIRONMENT Stay calm and provide clear rational for decisions Have frequent day to day contact with staff Build close relationships Show they care about all aspects of a persons life Show humanity through a personal touch Trust others to do things Recognise loyalty and show respect for others Are very positive and supportive in their approach to others Accept differences of opinion This is a summary of the things that you said that outstanding leaders do to positively influence the PHYSICAL & EMOTIONAL ENVIRONMENT:

11 OCI Ltd 10 ATTITUDES (BEHAVIOURS) Are available for advice & problem solving Are prepared to stand up and make a decision Listen a lot to the views of others Share responsibility through delegation Openly communicate on difficult issues Maintain an open mind on important issues Do not blame others when things go wrong Encourage and recognise others Give regular honest feedback Help you to improve what you do This is a summary of the positive ATTITUDES & BEHAVIOURS that you said outstanding leaders demonstrate:

12 OCI Ltd 11 Parents Peers Family Friends Politics Sexuality Religion Social Class Ethnicity Moral Code Jobs Education Partner Knowledge Skills Aspirations Relationships Upbringing Society Behaviour is: all that we SAY and all that we DO The Behavioural Iceberg Attitude is a state of mind demonstrated through our behaviour Our behaviour is drawn from all our life experiences – good & bad

13 OCI Ltd 12 KNOWLEDGE & SKILLS Support the learning and development of others Listen and learn from others Spend time developing themselves Provide training opportunities for others Plan time to regularly coach others Use good analytical tools to reach decisions Delegate to others to provide them with new experiences Value exploring and understanding new concepts and ideas This is a summary of the elements of KNOWLEDGE & SKILLS that you said outstanding leaders value:

14 OCI Ltd Solutions to Business Blockers OUR WAY Workshop

15 OCI Ltd Team 1 Issues & Solutions Champion: David W. OUR WAY Workshop

16 OCI Ltd 15 Team 1 – Issues & Solutions Not having the right skills Not well trained technically or for quality Too much information (excessive Implement a process to identify the skills gap Re-assign individuals to the right job Train more people Share best practices more often CAUSE SOLUTIONS Issue: SKILLS GAP

17 OCI Ltd 16 Team 1 – Issues & Solutions No risk Pride Easier to stay as we are Uncertainty Fear of loss of power Leader to drive change Communicate/explain the +s Training Acceptance/commitment CAUSE SOLUTIONS Issue: MANAGING CHANGE

18 OCI Ltd 17 Team 1 – Issues & Solutions Conflict of personal interest Power Racism Cultural differences Working Practices Fully implement Corporate Responsibility policies Communicate/explain the reasons why Provide facilitation Review job responsibilities CAUSE SOLUTIONS Issue: TRUST/RESPECT

19 OCI Ltd 18 Team 1 – Issues & Solutions Rely on No common objective Avoid disagreement Get all credit Too many layers and decision makers Language barrier Promote face to face communication More effective use of Provide clear accountability Simplify the organisation CAUSE SOLUTIONS Issue: COMMUNICATION

20 OCI Ltd 19 Team 1 – Issues & Solutions Lack of personal initiative No ownership of problems No clear accountability The old culture didnt encourage ownership – still part of the current culture Clarify accountabilities for all Empower people to act and coach them how to do so Teach managers how to fish not just how to ask for fish CAUSE SOLUTIONS Issue: OWNERSHIP & RESPONSIBILITY

21 OCI Ltd Team 2: Issues & Solutions Champion: Margaret OUR WAY Workshop

22 OCI Ltd 21 Team 2 – Issues & Solutions Environment not good enough yet to be sure of attracting & retaining the right people Inadequate recognition provided for good performance Cultural change to be reviewed quarterly Associates to walk the talk Better education of all Minimise short term fixes with negative impacts CAUSE SOLUTIONS Issue: ENCOURAGING WORK ENVIRONMENT

23 OCI Ltd 22 Team 2 – Issues & Solutions Poor communications across the business Communication poor between production and purchasing teams Jump to conclusions too easily based on personal opinions Focus specifically on team development Business Development team to work more closely with others CAUSE SOLUTIONS Issue: IMPROVE COMMUNICATION

24 OCI Ltd 23 Team 2 – Issues & Solutions Lack of cross functional support and accountability No shared success stories across the business Fail to encourage different ideas with open minded attitudes Lack of ownership – problems passed to others Establish best practice sharing process Think & prepare before action Use What/How grid to improve performance CAUSE SOLUTIONS Issue: ENHANCE TEAM WORK & RESPONSIBILITY

25 OCI Ltd Team 3: Issues & Solutions Champion: ? OUR WAY Workshop

26 OCI Ltd 25 Team 3 – Issues & Solutions Lack of passion Lack of motivation Lack of trust Resistance to change Increase frequency & amount of employee communication Improve communication content to be more impactful & relevant Hold town hall meetings & lunches Give associates rotating responsibility for key themes Force two-way communication CAUSE SOLUTIONS Issue: PEOPLES ATTITUDES

27 OCI Ltd 26 Team 3 – Issues & Solutions Lack of skills in: –Leadership –Communication –Interpersonal relationships –Specific technical skills sets Identify specific training need by functional area & individual and diligently track and follow up Create a way to fill the skills gap CAUSE SOLUTIONS Issue: LACK OF SKILLS

28 OCI Ltd 27 Team 3 – Issues & Solutions Reactive instead of pro- active Lack of accountability & responsibility Fear of making decisions and mistakes Weak linkage between performance and rewards Create processes & systems that will lead to change in style & behaviour but identify a few specific early targets to demonstrate success and then propagate CAUSE SOLUTIONS Issue: LEGACY BEHAVIOUR

29 OCI Ltd 28 Circles of Influence ME My Team My Colleagues My Customers My Manager Mar & Partners Other Sectors This Sector Other Global Factors

30 OCI Ltd 29 average performance high performance competitive advantage The Performance Impact (WHAT/HOW) Grid e.g. Tasks & Objectives The WHAT The HOW Values, Behaviours & Corporate Responsibility unacceptable acceptable outstanding unacceptable acceptable outstanding high performance 6

31 OCI Ltd 30 Parents Peers Family Friends Politics Sexuality Religion Social Class Ethnicity Moral Code Jobs Education Partner Knowledge Skills Aspirations Relationships Upbringing Society Behaviour is: all that we SAY and all that we DO The Behavioural Iceberg Attitude is a state of mind demonstrated through our behaviour Our behaviour is drawn from all our life experiences – good & bad

32 OCI Ltd 31 Time self esteem Anxiety False Happiness Fear Blame Guilt Depression Gradual Acceptance Moving Forward Denial Disillusionment Hostility Achievement/ Performance - ve + ve The Change (or Transition) Curve loosers loop

33 OCI Ltd 32 Time Anxiety False Happiness Fear Blame Guilt Depression Gradual Acceptance Moving Forward Denial Disillusionment Hostility ©Tuckman Achievement/ Performance FORM STORM REFORMPERFORM + ve - ve

34 OCI Ltd 33 Performance Improvement Activity - Review The role of a Leader in Margaret & Associates is to: - Know who their Key Stakeholders are & their Needs & Measures - Allocate Roles & Responsibilities - Plan, Organise, & Provide Resources - Communicate the Strategic Goals & Compelling Vision - Set Constraints (e.g. Safety, Budget, Resource, Boundaries, etc) - Set & Measure (& re-set & re-measure) Objectives - Quality check (Review) Task & Behavioural Performance - Coach Individuals and Team, Give & Receive Feedback - Create an Empowering Environment - Role Model (through own Behaviour) Values & Best Practice - Encourage learning from mistakes & Knowledge Sharing - Motivate Individuals & Team - Stretch Individual & Team Performance - Challenge Processes & Procedures - Admit Mistakes & have some Serious Fun !

35 OCI Ltd 34 The Dialogue Funnel Open Closed Probing Summary Actions & Measures Give someone a fish & you feed them for a day Teach them how to fish & you feed them for a lifetime You know you are coaching when the Coachee comes with something to say… …and leave with something to do !

36 OCI Ltd 35 JOHARIs Window for Self-Awareness Known to Me Not Known to Me Not Known to You Known to You Public Life Private Life Blind Spot Potential

37 OCI Ltd 36 E 2 C 2 Feedback Tool E xample : What was said/done (in time & space) E ffect : It had on you (use the I word !) C hange : Developmental - Coach or Tell or C ontinue : Motivational - Coach or Tell


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