1 Leadership & Management Leadership Training Strategic Business Planning & Building Winning Teams “the art of empowering people”

2 Agenda Introduction Build & Motivate Your Team(s) Leadership in Action Strategic Business Planning Empowering Teams,  Organizational Structure  Operational Model Next Steps…

3 Introduction Your name… Your Company Your Responsibilities What would you like to get out of this training?

4 Build And Motivate Creating the winning teams for the implementation of Strategic Business Planning

1. Plan the direction of the business/area 2. Embrace cooperative action of delegation 3. Motivate and encourage others, empower 4. Determine specific issues and values 5. Walk the talk, “do the do” 6. Prioritize steps Expect to WIN !!!!!!!!!! 7. Take action! Expect to WIN !!!!!!!!!! 5 Build & Motivate…Steps

 Developing a vision – understanding and leveraging recurring themes and values  Selling the vision -- presenting a compelling vision of a possible future  Enlisting others -- asking for help, showing how they can make a difference  Defining the company message to customers 6 Plan the Direction

A. Initiating Team Planning Meetings B. Planning, setting team goals C. Agree to cooperative expectations D. Empowering followers E. Encouraging initiative F. Delegating authority G. Coaching, monitoring H. Tracking performance I. Providing constructive feedback 7 Embrace Cooperative Action, Empower People

Motivate & Encourage Others  Acknowledging and agreeing to the mission, vision from planning  Recognizing individual and team success contributions  Giving positive feedback  Celebrating accomplishments  Reinforcing teamwork  Rewards programs 8

Review the current situation Interview and evaluate for relevant information Assess and determine issues, obstacles, conflicts Determine the values and principles relative to moving forward Prioritize the issues, obstacles, conflicts Set forth initial action items Formal action plan 9 Determine Specific Issues, Review Values

10 Leadership in Action Empowering Teams, Organizational & Operational Excellence

Walk the Talk, Exemplify, “Do the do”  Involvement -- setting an example of personal commitment  Aligning actions with values  Committing to quality outcomes  Helping solve problems  Being persistent 11

 What is the goal – Objectives?  What is required? Obstacles?  What gives the greatest return, reward?  What steps will we take first  Based on initial goals  To overcome objectives  To provide return on investment, rewards 12 Prioritize Steps

13 Take Action! Win all the time! Action Plan – Based on expectations, objectives to address issues, values Individual Action Items Who will do it? When will it get done? What resources are needed? How will we measure?

14 Law of the Inner Circle Managing Your Teams 5 types of people to bring into your inner circle: People with potential value People with positive value People with personal value People with production value People with proven value

15 Strategic Business Planning Transforming Businesses by Empowering Teams

Determine Current Situation Core Values Competencies Mission Vision Purpose Message  Interview leaders  Business Segments  Leaders’ direction  Future of business  Offerings benefits  Marketing “pitch” 16

Issues & Obstacles 1. Growth of business 2. Training, learning 3. Financial metrics 4. Succession plan 5. Communications 6. Technology 7. Business structure  Existing staffing  Coaching, mentoring  Profitability Dir/Ind $  Future leaders, techs  Operational model  Software, marketing  Organizational chart 17

Goals & Actions 1. Existing staffing 2. Coaching, mentoring 3. Profitability Dir/Ind $ 4. Future leaders, techs 5. Operational model 6. Software, marketing 7. Organizational chart  Evaluations/profiles  Curriculum, program  Financial statements  SBP sessions, meet  Roles/Responsibilities  Systems, processes  DMP Protocols 18

Action Plans – Who? When? 1. Evaluations/profiles 2. Curriculum, program 3. Financial statements 4. SBP sessions, meet 5. Roles/Responsibilities 6. Systems, processes 7. DMP Protocols Managers – monthly Outsourced, costs Metrics, leaders, peers Effective meetings Surveys, results Acc’ting, service, sales Work delegation structure and accountability 19

20 Empowering Teams, Organizational-Operational Culture, Communications Protocols

21 Communications Protocol From “Clearing Communications Lines”, Steven R Covey Perception and credibility problems Attitudes and behaviors necessary Words and relationships, understanding Objective and subjective, our world, theirs Communications skills and motivational Logic and emotion Sympathy and empathy

22 Perception and Credibility Problems Definition of “personality conflicts” Communications breakdowns Thinking you see the world as “you” are Seeing the world and situations as they are Always right and refusing to listen Perception is the root and must be addressed  What, where, when why?  Are there another set of shoes to wear?  Are there another set of questions to ask?

23 Attitudes and behaviors necessary Essential to clearing the lines of communication Assume good faith, do not question sincerity Care enough about the relationship to listen and commit to resolve Be open to influence and change of actions Listen to understand Speak to be understood Start from a common perspective Move slowly and educate – eliminate perception

24 Words and Relationships Words mean something How about their perspective FIRST? “How Can I Help You With This?” Relationship IS critical to communication The one-to-one relationship, privacy Allow others to express themselves How will I respond with care?

25 Objective and Subjective Our world and their world and somewhere in between Your private subjective world, the world “inside your pretty little head” The real world and the “alignment” Experience and learning can change minds A changed mind is a changed behavior A different role, responsibility and situation

26 Communication Skills vs. Motivational Level Just “the tip of the iceberg” understanding The visible the “illustrative” Getting way below the surface takes skill Defensive, protective, manipulating = losing Selfishness and predictability Empathetic listening – listen deeply and genuinely as often as you can

27 Logic and Emotion The content and intent of the situation and the words Two different languages; ‘the touchy, feely observation and the factual premise” Demonstrate a clear understanding of the opposing position Articulate the commonality and then the differences

28 Sympathy and Empathy Courage, patience and inner security Listen, listen and then listen some more An attitude of empathy is “serving another” 1. Listen 2. Understand 3. Illustrate, demonstrate 4. Collaborate

29 Empowering Teams 2 Organizational Structure Operational Model

30 Organizational Structure Yours…

31 Organizational Structure

32 Operational Model Yours…

33 Operational Model D/BService Office SalesField Leaders Teams - Meetings Shop

34 Commodity - Service - ValueAdd Value - Market Maker Value Chain - Business Segments

35 Next Steps…. Your Action Plan…

36 The Next Steps…Your Action Plan Team building and questioning, listening Embrace Cooperative Action Servant Leadership Model Know People Profiles and Characteristics Self Assessment and Evaluation Facilitating Strategic Planning Communications Protocols Empowering Teams, Operational Models Tracking your progress

Action Plans - Individuals Issues Prioritized Actions Determined Action Items Assigned Time Frames Determined Tracking Mechanism Key Meetings & Follow-up Transforming the Business - Adjusting 9/21/

38 Your Action Plan: __________________________________  __________________________________ James Graening    