Leadership Development Programme
44
The Solution O rga nisa tion To build the solution,firstdefine the problem The Solution O rga nisa tion To build the solution,firstdefine the problem Leadership Development Programme Seminar 2 Leadership.thesolutionorganisation.com
description
Leadership Development Programme. Seminar 2. Leadership.thesolutionorganisation.com. Presenters today. Brad Bamfield 07803 133110 [email protected] Patrick Sullivan 020 8241 0166 [email protected]. Today. Welcome Review issues OGSMs - PowerPoint PPT Presentation
Transcript of Leadership Development Programme
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Leadership DevelopmentProgramme
Seminar 2
Leadership.thesolutionorganisation.com
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Presenters today
• Brad Bamfield– 07803 133110– b.bamfield@thesolutionorgainisation.
com
• Patrick Sullivan– 020 8241 0166– [email protected]
m
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Today• Welcome
• Review issues
• OGSMs
• Hierarchies
• Stakeholder analysis
• Strategic planning
• Communications
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Review of practical exercise
• Report to group– Describe issues– Present mind map– Key issues– New thinking? Solutions?– OGSMs
• OGSM review
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Hierarchies
• Formal
• Informal
• Mind map
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Exercise
Mind map the
Hierarchy in your business
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholder Analysis
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholder analysis• Stakeholders are
– People– Things– Processes
• It is a process for strategic or tactical situations
• Change management tool
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Exercise
We will complete a Stakeholder Analysis for this course step by step
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholder analysis
• Step 1 Mind Map
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholder analysis
• Who/what is affected• Who/what is involved• Who/what has
influence over the outcome
• Who are the potential beneficiaries
• Who might be adversely affected and why
• Have interest groups been identified
• Have supporters and opponents been identified
• Have the processes we work within been identified
• What are the relationships between the Stakeholders
• What people, assets or processes are missing
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholder analysis
• Step 1 Mind Map
• Step 2 Asses Stakeholder interest & impact
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholder InterestStakeholder Groups and
Individuals Interest(s) at Stake in
Relation to Project Effect
on Project of Interests + 0 -
Importance of Stakeholder on Success
of Project
Degree of influence of Stakeholder over Project
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholder analysis
• Step 1 Mind Map
• Step 2 Asses Stakeholder interest & impact
• Step 3 Key Stakeholder matrix
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Key Stakeholder Matrix
Importance Influence
Unknown Little/No Importance
Some Importance
Moderate Importance
Significant Importance
Critical Player
Unknown
Little/No Influence
Some Influence
Moderate Influence
Significant Influence
Critical Influence
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholder analysis
• Step 1 Mind Map
• Step 2 Asses Stakeholder interest & impact
• Step 3 Key Stakeholder matrix
Stakeholder rating chart
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholders rating chart
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Stakeholder analysis
• Step 1 Mind Map
• Step 2 Asses Stakeholder interest & impact
• Step 3 Key Stakeholder matrix
Stakeholder rating chart
• Step 4 Stakeholder participation strategy
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Participation strategy Type of Participation
Stage in this Process Show stopper High Influence and High Importance
Collaborate High Influence and
Low Importance
Consult Low Influence and High Importance
Inform Low Influence and Low Importance
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Strategic Planning
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Strategic planning
• Usual definition of a successful company– They survive– They make satisfactory profit– They grow
• Today a Sustainable business will– Be here in 10 years– Improve profits– Grow– Improve (reduce) the environmental and social
impacts of their business
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
• Strategic planning Gurus– Mintzberg– Porter– Ansoff
• Approaches– Boston Matrix– Porters 5 forces– SWOT– Plestin variables
Strategic planning
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
• Porter 5 forces
Strategic planning
Industryrivalry
BuyersSuppliers
Substitutes
New entrants
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Strategic Planning• SWOT
Strengths
ThreatsOpportunities
Weaknesses
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Strategic Planning• Plestin variables
– P – political– L – legal– E – economic– S – social/cultural– T – technology– I – Industrial– N - natural
• 4 Ms– Manpower– Machines– Materials– Money
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Strategic Planning
• Leadership is strategic
• Management is tactical
• You need Strategic Planning to:-– Set the vision– Develop the structure– Empower your people– Communicate
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Strategic Planning
O G S M
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Strategic Planning
• Objectives, Goals, Strategies & Measures• Objectives the ultimate strategic direction
– 5 or 6 & up to 10 years
• Goals required to achieve the Objectives– 5 -10 & 3 to 5 years
• Strategies the tasks required to deliver the Goals– As many as you need 1 year
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Strategic Planning• Mind Map for the O in OGSM consider
– Economic• Marketing• Innovation• Efficiency/productivity
– Non Economic• People• Environment• Community
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Communications
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Communications
Confucius he say:
"Big difference between actually listening & simply waiting for chance to say
something"
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Believed process
You speak
I listen I speak
You listen
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Actual processYou Listen-Evaluate-Listen-Plan-Listen-Rehearse
You Speak-Evaluate-Speak-Plan-Speak-Rehearse
I Listen-Evaluate-Listen-Plan-Listen-Rehearse
I Speak-Evaluate-Speak-Plan-Speak-Rehearse
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Active listening
L..ookI..nquireS..tay focusedT..est understandingE..valuate
N..eutralise distractions
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
The Elements of Good Communication
• Clarify the ideas to communicate• Examine the true purpose • Consider the total setting(Physical/Human)• Consult with others where appropriate• Be mindful of overtones• Convey help or value to receiver• Follow up• Communicate for tomorrow too• Actions must support your communication• Understand as well as be understood
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Source
Communication skills
Attitudes
Knowledge
Social System
Code
Content
Elements
Smelling Social System
Touching Knowledge
HearingAttitudes
Seeing Communicationskills
Tasting Culture
Channel
S
Culture
Message Receiver
M RC
Structure
Treatment
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Exercise
What is your communications style
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Communication Styles
• Seeing/ Visual ( “I see what you say”)
• Auditory/Hearing (“Your Name rings a bell”)
• Kinesthetic/Feeling
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Listening Skills
Exercise
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Concentration
05
1015
2025
3035
4045
5055
60
0
10
20
30
40
50
60
70
80
90
100
Minutes
Percent
Typical Concentration over One Hour Period
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
What?
Why?
Who?
How?
When?
Where?
Notes
Communication/Action Planning Sheet
Subject XMPL Project 8 May, 2005
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Summary of Seminar 2
• Review issues
• Mind maps
• OGSMs
• Hierarchies
• Stakeholder analysis
• Strategic planning
• Communications
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Seminar 3 exercise• Using the issues/concerns you have
identified• Revisit and revise your OGSMs, if required • Complete a Stakeholder Analysis process
for the OGSMs• Complete a Communications Plan • Be prepared to make a 5 minute
presentation on your business and what your issues are
• The team will review, and offer help
The Solution OrganisationTo build the solution, first define the problem
The Solution OrganisationTo build the solution, first define the problem
Next meeting
• We hope you have enjoyed today
• We also hope you have learnt something useful
• Please complete feedback forms
• Next seminar
• Citi Lodge Hotel Wollaton Street
• 7th June 1pm to 5 pm
