OCI Ltd 0 Margaret & Associates 22 nd Dec 2008 SUMMARY OF OUTPUTS & ACTIONS Build Your Business...
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Transcript of OCI Ltd 0 Margaret & Associates 22 nd Dec 2008 SUMMARY OF OUTPUTS & ACTIONS Build Your Business...
![Page 1: OCI Ltd 0 Margaret & Associates 22 nd Dec 2008 SUMMARY OF OUTPUTS & ACTIONS Build Your Business Program.](https://reader036.fdocuments.us/reader036/viewer/2022070305/551447bb550346494e8b4c94/html5/thumbnails/1.jpg)
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OCI LtdOCI Ltd
Margaret & Associates
22nd Dec 2008
SUMMARY OF OUTPUTS & ACTIONS
Build Your Business Program
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OCI LtdOCI Ltd
Our Approach
Dwell’s approach challenges an executive/professional along a continuum of exploration and development: from understanding and developing one’s personal leadership skills to coaching and fostering one’s team and the organization’s 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 client’s unique needs. Our programs typically have a low participant-to-faculty ratio, and include one-one-one coaching.
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OCI LtdOCI Ltd
ExpectationsExpectations
• 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:
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
C-PEAKS – Leadership Model
ClarityPhysical &
Emotional environment
Attitudes (& behaviours)
Knowledge
& Skills
- 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-PEAKSheadings
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OCI LtdOCI Ltd
CLARITY
• Provide clear direction
• Create a distinctive vision
• Are open and straightforward about what they expect
• Communicate regularly on what’s changing
• Provide clear objectives
• Listen and respond to the needs of others
• Explain the constraints
• Are transparent and will tell you when they don’t know
This is a summary of the things that you said that outstanding leaders do tobring CLARITY to situations :
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OCI LtdOCI Ltd
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:
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OCI LtdOCI Ltd
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:
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OCI LtdOCI Ltd
Parents
Peers
Family
Friends
Politics
SexualityReligion
Social ClassEthnicity
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
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OCI LtdOCI Ltd
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:
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OCI LtdOCI Ltd
Solutions to‘Business Blockers’
OUR WAY
Workshop
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OCI LtdOCI Ltd
Team 1 Issues & SolutionsChampion: David W.
OUR WAY Workshop
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OCI LtdOCI Ltd
Team 1 – Issues & Solutions
• Not having the right skills
• Not well trained technically or for quality
• Too much information (excessive email
• 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
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
Team 1 – Issues & Solutions
• Rely on email
• 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 email
• Provide clear accountability
• Simplify the organisation
CAUSE SOLUTIONS
Issue: COMMUNICATION
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OCI LtdOCI Ltd
Team 1 – Issues & Solutions
• Lack of personal initiative
• No ownership of problems
• No clear accountability
• The old culture didn’t 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
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OCI LtdOCI Ltd
Team 2: Issues & SolutionsChampion: Margaret
OUR WAY Workshop
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
Team 3: Issues & SolutionsChampion: ?
OUR WAY Workshop
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
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
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OCI LtdOCI Ltd
Circles of Influence
ME
My Team
My Colleagues
My
Cu
sto
mer s
My
Man
ag
er
Mar
&
Partn
e
rs
Other Sectors
This Sector
Oth
er
Glo
bal
Fact
ors
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OCI LtdOCI Ltd
average
performance
high
performance
competitive
advantage
The Performance Impact (WHAT/HOW) Grid
e.g. Tasks & Objectives
The WHAT
The HOWValues, Behaviours & Corporate Responsibility
3
5
21
4
7 8 9
unacceptable
acceptable
outstanding
un
accep
tab
leaccep
tab
le
ou
tsta
nd
ing
high
performance
6
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OCI LtdOCI Ltd
Parents
Peers
Family
Friends
Politics
Sexuality
Religion
Social ClassEthnicity
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
![Page 32: OCI Ltd 0 Margaret & Associates 22 nd Dec 2008 SUMMARY OF OUTPUTS & ACTIONS Build Your Business Program.](https://reader036.fdocuments.us/reader036/viewer/2022070305/551447bb550346494e8b4c94/html5/thumbnails/32.jpg)
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OCI LtdOCI Ltd
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
‘looser’s loop’
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OCI LtdOCI Ltd
Time
Anxiety
False Happiness
Fear
Blame
Guilt
Depression
Gradual Acceptance
Moving Forward
Denial
Disillusionment
Hostility
©Tuckman
Achievement/ Performance
FORM STORM REFORM PERFORM+ ve
- ve
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OCI LtdOCI LtdPerformance Improvement Activity -
ReviewThe 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 !
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OCI LtdOCI Ltd
The Dialogue Funnel
Open ClosedProbing
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 !
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OCI LtdOCI Ltd
JOHARI’s Window for Self-Awareness
Known to Me Not Known to Me
Not
Kn
ow
n t
o
You
Kn
ow
n t
o Y
ou
Public Life
Private Life
Blind Spot
Potential
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OCI LtdOCI Ltd
E2C2 Feedback Tool
Example : What was said/done (in time & space)
Effect : It had on you (use the ‘I’ word !)
Change : Developmental - Coach or Tell
or
Continue : Motivational - Coach or Tell