Seeing the Big Picture, Business Acumen to Build Your Credibility, Career, and Company

Do not copy or reproduce with out prior written consent from Herrmann Global, LLC © 2012© Herrmann International 2012

better results through better thinking

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THINC™ Webinar

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Better Thinking

Getting Senior Buy-In for

Whole Brain®

Thinking: What Really Works

WithAnn Herrmann-Nehdi

CEO,Herrmann

International


Agenda

• Barriers to Buy-in• Assessing Business

Needs• Best practices driving

results using Whole Brain® Thinking

• Tools and Recommendations


What is the biggest barrier to gaining buy-in?


POLL: What is the biggest barrier to gaining buy-in?

(select one):

Lack of solid relationships with key decision makers.

Limited time and resources, rapidly changing priorities.

Lack of ability to make the business case and show ROI.

Difficulty aligning to strategy, global, enterprise issues.


“Buy-in”


You can be in any type of organization you like, under any circumstances…

but doing business successfully requires a

Whole Brain®

approach.

6


Select a top critical initiative your company or client company is facing.

The Whole Brain® Model graphic and four color 4-quadrant graphic are trademarks of Herrmann Global, LLC ©2012


Define the endgame—the critical organizational or business imperatives:

What problem are you solving?

© Herrmann International 2012Do not copy or reproduce with out prior written consent from Herrmann Global, LLC © 2012

Classic Organization Challenges

Increase: • Profit/Revenue/Market Value• Market share/Customer satisfaction • Retention/Engagement • Efficiency/Productivity• Innovation

Decrease: • Costs/Investment • Risk/Disruption• Time to Market

Source: Powerspeaking


Thanks to RBL/OPD Inc.

Financial results account for a shrinking proportion of a company’s market value

0.91

2000 20050

0.10.20.30.40.50.60.70.8

1977 1982 1987 1992

Regression of earnings and stock price

Confidence in track record

Confidence in your future

“Intangibles” now account for more than half of market value.

The Evolution of Market Valuation


industry growthquality of earnings

product brandstechnical competenciesorganization capabilities

Key intangibles:

Source: HR’S New ROI; Dave Ulrich and Norm Smallwood; Human Resource Management, Summer 2005, Vol. 44, No. 2, Pp. 137–142


TalentSpeed

Shared mind-setAccountabilityCollaboration

LearningLeadership

Strategic unityInnovation

Key Capability Intangibles

Source: HR’S New ROI; Dave Ulrich and Norm Smallwood; Human Resource Management, Summer 2005, Vol. 44, No. 2, Pp. 137–142


Understand how senior leaders think!

What do THEY need and how do they need it?


Know your audience and their world!


C-Level HBDI® Profile Average Profile


Study of C-Level Executives

The top five adjectives used to describe senior leaders were: • data-driven• impatient• aggressive• time-pressured• intimidating

Dr. Frederick Gilbert

How do C-levels think?


Expect and be prepared for challenges to your thinking.


“You should know before you walk in the door- if I can only present three slides, which ones would they be?”Ginger GrahamBoard Member, Walgreens,Former CEO, AmylinPharmaceuticals



Be Prepared!Time will get cut! Confirm the topic and time up front, and get right to your bottom line request.


“If you have half an hour on the agenda, plan on a 10 to 15 minute presentation.You’re not going to get through it all because we’re not going to let you. Remember, it’s our meeting.“

Dan WarmenhovenExecutive Chairman,NetApp.tiff



Relationships

Understand the map of those you work with, serve, and report to.


Dispense with the slides and talk to us. Is there a decision you want from us?Dan EilersGeneral Partner, VangardVentures, Former CEO,Claris Corporation



Business Acumen:Executive Mentality

Seeing the “big picture” of the organization—how the key drivers of the business relate to each other, work together

to produce profitable growth, and relate to the job you do each day.

Seeing the Big Picture, Business Acumen to Build Your Credibility, Career, and Company, Kevin Cope, Acumen Learning


“Go with the flow.The higher up you go, the

more comfortable you must be with ambiguity.”

Mark Milani, VP Oracle



A

B C

D

Whole Brain® Application to Core Business Challenges

Market ValueEfficiency & ProductivitySales, ProfitsMarket Share

Time to Market Risk (Manage/Reduce) Execution Quality

Culture (Align/Integrate)Customers (Retain/Satisfy) Employee (Attract/Retain)Employee (Engage/Develop)

Brand & Market Positioning InnovationStrategy & ChangeGlobalization


A

B C

DInvention of new power system in 12 weeksCreative solution eliminated costs associated with product breakage, saving money, efficiency and customer satisfactionCrafted “dead-on” holistic vision statement in 1 session with no further rework or editingSignificant increase in number of new hires’ ideas usedInnovation reducing cost of light fixture by 30%Successful realization of CEO’s new visionTeam creativity leading to redesign of unit saving money and redundancyWhole brain team solved “unsolvable” problem wit h innovative ideas– saved $4 million contractHR leaders shift in service from tactical to strategic thinking

Increased revenue (3 new clients, $100 million)3-year savings of $74KIncreased revenues from $80,000 to $450,000Found $500,000 (hidden funds appropriated by departments)Increased sales (300% to major client)Reduction of tech support call time over two months (27% and 39%)Cost savings of $125K over one yearMoved to top 15 winning football teams (out of 120) for last 7 years after 3 year losing streak13% increase in customers, 21% increase after tax profits

Successful merger with no retrenchmentsReduced training time from 24 to 7 monthsReduced call center turnover to 0% as result of development process66% improvement in team effectiveness through better interactionMove from subpar to exceeds performance in sales repBrand and agency teams stopped project cost overruns through improved collaboration and communication98% of mentor pairs “stuck” (vs. 50%) increasing learning resultsAlignment of two different functions via common languageImproved customer satisfaction by better communication between doctors and nurses

Sample ROI® Results Applying Whole Brain® Thinking by Quadrant

23% reduction in calls to supervisor increasing productivityImproved efficiency thru alignment between sales managers and purchasing managersSuccessful job fit adjustment w/increase in efficiency for old and new positionSafety record and results improved saving money and livesDiagnostic process uncovered and resolved quality issue saving a 50M customerImproved safety numbers (hit target)Reduced attrition by over 50% through improved job fitEffective “hitch free” implementation of world-wide training initiative

• Increased sales (300% to major client)

• 23% reduction in calls to supervisor increasing productivity

• Reduced call center turnover to 0% as result of development process

• Whole Brain ® Team solved “unsolvable” problem with innovative ideas– saved $4 million contract


Gather and Review Critical Information

Integrate and Implement

Review and Reinforce

Define Success: What is your End

Game?

Whole Brain® Application Roadmap: 4 Phases


Diagnose, Develop and Deliver Using Whole Brain® Tools and

Processes


Diverse by Design (DbyD)

Project Teams

Diverse by Design (DbyD)


What is a DbyD Team?A high trust team of relevantly diverse members from both within and outside the organization which operates with a

defined purpose (solve most difficult problems / take advantage of most complex opportunities), within an

inclusive team environment.

Why? To create a specific team sub-culture, team tools, and team processes to view situations differently and, in doing

so, drive both marked incremental improvement as well as disruptive

breakthrough outcomes.


Diverse by Design (DbyD) Teams:

PROBLEM / OPPORTUNITY

TEAM SELECTION IMPLEMENTATIONSTRATEGIC

GOAL

Applied to a Hard Problem or Complex Opportunity

OUTCOMES:

New/increased revenue generation

Cost savings

Innovation

Process efficiencies

Engagement opportunities

Positive branding


Why? Develop learning agility across the organization to drive speed, results and the

ability to adapt to people and change.


Change AgilityMental Agility

Results Agility People Agility.

Learning Agility Defined


Integrating Cultures through Whole Brain Thinking

Why? Accelerate the integration of 2 merging companies to achieve

targeted merger outcomes.


What is your viewfor the existing two legacy cultures?


Measured:• Staff profiles• Customer profiles• Lost Customer profiles• Target Customer Profiles

Compared:• Design of Magazine• Content of Magazine• Marketing Strategy

Why? Subscriptions and revenue were not

meeting growth targets.


Results: Revenue Increase 500 %

in first year!


J. Travis FeltonDirector, UGN University

How do you measure the soft stuff?Why? Need to develop

competencies in communication, organizational knowledge and organizational involvement to

improve productivity.


COMMUNICATE WITH STAKEHOLDERS – WHAT IS THE STRATEGY? END GAME?

DEFINE OBJECTIVES & ROI ® – WHAT PROBLEM ARE YOU SOLVING?

DETERMINE MEASUREMENT METRICS

DESIGN & EXECUTE MEASUREMENT PROCESS/SURVEY – WHAT IS THE BASELINE?

ANALYZE, DESIGN, PILOT AND DELIVER PROGRAM AND FOLLOW-UP(S)

RE-ADMINISTER MEASURMENT PROCESS/SURVEY, ANALYZE RESULTS VS. BASELINE

PRESENT RESULTS TO STAKEHOLDERS

Measuring ROI ® -Building a Case Study

A

B CDA

B

CD

BA

B CDA

B CDA

A


© 2

007

The

Ned

Her

rman

n G

roup

, In

c.

*Reframed and asked of Manager as well

• Rate your level of fulfillment* 1-10• Perception of communication

– W/ Peers*– W/ Superiors*– W/ Subordinates– W/ Family/Community

• Organizational knowledge level* 1-10• Organizational involvement*

Results: Actual ROI®:% 838.66

Net benefitper/person=$28, 294.50


Product Design Process

Why? Ensure big win in market through increased adoption of device by designing games that appeal to the widest array of thinking styles

possible.


Product Design Process

Big win in market!Most Whole Brain® game=most popular.

Design process went from 24 to 14 months.


• Pharmaceutical • 25 Sales

Managers from 3 divisions

Why?Improve Sales Rep RetentionHit Sales Growth TargetsSuccessful New Product LaunchSmooth Sales Management Transition


Industry HBDI ® Profile Data

Sales RepsPharmaceutical Sales

Reps


Comparison Job Description and Company Sales Rep HBDI ® Profile DataSales Job Description

ProformaSales Reps Average

HBDI® profile


Comparison of Sales Rep and Sales Management HBDI® Profile Data

Sales ManagersSales Reps


Comparison Customer HBDI®

Profile Data and Sales CollateralOphthalmologists Sales Collateral

Proforma


Results

• Created new marketing collateral to reflect the thinking preferences of ophthalmologists.

• Rewrote job descriptions to better fit desired sales professional.

• Achieved all sales goals for new product introduction.

• Improved coaching conversations between sales professionals and sales manager resulting in reduced turnover.


Recommendations:

Start with why. Be a great consultant. Define the endgame and target outcomes as you work with and understand your stakeholders.


A

B C

D

Whole Brain® Application to Core Business Challenges

Market ValueEfficiency & ProductivitySales, ProfitsMarket Share

Time to Market Risk (Manage/Reduce) Execution Quality

Culture (Align/Integrate)Customers (Retain/Satisfy) Employee (Attract/Retain)Employee (Engage/Develop)

Brand & Market Positioning InnovationStrategy & ChangeGlobalization


Recommendations:

Think like your stakeholders, who at a senior level will be making critical “buy-in” decisions. Understand their preferences ,

what they care about and what they need (and in what format) to provide for others they made need to involve. Do not assume they “get” the value or will know

how to “sell it” internally.


Measuring ROI ® - Case Study Example: Global Pharmaceutical

A

B CDA

CD

BA

B CDA

B CDA

BA

COMMUNICATE WITH STAKEHOLDERS – WHAT IS THE STRATEGY? END GAME?: They defined success as “Getting Sales reps up to speed faster to improve sales”.

DEFINE OBJECTIVES & ROI – WHAT PROBLEM ARE YOU SOLVING?: To reduce the time it took to train new graduate sales reps (to achieve ‘job mastery’) from 24 months to 12 months.

DETERMINE MEASUREMENT METRICS :They looked at both qualitative and quantitative data and determined the cost savings associated with faster ramp-up as well as the shortened time to sales increases.

DESIGN & EXECUTE MEASUREMENT PROCESS/SURVEY – WHAT IS THE BASELINE?: Determined specific performance standards within 3, 6, 9 and 12 month stages. Created job maps to break down tasks. Set 3 years as target time frame for overall project.

ANALYZE, DESIGN, PILOT AND DELIVER PROGRAM AND FOLLOW-UP(S): Worked closely with internal client to pilot and test design, ensure alignment.

RE-ADMINISTER MEASURMENT PROCESS/SURVEY, ANALYZE RESULTS VS. BASELINE: Discovered Sales Mgr.’s coaching had improved greatly as a result of the process as well as shortened training cycle.

PRESENT RESULTS TO STAKEHOLDERS: Improved progress towards the specific performance standards within the three, six, nine, and 12 month stages. Reduced amount of time required to go from ‘new graduate’ to ‘job mastery’ from an average of 2 years to just 7 months. Increased sales revenue and improved results in key sales process metrics over a period of three years. Process has been used for 10 years and leveraged in other parts of the organization.

They defined success as “Getting sales reps up to speed faster to improve sales”.


Recommendations:

As you define what you will do, think of it like a case study. Look for ways to

leverage the array of options across the Whole Brain® System and use Whole Brain® tools to

ensure you can effectively design, deliver and measure your outcomes.


Gather and Review Critical

Information

Integrate and

Implement

• Collect and analyze results vs. baseline, what did we accomplish? What did we learn?

• Conduct a post pilot check in. Adjust as necessary and integrate reinforcement and follow up as needed.

• Communicate results, any changes and future recommendations to stakeholders.

• Manage program /initiative per timeline with analysis, check-ins, communication with stakeholders and changes as needed.

AA BB

DDCCBB

AA BB

DD

DDCC

AA BB DDCC

Review and Reinforce

• Define end game and “pain” & link to business priorities.

• Identify / interview key stakeholders.

• Analyze and look for themes.

• Clearly define a problem statement and consequences of not taking action and business case.

• Brainstorm and articulate scenarios of possible ‘solved states’ and craft the ultimate vision and “end game.”

• Check objectives for clarity, calculate desired ROI and present to stakeholders.

AA BB

AA

DDCCBB

DDCC

DD

AA BB

AA BB DDCC

• Synthesize and analyze for thinking and learning for applications of Whole Brain®

Thinking. • Review available

options to determine if existing content will apply.

• Create timeline and design and pilot (if possible) the program or initiative.

• Communicate rational and plan with stakeholders and gain buy-in

• Deliver and integrate pilot/program

AA BB

DDCCBB

DD

AA BB DDCC

AA BB DDCC

AA BB DDCC

• Analyze data that is needed and gather it. Determine current state and resources required.

• Review external elements for stakeholders, for context & interdependencies.

• Conduct any additional interviews necessary for any missing data. Establish the baseline metrics you will measure success against.

A B

A B

DDCC

CCAA

Define Success:

What is your End Game?

Whole Brain® Application Roadmap: 4 Phases

DDCC


The Herrmann Whole Brain®

Thinking Platform

Groups & Teams

Organization

MercedesBMW

Toyota Opel

Customers &Market

Individuals

A Scalable Platform: Leverage and Manage Thinking to

Improve Results

HBDI® Profile packageHBDI® Pair ProfileThinking Accelerator Fundamentals E-learningHBDI® Coaching, MentoringOpen enrollment: Start Thinking, Leadership Dev., Custom Program

HBDI® Team ProfileBusiness of Thinking®

Mapping the TaskThinkAbout TeamsSenior Team Pre-Strategy SessionDiverse By Design Teams

HBDI® Organizational DataBusiness of Thinking®

Whole Brain® ManagerWhole Brain® Customized ProgramsROI™ Scorecard AssessmentWhole Brain® Sales PerformanceWhole Brain® Alignment ProcessWhole Brain® Learning Design

HBDI® Text ProfilerWhole Brain® SalesMarket ResearchWhole Brain® Product DesignInterface DesignOccupational Norms


Recommendations:How you execute will most likely require you to apply Whole Brain® Thinking at

each critical phase to ensure successful execution. You may need to gain buy-in

from others along the way to the approach you are using.


B

Focus on Process

HOW will you most effectively apply Whole Brain® Thinking and roll out, measure and track your progress?

Pre-test/Post-testTracking

Process ManagementCheckpoints and Timelines

ImplementationManagement

Process

WHY is this relevant and critical for success? How does this support your strategy as an organization?

StrategyGlobal View of ProcessConceptual FrameworkInnovative Applications

Strategic Objectives/Future Outcomes

C

Focus on People

WHO is your customer? Who is your target audience and pipeline? What are their differing needs and concerns?

CommunicationBuy-in by learners & leaders

Facilitation/Development staff, User support

Customer/Learner Motivation

Facilitator Needs

WHAT business outcomes should you be focusing on for today’s needs and tomorrows?

ResearchNeeds Analysis

Technical issues/SpecsMeasurement Metrics

Objectives

ROI ®, Business ObjectivesTechnology Issues

A DFocus on Payoff

Focus on Possibilities

Action Planning


Select a top critical initiative your company or client company is facing.

The Whole Brain® Model graphic and four color 4-quadrant graphic are trademarks of Herrmann Global, LLC ©2012


Need help? Let us know! We’re here to support you in any way we can!


Questions?


Additional Tools and Resources


www.hbdi.com/Resources/CaseStudies

Sort by industry or scroll down.

27


Examples of Business Issues

Examples of ROI®Metrics and Baselines

Examples of Whole Brain® Solutions:Short term

Examples of Whole Brain® Solutions:Long term

Low client retention due to poor customer service

Sales data, Repeat Visits or Transactions by buyer,Customer Satisfaction Survey Data

Training with service (e.g.ThinkAbout™ Your Customer program)Custom Job Aid development for Service team to aid in preference alignment

Service organization culture change initiative using Whole Brain® approach

Staff turnover due to unapproachable leaders

Employee Retention, Cost of attrition and recruitment Employee Engagement Data, Productivity data

Whole Brain® Leadership Dev. Pair and Team Reports, and /or Whole Brain® Manager,ROI Scorecard

Build into succession planning and building the bench for the future

Sales Team NotAchieving Their Quota

Sale per Rep, High Performer Rep/Low Performer data; Account penetration data

Reps :HBDI®, Evaluate high/low performer data, Whole Brain diagnosis of stages in sales process; train reps in Whole Brain®

Selling, Sales Mgr. training in Whole Brain Coaching

Evaluate job descriptions, onboarding and training process for effectiveness-Whole Brain®

redesign

Low Productivity Output Productivity data from employees, department, division, function

Look at employee preference alignment issues with task. Use Whole Brain® Walk Around to evaluate issues; Map the task to determine mentality of tasks. Use WB tools for solutions.

Train teams on Mapping the task to optimize work processes. Evaluate other factors that may be contributing to productivity issues. (engagement, skills, climate, culture etc.)

Lack of Employee Engagement

Productivity, engagement, absenteeism, turnover and attrition data, performance data, employee satisfaction and customer satisfaction data

Application of HBDI® in Employee development process (TA, Start thinking)

Diagnose Vision, Mission ,Values (HBDI® Proforma Profiles) and development of a culture initiative to increase engagement

Low Performing Teams Conflict, project delays, performance issues, lousy meetings,team member attrition

Interviews with team members HBDI Team Profile , HBDI®autobiography and Think about teams

Culture change: teams formation, work processes and evaluation the whole Brain® way to recognize and optimize team preferences. Roll out Thinkabout™ teams.


Measuring ROI®- Case Study Example: Global Pharmaceutical

A

B CDA

CD

BA

B CDA

B CDA

BA

COMMUNICATE WITH STAKEHOLDERS – WHAT IS THE STRATEGY? END GAME?: They defined success as “Getting Sales reps up to speed faster to improve sales”.

DEFINE OBJECTIVES & ROI® – WHAT PROBLEM ARE YOU SOLVING?: To reduce the time it took to train new graduate sales reps (to achieve ‘job mastery’) from 24 months to 12 months.

DETERMINE MEASUREMENT METRICS :They looked at both qualitative and quantitative data and determined the cost savings associated with faster ramp-up as well as the shortened time to sales increases.

DESIGN & EXECUTE MEASUREMENT PROCESS/SURVEY – WHAT IS THE BASELINE?: Determined specific performance standards within 3, 6, 9 and 12 month stages. Created job maps to break down tasks. Set 3 years as target time frame for overall project.

ANALYZE, DESIGN, PILOT AND DELIVER PROGRAM AND FOLLOW-UP(S): Worked closely with internal client to pilot and test design, ensure alignment.

RE-ADMINISTER MEASURMENT PROCESS/SURVEY, ANALYZE RESULTS VS. BASELINE: Discovered Sales Mgr.’s coaching had improved greatly as a result of the process as well as shortened training cycle.

PRESENT RESULTS TO STAKEHOLDERS: Improved progress towards the specific performance standards within the 3, 6, 9, and 12 month stages. Reduced amount of time required to go from ‘new graduate’ to ‘job mastery’ from an average of 2 years to just seven months. Increased sales revenue and improved results in key sales process metrics over a period of 3 years. Process has been used for 10 years and leveraged in other parts of the organization.



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Thank you for attending!



Originators of Whole Brain® Technology andCreators of the Herrmann Brain Dominance Instrument®

(HBDI®)

www.HerrmannSolutions.com

794 Buffalo Creek Road Lake Lure, NC 28746 tel: (828) 625-9153 toll free: (800) 432-HBDI [4234] email: [email protected]

Seeing the Big Picture, Business Acumen to Build Your Credibility, Career, and Company

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Transcript of Seeing the Big Picture, Business Acumen to Build Your Credibility, Career, and Company