Tuesday 9 th Jan: Edes House, Chichester REACHING FURTHER: MAKE YOUR CAPACITY AN ASSET. Management, skills & change

Transcription

1 Tuesday 9 th Jan: Edes House, Chichester REACHING FURTHER: MAKE YOUR CAPACITY AN ASSET Management, skills & change

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3 AGENDA TIMINGS: 9:00 9:15am Introductions 9:15 10:05am Part 1 Talent Matching and Filling the Gaps 10:05 10:55am Part 2 Efficient Decision Making 10:55 11:25am Break Tea/Coffee 11:25 12:10pm Part 3 Capacity and Productivity 12:10 1:00pm Part 4 How to manage change

4 For us at Bubble Chamber it all starts with CLARITY!! The Social Entrepreneur frustrated or confused about how to grow their organisation balance between social impact & financial sustainability Lack of clarity occurs in 3 key areas 1. Leadership 2. Strategy 3. Execution If you don t have clarity = wastage of your resources (time/money/talent) TALENT STRATEGY all about having the right people in the right place (NOT square pegs/round holes) knowledge, skills, attitudes and values

5 Part 1 Talent Matching and Filling the Gaps

6 What we see in the sector *Talent is one of the biggest barriers to growth in the social enterprise sector YET is supposedly our number 1 asset! *Talent Development and Training is seen as a cost NOT an investment! *65-70% of your employees are actually disengaged 15% being actively disengaged! *Leaders do not spend enough time developing themselves! *Recruitment is a costly exercise that people often get wrong!

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8 Part 2 Efficient Decision Making (that maximises results)

9 * Clarity of thought = Clarity of decision!! * How do you currently make decisions? * What is the role of values in the decision making process? * Plan Do Review Methodology * Answering the 6 Qs you can make a basic plan or design a complex project why, what, where, how, who and when

10 ** PLANNING EXERCISE Kipling s Six Wise Men!! > WHY? > WHAT? (and why?) > WHO? (and why?) > WHEN? (and why?) > WHERE? (and why?) > HOW? (and why?)

11 Efficient Decision Making a 7 step process 1. Identify the decision or opportunity 2. Gather the information (based on facts and data) 3. Identify the alternatives 4. Weigh up the evidence - risks 5. Choose amongst the alternatives 6. Take action - create a plan 7. Review your decision

12 Part 3 Capacity & Productivity

13 A philosopher once said: Time is the most valuable thing a person can spend. But for the busy social entrepreneur, time is usually the very thing that is in short supply. Too many things to do, never enough time to do them. Result? Pressure, corners cut maybe. And stress definitely. So if time really is your most valuable commodity, it is vital to use it as productively as possible > Time Management Matrix (based on the work of Stephen Covey) > Effective Delegation model

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15 Time Management Matrix URGENT NON-URGENT 1 2 IMPORTANT Crises Quality LESS IMPORTANT 3 Deception 4 Waste

16 Effective Delegation Model The aim of delegation is to engage the hearts and minds of those who work for you, not just to get the job done, more to bring new thinking and innovation to the doing of the task so that you are free for new work ENGAGEMENT FEEDBACK / APPRECIATION THE CHALLENGE MEASUREMENT FOLLOW UP

17 1. Engagement: > What is your vision (why)? > What is going to be the impact? > Who is this person why have you chosen them? > When timeframe? 2. Challenge: CRAFTed C = Challenging requires them to step up R = Realistic within their range A = Aligned, tuned in with their purpose F = Fits in, congruent with business plan and them T = Time limited

18 3. Measurement: Delegation without follow up sends out > Message sent it s not important > Message received they don t value me So you need to get the measurement parameters right and clearly how you will follow up 4. Feedback: i) Without appreciation the natural law of people does not work. ii) Feedback set the context What worked, what didn t, what change? Then contribute what you saw work, what you saw didn t work etc.

19 Part 4 How to manage change & not devour resources!

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21 We will look at two basic models of Change Management Kotter and the Prosci organisation s ADKAR but will importantly look at how you can define your own process for change suitable for your own situation. Kotter 8 Stage Organisational Change Model: 1. Create urgency 2. Form a powerful coalition 3. Create a strategic vision for change 4. Communicate the vision 5. Remove the obstacles 6. Create short-term wins 7. Build on the change 8. Anchor the changes in the culture

22 ADKAR Individual Model: Awareness of the business reasons for change. Awareness is the goal/outcome of early communications related to an organisational change Desire to engage and participate in the change. Desire is the goal/outcome of sponsorship and resistance management Knowledge about how to change. Knowledge is the goal/outcome of training and coaching Ability to realise or implement the change at the required performance level. Ability is the goal/outcome of additional coaching, practice and time Reinforcement to ensure change sticks. Reinforcement is the goal/outcome of adoption measurement, corrective action and recognition of successful change The goals and outcomes defined by ADKAR are sequential and cumulative, they must be achieved in order for effective and sustainable change to take place.

23 Courage to Confidence THE 4 C S LEARNING 4 1 CONFIDENCE COMMITMENT 3 2 CAPABILITY COURAGE INNOVATION INSPIRATION MODEL OPPORTUNITY

24 HARRISON ASSESSMENTS LEADERSHIP TRAITS: 1. Decision Approach - how you use logic and intuition when making decisions Analytical the tendency to logically examine facts and problems Intuitive the tendency to use hunches to help make decisions 2. Driving how you manage rapport and empathy when managing the performance of others Enforcing insist upon necessary rules being followed Warmth/Empathy express positive feelings and affinity 3. Communication how you manage directness and tactfulness when communicating with others Frank to be straightforward, direct to the point & forthright Diplomatic to state things in a tactful manner 4. Delegation how you approach self-responsibility & collaboration Authoritative desire for decision making authority & the willingness to accept decision-making responsibility Collaborative collaborate with others when making decisions 5. Organisation how you deal with adaptability & creating organisation or structure Organised place and maintain order in an environment Flexible easily adapt to change