COMPETENCIES IN PRACTICE

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2 PRE-CLASS PREP Preface for the Facilitator This session is part of The Competencies in Practice Program, targeted to launch in Q This program has three goals: Leverage knowledge and capability of leaders based on competency information from our Talent Review processes Provide leaders an opportunity to teach, influence, and develop talent Provide employees additional learning opportunities The expected business impact of this program is that leaders performing Leaders-as- Teachers roles will contribute to the culture and performance of employees, mapping into our strategic initiative of: Fostering a Culture of Insight and Innovation that builds on our High-Performance Culture. This program is much different from past programs we have launched. The very essence of this program is about interpersonal interaction between leaders and employees; about fostering excitement for learning how to understand others and, as a result, to apply what we learn to our own performance improvement. The process of improving our performance involves understanding what behaviors and characteristics are required of each competency. This course presents stories of how applying certain behaviors improves performance, both on the job and in real-life situations. Whether it is your story you are sharing in class, or you are presenting someone else's story as a facilitator we are looking to you for inspiration and influence. As part of our design, we are incorporating activities or discussions that encourage the participants to pro-actively pursue opportunities to practice what they have learned. We call these opportunities: Be on the Lookout! This phrase in itself prompts action. P a g e 1

3 SESSION OVERVIEW Overview Session Title: STRATEGIC VISIONING Total Session Duration: 1 hour Session Goals: The goal of this session is to provide examples of how defining and communicating a clear vision for the company provides direction and fuel for sustained business development Session Objectives: The objectives of this session are to: Define strategic visioning and how it applies to your position Explain the behaviors that drive strategic visioning Prepare an action plan for how you can support the overall company vision Session Preparation: Facilitator should assure that the following materials are provided to participants: Markers Ink Pens White Papers Newspapers NOTE: Italicized texts are instructions and directions for the facilitator. P a g e 2

4 INTRODUCTION - STRATEGIC VISIONING Welcome Greet the class and welcome them to this session. Time Est: 1 Six Strategic Initiatives Facilitator Note: Show the slide and introduce the concept of competencies and how they are linked to our Corporate Strategy. Let s talk about the importance of understanding competencies. Competencies describe the skills, knowledge, behaviors, personal characteristics, and motivations needed to effectively perform a role in the organization and help the business meet its strategic objectives. Let s take a quick look at our Mission, Vision, Values, and Six Strategic Initiatives - all of which are impacted by how well we develop and practice the competencies. [Read the 6 initiatives] These initiatives have been designed to focus on the following areas: Running our business well Growing our business Transforming our thinking in innovative ways Time est: 3 P a g e 3

5 Competency Model Facilitator Note: This shows you the Competency Model we follow. Notice the competencies are divided: Core Competencies Functional Competencies Leadership Competencies Also, you can see that these competencies are tied to our values. Note: This model is accessible online at the following link: Competencies. (Go to My Life at AAA > Talent & Performance > Competencies) You should have received this link when you registered for this course. The competency you will learn about in this module is Strategic Visioning. Time Est: 2 Objectives Facilitator Note: Show the slide and explain the objectives of this session. Duration: 5 minutes CSAA IG defines Strategic Visioning as: defining, articulating and communicating a compelling future state based on a clear understanding of internal and external challenges, and opportunities to create value. The goal of defining and communicating this vision of the future is to provide direction to and fuel activities of business development. These ideas are often collated in a document or statement format. Company managers P a g e 4

6 share the same vision document for the company and make decisions according to the shared principles and company mission. Upon completion of this module, you will be able to: Define Strategic Visioning and how it applies to your position Explain the behaviors that drive strategic visioning Prepare an action plan for how you can support the overall company vision Action Plan This Competency Action Plan is located at the very end of your participant guide. Please use this Action Plan as you take each of the modules in the Competencies in Practice program, adding notes and action items for yourself. As you can see, each of the competencies is defined in your plan, and the associated behaviors are included. There is also a Development Guide for Personal Success on the Competencies site. (Path is: MyLifeatAAA > Talent & Performance > Competencies > Supporting resources > Competencies: A Development Guide for Personal Success.) This guide provides development suggestions for each competency. P a g e 5

7 Did You Know? Facilitator Note: Show the slide and explain. Duration: 10 minutes So, now that we have looked at the definition of Strategic Visioning, Ask: What sort of behavior or practice do you think supports strategic visioning? Companies that practice the behaviors that support strategic visioning are more likely to achieve their goals by being able to strategically plan progress by understanding existing internal and external challenges and opportunities. Transition: Now, let us look at the behavioral attributes of Strategic Visioning. Strategic Visioning Behaviors Facilitator Notes: Show the slide and initiate class discussion. These are the behaviors that are listed in the Competency Definitions and Scales link on the Competencies website: ( petencies.html) Let's see how CSAA IG defines the competency of STRATEGIC VISIONING: [Read the slide.] After reading the slide: Let's take a deeper look at these behaviors. Facilitator Notes: These are expanded descriptions that are found in the Competencies Development Guide for Personal Success link on the Competencies website. P a g e 6

8 Behavioral Traits of Strategic Visioning Facilitator Note: Show the slide and debrief on these points. Duration: 15 minutes Facilitator Tip: Instead of just reading these behaviors, perhaps have different participants read a behavior and provide examples from their experience. In the interest of time, choose two behaviors to highlight in class. Include the link/location of the entire list of competencies, but present just two in a manner to peak participant s interest. For example let s look at the first one: 1. Creating a picture of the future state How would you go about doing this? This behavior mentions SWOT analysis do you know what that is? We will learn about it in the video to follow. As you review these behaviors, be on the lookout for opportunities that help you plan your future vision, such as new ways to gather data about the current state. Generally, the behaviors that drive strategic vision are: 1) Creating a picture of the future state: Articulate a bold vision for your organization by using decision-making tools such as market segmentation, SWOT analyses, fishbone diagrams, and decision trees or forecasting techniques, and understanding your competitors products, services, and strategies. 2) Translating vision into actions: To translate your organization vision into action, identify objectives to improve the business processes, clarify employee roles, seek inputs, buy-in and support on the plans from stakeholders. 3) Developing strategies to support change: Develop a clear picture of the future state, assess the current state, and then create a gap analysis; identify the possible consequences of implementing change, and identify key P a g e 7

9 stakeholders to support a change or transition. 4) Thinking strategically about short- and long-term issues: Identify organizations that have succeeded by recognizing the need for change versus those that failed; create forums for ideas and insights to be exchanged; view data and facts, read business plans, and regularly evaluate the short- and long-term business goals. 5) Using business knowledge to increase value: Identify action plans to achieve alignment and synergy, track and measure the business success factors, identify obstacles to overcome, and articulate hypotheses for problems and seek data. 6) Connecting the vision to employee impact: Ensure that employees have a clear set of expectations in achieving organizational goals and their goals link to your department and organizational goals. Decision Making Tools Facilitator Note: Show the slide and begin presentation of several decision making tools. Problem solving and decision-making are important skills for business and life. Problemsolving often involves decision-making, and decision-making is especially important for management and leadership. There are processes and techniques to improve decision-making and the quality of decisions, including: Market segmentation SWOT analysis Fishbone Diagrams Decision Trees Forecasting Techniques let's take a look at each one of these tools. P a g e 8

10 Decision Making Tools - Market Segmentation Facilitator Note: Show the slide and begin explaining Market segmentation. Market segmentation is a marketing strategy which involves dividing a broad target market into subsets of consumers, businesses, or countries who have, or are perceived to have, common needs, interests, and priorities, and then designing and implementing strategies to target them. Market segmentation strategies are generally used to identify and further define the target customers, and provide supporting data for marketing plan elements such as positioning to achieve certain marketing plan objectives. Businesses may develop product differentiation strategies, or an undifferentiated approach, involving specific products or product lines depending on the specific demand and attributes of the target segment. Decision Making Tools - SWOT Analysis Facilitator Note: Show the slide and begin explaining SWOT Analysis. A SWOT analysis (alternatively SWOT matrix) is a structured planning method used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective Strengths: characteristics of the business or project that give it an advantage over others. Weaknesses: characteristics that place the business or project at a disadvantage relative to others. P a g e 9

11 Opportunities: elements that the project could exploit to its advantage. Threats: elements in the environment that could cause trouble for the business or project. Identification of SWOTs is important because they can inform later steps in planning to achieve the objective. Decision Making Tools - Fishbone Diagrams Facilitator Note: Show the slide and begin explaining Fishbone Diagrams. A fishbone diagram is useful in brainstorming sessions to focus conversation. After the group has brainstormed all the possible causes for a problem, the facilitator helps the group to rate the potential causes according to their level of importance and diagram a hierarchy. The design of the diagram looks much like a skeleton of a fish. Fishbone diagrams are typically worked right to left, with each large "bone" of the fish branching out to include smaller bones containing more detail. There are four steps to using the tool. 1. Identify the problem. 2. Work out the major factors involved. 3. Identify possible causes. 4. Analyze your diagram. P a g e 10

12 Decision Making Tools - Decision Trees Facilitator Note: Show the slide and begin explaining Decision Trees. A decision tree is a decision support tool that uses a tree-like graph or model of decisions and their possible consequences, including chance event outcomes, resource costs, and utility. It is one way to display an algorithm. (step-by-step set of operations to be performed). As an example, this decision tree describes the following discount policy: Bookstores get a trade discount of 25%; for orders from libraries and individuals: 5% allowed on orders of 6 19 copies per book title 10% on orders for copies per book title 15% on orders for 50 copies or more per book title Decision Making Tools - Forecasting Techniques Facilitator Note: Show the slide and begin explaining Forecasting techniques. Primary forecasting techniques help organizations plan for the future. Some are based on subjective criteria and often amount to little more than wild guesses or wishful thinking. Others are based on measurable, historical quantitative data and are given more credence by outside parties, such as analysts and potential investors. While no forecasting tool can predict the future with complete certainty, they remain essential in estimating an organization's forward prospects. Following are four primary forecasting techniques. Delphi Technique The RAND Corporation developed the Delphi Technique in the late 1960s. In the Delphi Technique, a group of experts responds to a series of questionnaires. The experts are kept P a g e 11

13 apart and unaware of each other. The results of the first questionnaire are compiled, and a second questionnaire based on the results of the first is presented to the experts, who are asked to reevaluate their responses to the first questionnaire. This questioning, compilation and re-questioning continues until the researchers have a narrow range of opinions. Scenario Writing In Scenario Writing, the forecaster generates different outcomes based on different starting criteria. The decision-maker then decides on the most likely outcome from the numerous scenarios presented. Scenario writing typically yields best, worst and middle options. Subjective Approach Subjective forecasting allows forecasters to predict outcomes based on their subjective thoughts and feelings. Subjective forecasting uses brainstorming sessions to generate ideas and to solve problems casually, free from criticism and peer pressure. They are often used when time constraints prohibit objective forecasts. Subjective forecasts are subject to biases and should be viewed skeptically by decision-makers. Time-Series Forecasting Time-series forecasting is a quantitative forecasting technique. It measures data gathered over time to identify trends P a g e 12

14 High Performance Development Model Facilitator Note: Show the slide and explain the 70/20/10 model. Applying these behaviors is key to effectively displaying this competency. The fact is, as enjoyable as this class has been, you learn far more from applying and practicing on the job, as is described in this High Performance Development Model. This High Performance Development Model (often referred to as the 70/20/10 model) refers to the philosophy that the most effective way to learn and develop a new skill or behavior is to apply and practice it on the job and in real life situations. The 70/20/10 model displays how learning occurs: 70% from real life and on-the-job experiences, tasks and problem solving. This is the most important aspect of any learning and development plan. 20% from feedback and from observing and working with role models. 10% from formal training. As we mentioned earlier, you now have an action plan template that you can use to help plan your next steps to apply and practice these behaviors on the job. P a g e 13

15 Video Facilitator Note: Save the presentation deck to your local drive, if you have not done so. Display and click on slide containing the video to play it. Duration: 7 minutes Let s watch a video. [Once the video is over:] Ask: In the video you learned about SWOT. Can you explain what SWOT is? (Answer: Strengths, Weaknesses, opportunities, threats. This is the market data you gather about what is going on now.) No plan is complete until when? (Answer: Until you talk about how you re going to execute the plan) Debrief: Hear from a few participants Transition: Let s delve a little deeper into this planning process in the following discussion. Personal Story Duration: No more than 5 minutes Show the slide and present your story. Let me tell you about an experience I had that deals with strategic visioning. Facilitator Notes: Refer to the library of leader stories link on the Competencies in Practice web page. P a g e 14

16 Discussion Activity Duration: 15 minutes Facilitator Tips: Encourage everyone to allow their most idealistic, hopeful, and positive ideas to shine through. Don't worry right now about what's practical and what's not - this can be narrowed down later. Encourage everyone to be bold and participate. Let s focus on the the following questions: What are our broad aspirations for our organization and the concrete goals against which we can measure our progress? What capabilities are necessary to succeed the way we want? What management systems are necessary to build and maintain the key capabilities? Debrief: Crafting your strategy in relatively small and concrete chunks and honing the answers to these questions through iteration will get you a better strategy with lesser effort and time. Think a little bit about your aspirations and goals, check and modify, then down to Capabilities and Management Systems to check whether it is really doable, then back up again to modify accordingly. Transition: Let us see what some of the legends said about strategy and vision. P a g e 15

17 Quotes from Famous Personalities Facilitator Note: Show the slide and review the quotes. Duration: 5 minutes Here are the quotes of a few famous personalities on strategic vision. 1) However beautiful the strategy, you should occasionally look at the results. - Winston Churchill 2) Strategy is about making choices, tradeoffs; it's about deliberately choosing to be different. - Michael Porter 3) Leaders establish the vision for the future and set the strategy for getting there. - John P. Kotter Ask: Do you agree with them? What would you add? Debrief: Hear from a few participants. Transition: Let us look at the key takeaways from this session. Summary Facilitator Note: Show the slide and summarize the pointers Hear from the participants and answer their questions Duration: 5 minutes Now that we have come to the end of this session, you should be able to: Define Strategic Visioning and how it applies to your position Explain the behaviors attributes that drive strategic visioning Prepare an action plan for how you can support the overall company vision P a g e 16

18 Let s reflect a moment on what we just learned. Developing effective vision is the most important task your organization will ever do because it impacts almost everything else. Planning for the future involves analyzing current Strengths, Weaknesses, Opportunities, and Threats. Ask: Have you thought about how you will apply what you ve learned today to your job tomorrow? We hope that this session has allowed you to feel more confident now in your group's ability to create successful and inspiring vision. Remember, think broadly and boldly! Debrief: Hear from a few participants High Performance Model: Review Facilitator Notes: To review, this chart reminds you that the most effective way to learn and develop a new skill or behavior is to apply and practice it on the job or in real life situations. Time est: 3 P a g e 17

19 Competency Model: Review Facilitator Notes: And here you see our competency model again we urge you to access this site often as you prepare your action plans. Time Est: 1 P a g e 18