The Right Target The Ken Blanchard Companies. All rights reserved. Do not duplicate.

Transcription

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2 The Right Target

3 The Power of Vision Maximize each person s contribution Feel part of something larger See how your part contributes See the whole picture Everyone is rowing in the same direction

4 What happens when there is no vision?

5 How can our team have a vision when our department doesn t have one. How can we have a vision when our organization doesn t have one. How can I have a vision when my boss doesn t have one.

6 Vision Can Start Anywhere - At the top of the organization - In a division - In a department - Teams and work units - Special projects - Your own individual work Think of a particular group over which you have a measure of influence.

7 Do You Have a Compelling Vision? 5= Frequently 4=Often 3=Sometimes 2=Occasionally 1=Rarely Does everyone on your team share the same vision? Does it excite, inspire, and motivate you? Does it explain what business you are in? Does it help you make strategic decisions? Does it help you identify priorities? Does it provide guidelines that help you make daily decisions? Does it provide direction - create a clear picture of what you intend to accomplish? 2003 Jesse Stoner. Creating Your Organization s Future. Do not duplicate.

8 How Aligned Is Your Team? Score Mobilized Forming Typical 24 or less Unfocused 2003 Jesse Stoner. Creating Your Organization s Future. Do not duplicate.

9 The Three Elements of a Compelling Vision Significant Purpose Clear Values Picture of the Future

10 1 2 Craft Compelling Vision Significant purpose Clear values Picture the future Creative Tension Honest description of the present 4 How It s Communicated 3 How It s Created Dialogue and involvement Create alignment How It s Lived 5 Talk about it, ALL THE TIME Consistent messaging Use it to guide you Build capabilities Align systems and structures Evaluate, celebrate, persist 2003 Jesse Stoner. Creating Your Organization s Future. Do not duplicate.

11 Leadership is about going somewhere. If you don t know where you re going, your leadership efforts don t matter. Ken Blanchard and Jesse Stoner

12 Treat Your Customers Right

13 How does a Relentless Focus on Customer Results help you Serve Customers at a higher level?

14 Welcome to the Customer Service Age INDUSTRIAL AGE TECHNOLOGY/ INFORMATION AGE CUSTOMER SERVICE AGE

15 Customer-Related Shifts From Profitable transactions Getting customers Measuring customer satisfaction Organized by function or product units Rely on information about customers Proactive interactions with customers Employee as employee (equal opportunity abuse) To Customer lifetime value Keeping customers Measuring customer value and loyalty Organized by customer segments Rely on information from customers Real-time personalized interactions with customers Employee as volunteer (tight job market) PW viii

16 If you want to create raving fans, you need to show people that you C.A.R.E.

17 I CARE to serve you at a higher level Ideal Service Create the Culture with a strong vision and values Attuned to Customers Responsive People Effective Leadership PW 12

18 Listening? Does anyone really listen anymore?

19 External Customer Profile *Learning increases loyalty. (Marcus Buckingham, 2005) *Learning increases loyalty. (Marcus Buckingham, 2005)

20 Responsive people who lead at a higher level create an emotional connection and consistently create positive, defining moments with their customers.

21 Treat Your People Right

22 Empowerment is the Key

23 Empowerment means we have fewer people to do more work.

24 Empowerment it s an excuse for downsizing.

25 Empowerment? It s another way for managers to abdicate their own responsibility.

26 Empowerment is a fad. I have no idea what it means.

27 The problem with empowerment is that when something goes wrong there s no one else to blame.

28 Empowerment is The creation of an organizational climate that releases the knowledge, experience, and motivation that reside in people.

29 Empowerment is the Key 1. Share information with everyone. 2. Create autonomy through boundaries. 3. Replace the old hierarchy with self-directed individuals and teams.

30 SUPPORTIVE BEHAVIOR Situational Leadership II The Integrating Concept Self One-to-One DIRECTIVE BEHAVIOR Self SUPPORTIVE BEHAVIOR SUPPORTIVE BEHAVIOR DIRECTIVE BEHAVIOR DIRECTIVE BEHAVIOR Teams INSPIRING FOCUSING Organization

31 Self Leadership The Needs Model

32 What Are Your Critical Business Outcomes? Productivity Retention Profitability Customer Satisfaction Other Buckingham, Coffman, Clifton First, Break All the Rules ; Now, Discover Your Strengths

33 Self leadership is having the mind-set and the skill set to take responsibility and initiative for succeeding in your workrelated role. Ken Blanchard and Susan Fowler

34 One to One Leadership

35 The Three Skills of a Situational Leader Diagnosis assessing development needs Flexibility using a variety of leadership styles Partnering for Performance reaching agreements with people about which leadership style to use

36 Partnering for Performance Reaching agreements with people about their development level and the leadership style needed to help them achieve individual and organization goals

37 One to One Leadership

38 Essential Skills for Partnering for Performance One Minute Goal Setting One Minute Praising One Minute Reprimand One Minute Apology

39 Team Leadership

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41 Purpose and Values Empowerment Relationships and Communication Flexibility Optimal Productivity Recognition and Appreciation Morale

42 Top Ten Reasons Why Teams Fail 1. Lack of a sufficient charter 2. Unsure of what requires team effort 3. Lack of mutual accountability 4. Lack of resources 5. Lack of effective and/or shared leadership

43 Top Ten Reasons Why Teams Fail 6. Lack of planning 7. Lack of management support 8. Inability to deal with conflict 9. Lack of focus on creativity and excellence 10. Lack of training

44 Organizational Leadership

45 Leading Change Core Beliefs 1. Most change efforts get derailed/fail for predictable reasons. No compelling reason for change No vision for the future Bad planning Poor execution Ineffective leadership Little or no involvement by the people who are affected by the change

46 Leading Change Core Beliefs 2. Organizations don t change until individuals change. 3. Individuals have predictable concerns with change that can be surfaced and resolved. 4. If concerns aren t addressed or if individuals are not involved in planning the change, energy is blocked or misdirected and the change may never be implemented. 5. Leadership at all levels of the organization is required for change to be successfully implemented. 6. The best way to initiate, implement, and sustain change is to increase the level of influence and involvement from the people being asked to change. 7. All change efforts should build change leadership. capability. You build this capability by the strategies and methods you use to implement change.

47 Stages of Concern Model

48 The Leading Change Model

49 The Leading Change Model

50 The Right Kind of Leadership

51 The SERVE Model See and Shape the Future Engage & Develop Others Reinvent Continuously Value Results & Relationships Embody the Values

52 The SERVE Model See and Shape the Future Engage & Develop Others Reinvent Continuously Value Results & Relationships Embody the Values

53 Leadership - Profit Chain

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56 Elements of a Leadership Point of View 1. What did you learn about leadership from the influencers (leaders) in your life who have had the greatest impact? 2. Why are you here, and what do you want to accomplish? 3. Which of your core values will guide your behavior as you attempt to live your life on purpose? 4. What are your beliefs about leading and motivating people? 5. What can your people expect from you? 6. What do you expect from your people? 7. How will you set an example for your people?