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A Few Notes from Our Workshop

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Title: A Few Notes from Our Workshop


1
A Few Notes from Our Workshop
  • Bill Thomas

2
Phase-10 - Execute
3
Strategy - What is it?
  • A complete game or master plan that you formulate
    perfect to help you accomplish your detailed
    vision/goal
  • The entire layout of how everything fits together
    to produce the ultimate result you are
    continuously after
  • The physical, intellectual, spiritual and
    developmental forces you can possibly combine and
    marshal together to maximize the impact, outcome
    and success of your venture.
  • The exercising of a complete and commanding
    control over all your competitors, their issues
    and situations, threats, opportunities - helps
    you meet your challenges under the most
    advantageous conditions you can orchestrate.
  • A vision that you carefully, methodically,
    calculatingly execute to achieve goals using
    specific 'staged' targets or milestones that each
    campaign, action or tactic is designed to
    accomplish.

4
Key Ingredientsin Your Strategic Soup
5
StrategicallyManaging vs. Leading
  • Managing - doing things/routines the 'right' way
  • to bring about
  • to accomplish
  • to have responsibility for
  • to conduct
  • to have charge of
  • to control
  • Leading - doing or creating the 'right' things
  • to influence
  • to guide
  • to envision
  • to judge or discern
  • to create
  • to change

6
Major Strategic Archetypes
Meaning via Communication
Attention through Vision
Deploy Self through Positive self-regard
Trust through Positioning
7
Managing "Attention through Vision"
  • Creating of Focus - use your Agenda to provide
    you with a concern for measurable,
    clearly-defined outcomes.
  • Develop compelling Visions that are magnetic and
    pull and grab the attention, passion and
    commitment of people if your vision grabs you,
    then it will grab others too - refer to Empowered
    Envisioning tutorials.
  • Be crystal, precise and emphatic when
    communicating your desired outcome to others -
    pay your full attention to the outcomes you must
    have.
  • Use your intensity as a source of power like a
    battery, allow your vision to animate, inspire,
    transform your purpose into action, to persuade
    others that your mission is important, to be
    determined to succeed.
  • To receive attention you must also pay attention!

8
Articulating"Meaning through Communication"
  • The "art" of turning ideas into tangible,
    accessible, comprehensible objects in the hearts,
    minds imaginations of people.
  • Sharing, presenting, discussing your meanings,
    feelings, beliefs, impulses.
  • First process it, then connect with its meaning,
    then extend it to others.
  • Chart shows how to succeed in describing your
    meanings for operating, thinking or inspiring

9
Establishing"Trust through Positioning"
  • Trust suggests accountability, predictability,
    reliability.
  • Positioning demands persistence, determination,
    "stick-to-itiveness", unfailingly being
    tenacious, being loyal to your position, creed or
    point-of-view.
  • Consistently adhering to your declared intent, by
    reinforcing it under stressful conditions,
    modeling it by your example, by striving for it
    everyday, in every way.
  • Acquire and wear your purpose, your dedication to
    your ideals, and your beliefs like your clothes.
  • Remain stalwart, intact, maintain your
    self-image, accept responsibility for every act,
    decision direction.
  • Effective leadership takes risks, courageous
    patience, and a desire for sustaining your
    purpose with integrity.

10
Deploying Yourself through Positive Self-regard
  • Positive Self-regard is an ability or capacity
    to
  • know your purpose
  • know your worth value
  • know your strengths
  • compensate for your weaknesses
  • nurture your own skills
  • fit your skills to the needs
  • induce a positive self-regard in others
  • improve your emotional intelligence
  • To Deploy Yourself
  • be Creative
  • be a Healer
  • be "on-purpose"
  • be Disciplined
  • be Highly Skilled
  • be an Eager Learner
  • be Discerning
  • be a Communicator
  • be a Courteous Lover
  • be Confident Willing to Trust...

11
Deployment of Selfthrough Outcome Judgments
  • How you judge or assess your "Outcomes" depends
    on your "Self-regard - "outcomes" can be viewed
    as -
  • positive
  • negative
  • risky e.g.,"positive-negative" or
    "negative-positive" regard

Leaders can be...
Positive
Self-regard
Negative
12
Establishing"Trust through Positioning"
  • Trust suggests accountability, predictability,
    reliability.
  • Positioning demands persistence, determination,
    "stick-to-itiveness", unfailingly being
    tenacious, being loyal to your position, creed or
    point-of-view.
  • Consistently adhering to your declared intent, by
    reinforcing it under stressful conditions,
    modeling it by your example, by striving for it
    everyday, in every way.
  • Acquire and wear your purpose, your dedication to
    your ideals, and your beliefs like your clothes.
  • Remain stalwart, intact, maintain your
    self-image, accept responsibility for every act,
    decision direction.
  • Effective leadership takes risks, courageous
    patience, and a desire for sustaining your
    purpose with integrity.

13
Deploying Yourself through Positive Self-regard
  • Positive Self-regard is an ability or capacity
    to
  • know your purpose
  • know your worth value
  • know your strengths
  • compensate for your weaknesses
  • nurture your own skills
  • fit your skills to the needs
  • induce a positive self-regard in others
  • improve your emotional intelligence
  • To Deploy Yourself
  • be Creative
  • be a Healer
  • be "on-purpose"
  • be Disciplined
  • be Highly Skilled
  • be an Eager Learner
  • be Discerning
  • be a Communicator
  • be a Courteous Lover
  • be Confident Willing to Trust...

14
Deployment of Selfthrough Outcome Judgments
  • How you judge or assess your "Outcomes" depends
    on your "Self-regard - "outcomes" can be viewed
    as -
  • positive
  • negative
  • risky e.g.,"positive-negative" or
    "negative-positive" regard

Leaders can be...
Positive
Self-regard
Negative
15
Empowerment ParadigmsCore Frameworks
  • Empower others to translate "intention" into
    reality and sustain it!
  • Power is a unit of exchange - an active, changing
    token in creative, productive communicative
    transactions.
  • Put duality into motion - from power to
    empowerment from empowerment back to power.
  • Uses "pull" style to lead - attracts energizes,
    motivates enrolls and influences others.
  • Reciprocates and Accompanies, Harvests and
    Reaps...

16
EmpowermentParadigms I II
  • Significance - when your strategy shows that
  • they make a difference for the organization or
    world
  • they feel like they are or involved with or at
    the active center of the society or social order
  • they perform 'serious' acts that vitally affect
    people's lives, where their actions are at the
    "heart of things"
  • Competence - when your strategy enables them
  • to develop and learn on the job or in special or
    unique work-related assignments
  • to increase or strengthen their sense of mastery
    over the usual and unusual work challenges
  • to expand their horizons via enhanced performance
    alignment with organizational goals

17
EmpowermentParadigms III IV
  • Community
  • feels joined in a 'common purpose'
  • feels a sense of reliance on each other
  • exquisite coordination of complicated efforts
  • Enjoyment
  • has fun
  • gets immersed in the 'game of work'
  • goes beyond striving merely for the objective of
    "satisfying needs"

18
Human Resources, People Resource Change
ManagementPhase-9
19
Human Resources, People Resource Change
Management
Your Focus on In Terms of What ways? What else? Other areas?
Commitment to Actions, attitudes, hopes, etc. Essence elements of people or change Nature components of events, technology relationships
Embracing people Motives, attitudes, reasons, etc. Discuss your insights into people Describe the value of your people
Toward your people or change Actions, behaviors, attitudes, etc Describe your soul, integrity, ambitions Describe your principles, morals, etc. Define goals, your vision, purposes, etc.
20
Your Venture Business Idea 4Change Requirements
  • What is unknown ?
  • What data is available ?
  • What is the condition ?
  • Can condition be satisfied ?
  • Is condition sufficient ?
  • Is condition redundant ?
  • Is condition contradictory ?
  • Can you draw a diagram ?
  • Can you devise some notation ?
  • Have you seen problem before ?
  • Have you seen problem in similar form ?
  • Could any theory/theorem/tools be used ?
  • Could you restate the problem ?
  • Could you review the definitions ?
  • Can problem be decomposed into smaller problems ?
  • Is there a more general problem ?
  • Is there a more specialized problem ?
  • Could you solve a part of the problem ?
  • Could you relax the condition ?
  • Could something useful be derived from the data ?
  • Did you use all the data ?
  • Did you use all the condition ?
  • What are the assumptions ?
  • Can assumptions be challenged ?

21
Your Venture Business Idea 5Whats Your
Proposal?
  • Could you restate the problem?
  • Could you review the definitions?
  • Can problem be decomposed into smaller problems?
  • Is there a more general problem?
  • Is there a more specialized problem?
  • Could you solve a part of the problem?
  • Could you relax the condition?
  • Could something useful be derived from the data?
  • Did you use all the data?
  • Did you use all the condition?
  • What are the assumptions ?
  • Can assumptions be challenged?
  • Allow user customization
  • Provide clearly marked exits
  • Provide shortcuts, e.g. hotkeys
  • Hide unnecessary complexity and details
  • Minimize user memory load, mental processing,
    input switching and interaction
  • Provide mental model using analogies, metaphors
  • Speak the user's language

22
Personal Needs Choices
23
A Cognitive Map for Leaders
24
What is Reality?
25
Dynamics Activity Change
26
Trade-In Your Old Model T for The New
  • Typical Sovereignty to Synergies
  • Time Years to Nanoseconds
  • Technology Perceptible to Imperceptible
  • Technique Chain Gangs to Value Chains
  • Talent Hands Eyes to Hearts Minds

27
Why T Levers?
  • Sustainable Innovation involves imagining,
    shaping negotiating a series of
  • Physical Alterations
  • Intellectual Adaptations
  • Spiritual Awakenings
  • Developmental Applications

28
T Levers - 1
Talent_Impacts WHO - in terms of the following
attributes, traits and beliefs 1. Intellectual
cognitive abilities, knowledge acquisition and
cataloging practices, systems/critical thinking,
educational attainment, literacy enrichment
schemes, etc. 2. Social mentoring or counseling
programs, number or breadth of networks, types
and depths of communities of practice or
peer-to-peer relationships, etc. 3. Physical
height, weight, wellness and health conditions,
physical stress, etc. 4. Psychological
emotional intelligence, mental health stress,
etc. 5. Ethnographic identification with which
ethnic groups or cultures, etc. 6.
Anthropological cultural tribal affiliations,
cultural structures or heritage, etc. 7.
Theological doctrines held concerning religious
faith, practice and experience , 8. Cosmological
metaphysical view dealing with the nature of
Scenario universe
29
T Levers - 2
Technique_Impacts HOW - in terms of the
following efficiencies avoiding a loss or waste
of energy, effectiveness producing decisive,
desired or decided effects, efficacies
containing the power to produce an effect and
competences possessing the essential abilities
or qualities Strategic Intent clarify,
communicate, management, sustain, recognize
reward Recruitment Retention Performance
Management Core Competences identification,
planning, organization, communicate, management,
education, development, enrichment,
acquisition Delivery of Value Supply
Chain Continuous Improvement Channel
Management Customer Relationship Portfolio
Management Sustainability Time-compression Core
Organizational Processes costs fiscal
management, records production storage, safety
security, materials acquisition
replenishment, etc.
30
T Levers - 3
Technological_Impacts WHAT in terms of the
following requirements, applications, systems,
interfaces, gateways, databases or data
repositories, networks, robots or agents Total
Quality Management Mission-Critical Operational
Support Strategic Management Intent
Controls Human Resources Enterprise Resource
Planning and Management Competitive
Intelligence SME Knowledge Customer
Relationships Supply Chains Distribution
Marketing Channels POS/POP points of sale,
points of presence coupon distribution,
incentives, special offers or premiums, up-sells,
etc.
31
T Levers - 4
Time_Impacts WHEN in terms of the following
horizons, visions, decisions, executions,
excursions and perturbations Historical Context
and Relevance Being in the Present Current
Episodes Consequences and Ramifications Trends
and Rates of Change Tomorrow The
Future Future-Perfect Typical_Impacts WHY - in
terms of the following assumptions, paradigms,
perspectives, characteristics, conformities and
congruencies 1. Industry type, class, group,
etc. 2. Generally Acceptable Practices
standards, traditions, inter-working agreements,
accounting or bookkeeping, settlements, etc. 3.
Professional Accreditations certifications,
practices, disciplines, policies, standards,
etc. 4. Business Model strategic, operational
and tactical, fiscal controls, finance and
funding schemes
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