STRATEGY IN ACTION

Dates: March 26th & 27th

A highly interactive session for middle managers and supervisors, dedicated to improve their professional and personal development skills.

Share personal experiences and individual learning style.

Learn from each other.

Facilitators: Mauro Calcano,

3 Hour Session Lectures Group Dynamics Video Wrap-Up & Feedback

Group Dynamics

Business Scorecard Executive Toys Management Style Survey

Videos

A Peacock In The Land Of Penguins Pigeonholed In The Land Of Penguins

We’re Also Going to Have Some Fun Today:

Introduction: Farm Animals

What does strategy mean to you?

Strategy is long-range planning in order to development a tactical plan

Tactics deals with the use of competencies in actual implementation

Strategy in Action – combines both to adapt behavior and provide structure in order to achieve continuous improvements

“BELIEVING THAT LASTING ORGANIZATIONAL CHANGE AND ACTION, TAKES PLACE ONLY

THROUGH AND WITH PEOPLE”

HOW IS THIS REALIZED?Through Action Leadership

1. Managing Vision and Purpose Communicating an exciting vision of the

future for the business Helping people understand how their jobs

contribute to the overall success of the business

Ensuring clarity through consistent actions

2. Strategic Capability Developing strategies and plans that are

responsive to the long term needs of the business

Understanding the strategic implications to the business

3. Dealing with Ambiguity Managing change in a thoughtful & well

planned manner, rather than a reactive one

4. Business Acumen Understanding the critical leverage points of the business and the changing environment.

5. Functional Excellence Keeping up to date with your own developments in your field or function

6. People Development & Building Effective Teams Leadership should be team-focused and shared, rather than driven by a single person

Problem Solving & Decision Making

The pace of change today, because of globalization, world

flattening technology, innovation, information access,

economic and financial fluctuations, are both incredible

and unbelievable.

SPEED TO MARKET

THE KEY TO GOOD STRATEGY DEVELOPMENT IS IN:

An Organizational Model

STRATEGY

STRUCTURESYSTEMS &

PROCEDURES

TEAM &

PERSONAL COMPETENCIES

PROBLEM SOLVING

DECISION MAKING

SITUATION APPRAISAL

Tips For Strategy In Action

Participate actively

Don’t just listen to the words; listen to the content and meaning

Ask questions to clarify or confirm your understanding

State your own thoughts

Act like a unified team

Intended Results Of Strategy In Action

1. More clarity about desired performance and what is expected of you

2. More effective cooperation between team members

3. Better interaction and feedback about performance needed and results desired

Intended Results Of Strategy In Action

4. Improved communication and understanding

5. Develop your style of management and leadership

6. Much attention to communication is required between you and team members, in terms of building and maintaining commitment

WHAT ARE THE TOP 3 THINGS YOU WANT TMX PHILLIPINES TO BE KNOWN FOR?

WHAT DO WE DO THAT IS WORLD CLASS?

Strategy Challenge

Enable management to align actions with strategy by:

Supporting and defining critical success factors and key performance indicators

Providing effective tools to realize agreed performance standards

Input – Throughput – Output - Strategy

Added Value

Strategy Task You

Feedback

Input Output

Strategy Development

What is

the TMX Cebu

business

environment?

Values & Beliefs

Customer

Business Core

Competence

G&O

Strategies

SIA

SIA

SIA

SIA

SIA Implementation

VISION

Strategy

In

Action

Performance

Strategy Implementation

Strategic Feedback and

Learning

Performance Assessment

and

Goal AlignmentFinancial Planning

and Resources Allocation

Strategy and Vision

Vision and Strategy are not actionable

Strategy is linked to Departmental, Team and Individual Goals

Feedback is Strategic

Strategy is linked to resource allocation

Impact Of Strategy

NEEDS TO:

1. Define action plans and timing

2. Define and align priorities

3. Assess and improve management competencies

4. Enable and empower management to improve business performance

Linking Behavior To

Strategy In Action

Employee

Responsibility

Skills,

Knowledge, &

Attitude

Motivation &

Behavior

Individual

Objectives

Team Objectives

Company

Goals Current

Performance

Company

Strategy

Behavior

Knowledge

Values

Motives

YOU

Drive

Motivation

Developing Skills

Problem Solving &

Decision Making

It’s about

Strategy In Action

What are Competencies?

The delivery of desired results through skill development

This can only be achieved through: Knowledge Personal Characteristics Desire to Achieve Training and Development

What are Competencies?

Competencies are visible by:

Measurable RESULTS

Perceived BEHAVIOR and ATTITUDE

Check () the top 4 skills listed below that are most important for success in your job:

____ 1. Setting goals

____ 2. Planning

____ 3. Managing several assignments at once

____ 4. Obtaining feedback for self-improvement

____ 5. Listening to and understanding others

____ 6. Dealing with the feelings of others

____ 7. Creating an enthusiastic, positive work climate

____ 8. Getting cooperation from others

____ 9. Determining the needs of customers

____ 10. Gaining respect quickly

____ 11. Asking questions to get needed information

____ 12. Communication in writing and/or orally

____ 13. Managing projects

____ 14. Thinking in a disciplined, logical manner

____ 15. Taking the initiative as problems and opportunities arise

____ 16. Making decisions

____ 17. Striving for top quality

____ 18. Managing other people

____ 19. _______________________________________________________

Types Of Competencies

Managerial Give direction Organize work processes Motivate people

Functional Deliver results Improve processes

Organizational Customer satisfaction Communications Collaboration Management support

Types Of Competencies

JOB

TEAM

YOU

•Know work process thoroughly•Run work processes efficiently and effectively•Continuously improve work processes

•Give direction•Set performance standards•Organize resources•Manage relationships•Control progress

•Build effective relationships•Set behavioral standards•Provide feedback•Develop personnel

Key Management Competencies

In-depth Knowledge the Business

Thinking Strategically

Leadership Aptitude

Developing Plan

Interpersonal Skills

Leadership is learned . It cannot be effectively developed without a focused approach.

Leadership is developed. The competencies and behaviors required for success in TMX are shaped by specific business strategies and organizational challenges.

An effective leadership enhancement system will utilize a developmental approach to leverage learning over time.

Leadership, management, influence, team, and process improvement skills, are highly interdependent. They need to be mastered by managers at all levels.

Leadership

Managing vision and purpose Communicating an exciting vision of the future for the

business Helping people understand how their jobs

contribute to the overall success of the business

Strategic capability Developing strategies and plans that are responsive to

the long term needs of the business Understanding the strategic implications of decisions

Leadership

Leadership

Dealing with ambiguity Managing change in a thoughtful and well planned

manner, rather than reactive one

Business acumen Understanding the critical leverage points of the

business, the changing industry, and market conditions

Leadership

Functional excellence Keeping up to date with leading edge developments

in your field or function

Design high performing teams To support and drive business performance

Vision/

ManagementPersonal Growth

Strategy in Action

Problem SolvingDecision Making

Facilitating by:

Building Awareness

Mapping Processes

Improving Systems

Communicating Results

Integrating Actions

Renewing Processes in:

Manufacturing

Engineering

Finance/IT

Distribution

Assembly

Human Resources

Competency Flow

YOU NEED TO….

1. Define and clarify the concept of Decision Making

2. Why is Problem Solving essential to success?

3. Define a process for assessing current state of your business and the desired outcome

4. Measure and manage the gap between problem solving and decision analysis

5. Explore alternate approaches to create positive change

Problem Solving And Decision Cycle

DO

REFLECT

THINK

DECIDE

Strategy In Action: A Structured Approach

Planning PhaseGather all necessary resources and develop timetable and contingency plans

Definition PhaseDefinition Phase

Determine and agree upon scope and objectives of the project, and get a clear idea of necessary resources (costs)

Implementation PhaseImplementation Phase

‘Do’ the project, monitor progress, and modify if necessary

State The Objective

State the objective and end result- What you wish to achieve by focusing on achieving a specific task

Ask:What is the end result to be achieved?

What needs to be done to achieve the end result?

What actions are critical?

– Write short, clear statements– Include action, result, and modifiers– Time frame and cost are optional– Pick one to work on at a time

Develop Your Objectives

Identify criteria that will influence your choice by helping you to evaluate alternatives fairly:

Ask: What short- and long-term benefits or results do we want? What resources should we use or save? What restrictions influence this choice? What minimums must we meet?

Consider how time, cost, customers, management, etc. influence this choice Be clear and specific Use short statements-include measures Involve those who will approve, implement, or help

Set Priorities

Which objective should you work on first?

Consider impact on that objective: What is the current impact on people, safety, cost, customers, productivity, reputation, etc.?

What evidence do you have that it is an opportunity to work on?

What concern you most to achieve your plans?

Set Priorities

Future Impact…– If left unresolved, the situation will not improve.

– Which concern is getting worse quicker?

Time Frame…– What is the deadline? – When do you need to start?– Does the resolution become difficult, expensive, impossible, or meaningless?– What situation will be hardest to resolve later?

Identify Problem Solving Needed

Identify the appropriate systematic process to ensure effective and efficient use of analysis

Ask:Do we have a problem? What is the cause?Do we need to know cause?

–Problem Analysis

Do we face a choice?–Decision Analysis

Do we have an action or plan to protect (enhance)?–Potential Problem (Opportunity) Analysis

Do we need further clarification?–Situation Appraisal

Or do we need to simply take action?

Problem Definition

1. WHAT is the problem?

2. WHERE is the problem?

3. WHEN does the problem occur?

4. HOW big is the problem?

5. Is it your problem???

Important Questions To Ask:

What is the objective?

What does the group want to achieve?

What information do you have on hand to assist you in reaching your goal?

What specific problems do you need to overcome?

What details must be completed before the project is finished?

Who or what will bring the project to completion?

How will the group know if they have been successful?

Can the final result be quantified?

Questioning To Get To Problem Solving

Re-ask a question to get the most specific answer to make concerns specific and easier to work on Ask:

Turnaround questions-what happens if?Re-ask the question based on the answerLook for the most specific answer“What else…” questionsRe-ask the question in the same form-not listening!Look for the most complete answer

The “void” is when you stop making progress

Questioning Is A Key Skill

Success depends on using a systematic approach and asking questions effectively

Effective questioners understand: The intent behind their question The assumptions they have made The importance of choosing words carefully Where they are likely to get the answers

Open Questions

Ask questions that invite unrestricted answers in phrases or sentences, to gather or clarify new information

Start with “What, Where, When, How, Who, Why…”

Listen for a number of possible answers

Closed Questions

Ask questions that determine the possible answers, by the manner in which they are inquired, to check answers and show that you understand them

Start with “Do, Have, Will, Can, Are, Is…”

Be ready for a long answer even though you expect a short one

Active Listening

Paying attention Provide non-verbal cues such as eye contact, head nods,

smiles, etc.

Listening for the whole message Look for meaning, ideas, feelings, verbal and non-verbal

Hearing before evaluating Avoid premature conclusions Ask questions

Paraphrasing Paraphrase what you heard

Common Mistakes In Problem Solving

1. Underweighting alternatives by giving insufficient consideration to some options and exaggerating the attractiveness of others, leads to overconfidence in the option which is chosen and presented to management

2. Final solution – presenting the solution as a “fait accompli”. This can fail as there is no “buy-in” as the only and final one.

3. Simplicity – a need to reduce options to “easy to grasp” form or presenting over complex solutions to simple problem

4. Phobia in failing – an attitude of no competency, for numbers, causes glossing over the calculation on which decisions are grounded

5. Capability of clouding decisions further by not following organizational protocol; established process and routines or procedure are ignored. In a over-sensitive political environment – due process rules on which company and individual solely rely on almost without thinking, when making decisions in order to survive the “back lash” is quite common in matrix organization

Common Mistakes In Problem Solving

6. Imitating – identifying similar decisions taken by others and adopting to satisfy ones own particular problems is used to rationalize decision making

7. Satisfying – searching for an acceptable solution rather than the optimal one and only generating alternatives if the original option is rejected

8. Anchoring – over reliance on experience by identifying similar past situational analysis and using those decisions as possible outcomes

9. Experience – can be a poor basis for future learning's in that the link between individual actions and the aggregate consequences are distorted by time delays and misinterpretation of feedback

10. Once bitten – Twice shy. Experience of a bad decision or process causes reservation or inaction

Prepare Actions to Reduce Risks

Determine ways to minimize impact of the potential problem to limit damage if something does go wrong

Ask:What will you need to do if this happens again?What will minimize the effects if this happens?What can we do to recover as quickly, cheaply, and effectively as possible?

For potentially serious problems, consider the most likely risks first

Select reasonable contingent actions and prepare in advance

List Risks and Opportunities

Identify concerns that require action or directly impact you; Make them visible

Ask:What problems are occurring?What decisions need to be made?What plans should be implemented?What changes are anticipated?What opportunities exist?What bothers you about…?

Involve others, but create list without discussion then discuss

Effective And Successful LeadersRely On The Following Skills for

Decision Making:Active Listening Is essential to effective communication and coaching

(encouraging, restating, reflecting, summarizing, silence).

Feedback

&

Questioning

Is providing helpful and honest feedback to a person on their performance, whether positive or negative: on the disparity between what it is and where it needs to be presently and/or potential assignments; on strengths & weaknesses and expectations.

Coaching Builds on feedback; It’s almost coaching, counseling, training and facilitating. It’s helping other individuals learn.

High Performing Team Decision Making Characteristics:

A clear, elevating goal

Results – driven structure

Competent team members

Unified commitment

A collaborative climate

Standards of excellence

Principled leadership

Guidelines For Effective Decision Making

• Focus on sharing ideas, feelings, and information -vs- giving advice.

• Be specific NOT general.

• Focus on behavior rather than on the person or their personal characteristics.

• When appropriate, describe behavior in terms of “more or less” rather than “either / or”.

• Be sensitive to self-esteem issues. Privacy is usually best, if dealing with negative performance. Balance with strengths and positives if you can honestly do so.

• Focus on what and how things are done and said rather than on “motivations” or “why”.

• Timeliness of feedback is important. The more immediate the better.

• Assess how much information the employee can use, not the amount you want to unload.

• Address only one major issue at a time.

Guidelines For Effective Decision Making

Say what needs to be said, mean what you say, and act as if you mean it.

Hold others accountable for results.

Keep the session focused on the needs of the employee, not on your needs.

Focus on a description of the problem, not a judgment of it.

Focus on the exploration of alternatives.

Identify with the situation if you’ve been there.

End on a positive note, rather than with parental admonitions.

Follow-up to be sure communication is clear.

Guidelines For Coaching in Decision Making

Know your own strengths and coach from those.

Find others to coach in areas outside your strengths.

Regularly communicate with those being coached.

Be available to your staff.

Provide time, without agendas, in addition to formal coaching sessions

Be sensitive to the fact that your own behavior affects others.

Encourage your staff to coach one another.

Handling Questions About Your Decision Making

Receive and assess information given to you by others to make sure you can use the information you get

After you ask a question:ListenAcknowledgeConfirmRecord

If the answer does not match the question, acknowledge it and try again

If the answer is confusing, doubtful, incomplete, or too general, use turnaround or clarifying questions

Acknowledge and provide feedback

Effective Decision Making

Benefit from the process of synergism, which is:

When two or more people, united, achieve greater goals than the sum of the individuals

1+1= 3 OR 11

Effective Decision Making

Some members are particularly qualified to take on distinctive roles, such as thinkers, presenters, implementers and organizers.

The group should identify these advantages and play to these strengths.

Two way communication One way communication

Problem

Solving

Decision

Communicate information

Facilitate problem solving

Praise people

Listen to their concerns

Solicit input

Become involved in the decision making process

Explain the task

Train them

Communicate rationale

Promote change

Turn over responsibility for implementation

Turn them loose

Respond to their requests

Ask questions to clarify understanding

Don’t mingle

Set timetable

Show how to do the task

Establish standards

Specify roles

Communicate priorities

SIA

Team Building: Tinker Toys

•AIRPLANE

•WORKING ELEVATOR

•SWING SET

•MONORAIL

Team Building: Tinker Toys

TMX CEBUTMX CEBU

CREATIVE CREATIVE THINKINGTHINKINGin Decisionin Decision

MakingMaking

Objectives

• Identify policies and practices that block or hamper creativity in your organization

• Build a work environment that supports creativity• Use practical and fun techniques that increase creativity• Use brainstorming to generate new ideas• Be aware of factors that help or hinder creativity in a

group to which you belong

What is What is CREATIVITY?CREATIVITY?

Decision Making

Creativity is the ability to generate new and useful ideas

and solutions to everyday problems and challenges.

“Creativity is inventing, experimenting, growing,

taking risks, breaking “some” rules, making mistakes, and

having fun.”

Types of Creativity

• A new thing comes into being (creation)• Two previously unrelated things are

joined (synthesis)• A thing is improved or gains a new

application (modification)

Creativity helps our organization

• Find ways of working together more effectively• Find new or better solutions to problems• Be able to do more with less• Discover/create ideas for new products or services• Discover ideas to market and sell products• Find ways to help employees feel energized and

committed• Find ways to be more competitive, especially in the

global marketplace

In a creative environment:

• The climate is safe, non-threatening and non-judgmental

• There is time to brainstorm about problems and new ideas

• Risk taking is rewarded• Mistakes are viewed as learning opportunities• There is an atmosphere of collaboration

Three Ways to Improving Creativity

• Strengthen existing supportive forces--we can encourage creativity in our teams/culture

• Reduce inhibiting forces--we can remove mistake punishment and idea ridicule

• Add new supportive forces--we can include creativity as a requirement when hiring

Creativity Factors

• Our self-talk or self-criticism -- we tell ourselves that we aren’t creative and then we aren’t

• Stress drains energy that we could use to be creative

• Too many routines, or never getting out of our routines

• A strong belief that one way is the only right way• Fear of self-expression and of the judgment of

others can severely limit our creativity

Steps of Creative Problem-Solving:

• Define the Problem• Generate Ideas• Evaluate and Identify the Best

Solution• Implement

1.Reframing

2.Brainstorming

3.Thinking Hats

4.Creative Problem Solving

Creative Problem Solving Techniques

Guidelines for Brainstorming

1. Define the problem

2. Keep the session focused on the problem

3. Ensure that no one criticizes or evaluates ideas

4. Encourage an enthusiastic, participatory attitude

5. Encourage everyone to have fun, to come up with as many ideas as possible

6. Ensure that no train of thought is followed for too long

7. Encourage people to build on other people's ideas

8. Appoint a note-taker

To encourage and support creativity our company:

What steps do leaders/managers need to take?

What steps do employees need to take?

Leaders Need To:

• Embrace diversity

• Facilitate a climate of supportive communication

• Reward inventive and innovative creativity

• Foster collaboration

• Practice active listening

Management Needs To:

• Choose to work at being more creative • Choose to accept that we can improve and

expand our creative abilities • Work more at doing small things more creatively • Ask for help and support in being creative • Ask for opportunities to work on more creative

work • Collaborate with others • Ask more questions

The problems we face fall into one of three areas:

• Direct control (problems involving our own behavior)

• Indirect control (problems involving other people's

behavior), or

• No control (problems we can do nothing about, such as our past, or situational realities)

Circle of Influence

Questions to Help Stimulate YOUR Creativity

• What helps me to get into a creative frame of mind?

• Who is the most creative person I know and what do I think makes him/her that way?

• Which experiences in my life made me feel creative?

• What’s the most creative thing we’ve tried in our organization recently?

• What kind of people make it particularly easy for me to generate “wild,” creative ideas? What do they do that helps me?

• If I wanted to help someone be more creative, what would I do?

Analytical

Logic

Left Right

CreativeThinking

Imaginative

CreativityCreativityis what

people find the most

rewarding becauseit is something

that comesnaturally!

?

?

?

?

?

?

?

?

??

??

?

?

??

?

Because Creativityis practiced

and developed

since adolescence

Creativityis the ability to connectand to link situations,benefits, and ideas that had nopriorrelationship

Creativity requires imagination:

It is like dreaminggoing from one situation

to another

Creativity should be extensively developed as part of decision

making

There are many rewards

for Creative Thinking!!!

Using Creativity is . . .

“The ability to adaptto rapid changes and to benefit fromthese changes”.

People find the solutions to problems by applying

Creativity

This is always the best solution

Creativity producesa larger number of ideas that have to be analyzed and selected, before coming to furtherand enhanced decisions

So, remember:So, remember:

EVALUATE EVALUATE

ALLALL

IDEASIDEASBefore making a decisionBefore making a decision

Reposition the

problem

Withhold judgement

Examine:

RisksRisks

&&

FailuresFailures

Examine

&

Dow

n

Up

Analyze

Self-imposedSelf-imposedBarriersBarriers

RESULTS

A Manager’sA Manager’s career is demanding, but yet very rewarding.

You have to know your job, Your people, The company,and Your boss.

YOU HAVE TO MANAGE THE

CHANGE

PROCESS ITSELF

Success in this environment

requires flexibility and

adaptability if the rate

of change in the organization

exceeds your own rate of

change as a manager!

ADAPT!ADAPT!FlexibilityFlexibility is one of the keys is one of the keys

to being a good change agent!to being a good change agent!

Managers become more tentative during times of significant organizational change. They grow more

cautious, more careful, and more uncertain, regarding the extent of their authority and

decision making latitude

Assume an Active Stance

If you wait for crystal clear signals from above regarding what you can and can’t do, your part of the organization is going to lose momentum.

Empower yourself

Attack your job with confidence and authority.

“THE BEST DEFENCE IS A GOOD OFFENCE”

Keep a Positive Attitude

• Your attitude is one of the few things that is completely under your control

• Be upbeat, positive, and enthusiastic

• The attitude and morale of your subordinates will be favourably influenced

• Change can be aggravating, confusing and stressful

• Look at organizational change as a personal challenge. Seek out the opportunities that change presents

Keep a Positive Attitude

Give your troops clear-cut marching orders

Organizational change usually creates a higher level of uncertainty

You need to manage in a way that minimizes the ambiguity, and clears up the “unknown” as much as possible

Employees usually respond well to hands-on management

Give them generous management direction

Frame out their duties and assignments in specific terms, rather than leaving things general and vague

Assign definite deadlines and timetables regarding when the work is to be completed

Organizational slippage is something you have to fight against during times of transition and change

Organizational change creates many distractions, so employees need “focusing” by management

Guidance helps keep people on track & reduces drop-off in productivity

Maximize effectiveness to operate clearly defined goals and objectives

Get your best results if you focus intensely on short term targets

It builds confidence, and restores momentum to the corporate machine

Concentrate on quarterly, monthly, and even weekly performance

TARGETS

You must communicate them to the people who will be responsible for their achievement

Keep the spotlight on your Keep the spotlight on your long-term goals, and give long-term goals, and give

employees generous employees generous

feed-back regarding feed-back regarding progress that is being made progress that is being made

toward goal achievementtoward goal achievement

The Results• Better business

plan presentation

• Better communication

• Better individual participation

• Effective team building

• Better use of human resources

• Reaching the group objectives

• Make money

SCORING(1 is low; 5 is high)

I HELP THE ORGANIZATION…1. accomplish business goals _______2. improve operating efficiency _______3. take care of employees’ personal needs _______4. adapt to change _______

I PARTICIPATE IN…5. the process of defining business strategies _______6. delivering management processes _______7. improving employee commitment _______8. shaping culture change for renewal and transformation _______

I MAKE SURE THAT…9. strategies are aligned with business strategy _______10. management processes are efficiently administered _______11. policies and programs respond to the personal needs of employees _______12. processes and programs increase the organization’s ability to change _______

MY EFFECTIVENESS IS MEASURED BY THE ABILITY TO…13. help make strategy happen _______14. efficiently deliver management processes _______15. help employees meet personal needs _______16. help an organization anticipate and adapt to future needs _______

I AM SEEN AS...17. a business partner _______18. an administrative expert _______19. a champion for employees _______20. a change agent _______

I SPEND TIME ON…21. strategic issues _______22. operational issues _______23. listening and responding to employees _______24. supporting new behaviours for keeping the firm competitive _______

I WORK TO…29. align strategies and business strategy _______30. monitor administrative processes _______31. offer assistance to help employees meet family and personal needs _______32. reshape behaviour for organizational change _______

I DEVELOP PROCESSES AND PROGAMS TO…33. link strategies to accomplish business strategy _______34. efficiently process documents and transactions _______35. take care of employee personal needs _______36. help the organization transform itself _______

MY CREDIBILITY COMES FROM…37. helping to fulfil strategic goals _______38. increasing productivity _______39. helping employees meet their personal needs _______40. making change happen _______

SCORING(1 is low; 5 is high)

MANAGEMENT STYLE SCORESHEETMANAGEMENT STYLE SCORESHEET

BusinessPartner

Question Score

1

5

9

13

17

21

25

29

33

37

FunctionalExpert

Question Score

2

6

10

14

18

22

26

30

34

38

CoachChampion

Question Score

3

7

11

15

19

23

27

31

33

39

ChangeAgent

Question Score

4

8

12

16

20

24

28

32

34

40TOTAL TOTAL TOTAL TOTAL

Business Partner

•Hungers for competency and knowledge

•Works well with others on business ideas and concepts

•Focuses on possibilities through comprehensive analysis

•Likes to start projects and always with good follow-through

•Always aware of others’ functional needs

•Searches for the authenticity of the business problem

Functional Expert

•Wants freedom to pursue excellence

•Deals with problems realistic

•Hesitant to take risks and understands company values

•Highly negotiable to get own way

•Can be perceived as indecisive

•Best at verbal planning and short-range projects

•Supplies stability and structure

Coach Champion

Strives to belong and contribute

Prizes harmony and teams

Orderly, dependable and empathetic

Expects others to be realistic

More likely to reward team achievement than personal

Can reward more easily than be critical of mistakes

Change Agent

Searches for different approaches and meaning of the opportunity - Responsive to new ideas

See all possibilities to the problem – not only one solution

Communicates appreciation, enthusiasm for trying different things

Highly responsive to continuous improvement

Keeps in close contact with what needs to be changed

Effective at conflict resolution

Use Use ALL YOUR POTENTIALALL YOUR POTENTIAL!!!!!!

With

a

little

FIRE . . .

. . . and . . . and LoveLove !!! !!!

To develop for your future

So, who are we . . . ?So, who are we . . . ?

YOU ARE YOU ARE YOUR YOUR OWN OWN

TEAM!!!TEAM!!!

THE VERY BEST THE VERY BEST TEAM IN Timex…TEAM IN Timex…

Conclusion

Strategy In Action approach provides a link between goals and personal competencies, on all levels

Goals

“Aligned

To Skills”

Performance

Development

Business

“Process”

What happened to the dinosaurs?

. . . . Unable to adapt to changes and . . . .

Whack

• There is usually more than one good solution to being creative.

• Groups of people are usually more successful at solving a problem and being creative than individuals working alone.

• Our assumptions can limit our creativity.• Watching others and learning from their

experience can help us be more creative in the future.