Description
Study Report on Focused Performance
© Russell Martin & Associates www.russellmartin.com © Russell Martin & Associates www.russellmartin.com
Presented by
Lou Russell
for Russell Martin & Associates
(317) 475-9311
@nolecture
[email protected]
www.russellmartin.com
Focused Performance
© Russell Martin & Associates www.russellmartin.com
Page 1
Agenda
WHY Are We Working on THIS?
DECIDE How to Spend Your Time
DEFINE The Projects
MANAGE Growth
© Russell Martin & Associates www.russellmartin.com
Page 2
This workshop will guide and help the Operations Department Heads balance
tactical and strategic work to drive results for McDonalds and for the owners by
learning how to:
? Map the company strategy to the prioritization of projects and job processes.
? Prioritize the work to focus on what to complete each day.
? Differentiate between project management and job process work.
? Drive accountability through portfolios, eliminating redundant and repeated
work.
? Define the roles of the Project Manager, Project Sponsor, and other key
stakeholders on a project.
? Effectively sponsor a project through clear communication and governance.
? Create a Project Charter to ensure that all projects are driving clear value to
the business.
Learning Objectives
© Russell Martin & Associates www.russellmartin.com
Page 3
WHY Are We Working on THIS?
• Start with the Business
• Prioritize Strategic Initiatives
• Prioritize Project Responsibility
• Determine Key Accountabilities
• Prioritize the Day
• Measure What You Value
© Russell Martin & Associates www.russellmartin.com
Page 4
Start with the Business
MISSION:
VALUES: 1 (High) to 10 (Low) The Priority IS The Priority SHOULD BE
© Russell Martin & Associates www.russellmartin.com
Page 5
Start with the Business
We ignite, affirm and sustain learning in self and others.
VERBS: NOUNS:
© Russell Martin & Associates www.russellmartin.com
Page 6
Start with the Business
© Russell Martin & Associates www.russellmartin.com
Page 7
Start with the Business
© Russell Martin & Associates www.russellmartin.com
Page 8
Strategic Initiatives
© Russell Martin & Associates www.russellmartin.com
Page 9
Prioritize Strategic Initiatives
High Cost / Low Return High Cost / High Return
Low Cost / Low Return Low Cost / High Return
Cost
Return
© Russell Martin & Associates www.russellmartin.com
Page 10
Prioritize Project Responsibility
Initiatives, Projects,
Processes Needed
Project
Business Strategy
Project Manager
1Q 1Q
1Q
1Q
3Q
3Q
3Q
3Q
2Q
2Q
2Q
2Q
© Russell Martin & Associates www.russellmartin.com
Page 11
Determine Key Accountabilities
Project Sponsor (max 5 hrs per week)
Key Accountabilities
• Provide governance on project management and other deliverables – final proof and approval.
• Negotiate any changes in scope, time, budget or quality when needed.
Project Manager (max 30 hrs per week)
Key Accountabilities
• Build an actionable, draft Project Charter by asking good questions and listening.
• Work with Customer to build a Project Schedule (One Task, One Name, One Date) working back from their
committed delivery date, using that as a dashboard to keep the project moving forward. Will include issues
resolution.
Project Coordinator (max 15 hrs per week)
Key Accountabilities
• Provide a second set of eyes and ears to gather requirements, anticipate risks and navigate politics so that
the three initiatives stay on track and are successful.
• Provide a sense of urgency and continue to push to hit aggressive dates.
• Work in the ‘shadows’ collaborating with PM on messaging and supporting her with documentation and
tracking work.
Your Top 3 Key
Accountabilities for
2014
1.
2.
3.
© Russell Martin & Associates www.russellmartin.com
Page 12
Key Accountabilities Example
© Russell Martin & Associates www.russellmartin.com
Page 13
Measure What You Value
© Russell Martin & Associates www.russellmartin.com
Page 14
Measure What You Value
Business Strategy
Measurement /
Dashboard
© Russell Martin & Associates www.russellmartin.com
Page 15
DECIDE How to Spend Your Time
Clearing the Head Trash:
List 5 things on your to-do list (that you aren’t doing right now):
1.
2.
3.
4.
5.
© Russell Martin & Associates www.russellmartin.com
Page 16
Prioritize the Day
1. If you CANNOT finish it in less
than four hours
uninterrupted...
2. If you need anyone else’s
help…
3. If it has been on your to-do list
for more than one month…
4. If you are unsure how to
measure DONE…
TERM DEFINITION
TASK
(sometimes
called
ACTIVITY)
A unit of work,
has a
beginning and
end
On your Daily
To-Do List
PROJECT A collection of
tasks, has a
beginning and
end
On a Project
List
PROCESS A collection of
tasks that
repeat over
and over
(never end)
with a
dedicated staff
On your
calendar
Daily Uninterrupted Time:
© Russell Martin & Associates www.russellmartin.com
Page 17
DEFINE the Projects
Dare to
Properly
Manage
Resources!
Define
Plan Manage Review END
START
1. Set Business
Objectives
2. Establish Project
Scope
3. Set Project
Objectives
4. Mitigate Risks
5. Establish Constraints
6. Plan communications
7. Establish Governance
Plan
1. Determine
Milestones
2. Schedule Task
Dependencies
3. Adjust for
Resource
Dependencies
4. Create budget
1. Control work
in progress
2. Provide
status and
feedback
3. Leverage
Governance
4. Resolve
conflict
1. Close the project
2. Turn over
deliverables
3. Hold Project
Review
4. Celebrate
accomplishments
initiate plan
monitor/
execute
close
© Russell Martin & Associates www.russellmartin.com
Page 18
1. Describe the problems experienced on the project by entering on
this line the emotion you felt: __________.
Rank the intensity of that emotion (1 = low, 10 = high): _____.
2. What factors contributed to your feelings about the problems?
3. Describe the successes experienced on the project by entering on
this line the emotion you felt: __________.
Rank the intensity of that emotion (1 = low, 10 = high): _____.
4. What factors contributed to your feelings about the successes?
© Russell Martin & Associates www.russellmartin.com
Page 19
The Lifecycle of a Project
E
n
t
h
u
s
i
a
s
m
Time
Adapted from Robert Lewis’ book Bare Bones Project
Management
Unenlightened optimism
Dawning pessimism
Enlightened optimism
Pre-completion panic
Success!
© Russell Martin & Associates www.russellmartin.com
Page 20
20
SG
Templates
© Russell Martin & Associates www.russellmartin.com
Page 21
• Provides status reports to stakeholders ____ ____
• Assigns tasks to people ____ ____
• Determines the business objectives ____ ____
• Determines the project objectives ____ ____
• Recommends what to do when money, ____ ____
time or quality are threatened
• Decides what to do when money, ____ ____
time or quality are threatened
Project
Sponsor
Project
Manager
© Russell Martin & Associates www.russellmartin.com
Page 22
Establish Scope
Stakeholder (role not person) Inputs: Information needed
(GETS)
Outputs: Deliverables
(GIVES)
Project Sponsor
© Russell Martin & Associates www.russellmartin.com
Page 23
What’s Not Right?
Crew
Operations
Subject Matter
Experts
E-Learning
Restaurant
Shift
Managers
Operations
Standards
Spanish Guide
B
u
d
g
e
t
a
n
d
d
u
e
d
a
t
e
s
Fast and
accurate
orders
Operational
content
P
r
o
j
e
c
t
s
t
a
t
u
s
Subject Matter
Experts
Project
Sponsor
Final approval
Positive
customer
experience
Updates due to
NABIT op
changes
Draft guide
Draft guide
Draft review
© Russell Martin & Associates www.russellmartin.com
Page 24
Document Risks
Overall Project Risk from YOUR TEAM’s Perspective
Average:
Size - How “big” is this project or
how long will it take relative to
others you have done?
Rated 1(small) - 10(large)
Structure - How stable are the requirements?
Rated 1(fixed) - 10(undefined)
Technology - How understood is the
technology and procedures?
Rated 1(old) - 10(new)
1 – 3 Wing this project
4 – 6 Do a quick project charter,
high level project plan
7 – 8 + Block regular project
management time
9 – 10 + Block frequent time,
clear your schedule and
plan NOW to cut the
scope
© Russell Martin & Associates www.russellmartin.com
Page 25
Risk > 5: Mitigation
Document Risks
Risk Factor Likelihood Impact Action:
Proactive
Action:
Reactive
Project
sponsor gets
transferred
L H Name
backup to
the PM
Install
backup
Part-time
resources
not available
when
needed
M H Build
schedule
early
Outsource
work
H = High
M = Medium
L = Low
© Russell Martin & Associates www.russellmartin.com
Page 26
System Objectives
Develop Project Objectives
Your Promise to the
Project Sponsor and Customer
Product/Service
Objectives
Cost / Revenue
Related Objectives
Learning /
Performance
Related Objectives
© Russell Martin & Associates www.russellmartin.com
Page 27
• Who will receive status reports
and how?
• How will you proactively build
engagement for the results of the
project (change messaging)?
Establish Communications Plan
Page
27
© Russell Martin & Associates www.russellmartin.com
Page 28
Establish Decision Making Plan
Page
28
Governance
• Who will have final approval of
(which) deliverables?
• Who will be able to change:
o Scope / Requirements
o Budget
o Timeline
© Russell Martin & Associates www.russellmartin.com
Page 29
Transition to LIVE (a Project)!
Page
29
Create a Project Plan to determine:
? Owner of Process
? Training
? Documentation
? Testing
? Cut Over
? Ongoing Dashboard
© Russell Martin & Associates www.russellmartin.com
Page 30
MANAGE Growth
Allows you to sort
by date, task
manager, or
completed.
Project Task Project
Manager
Task
Owner
Due Comments Complete
VolDay Finalize
charity
Tai Lou 6/8/13 Email
results
VolDay Review with
Sponsor
Tai Lou 6/12/13 Needs
approvals
VolDay Establish
messaging
needed
Tai Jo 6/15/13
VolDay Invite
employees
Tai Maria 6/15/13
VolDay Finalize
Caterer
Tai Brittney 6/18/13
© Russell Martin & Associates www.russellmartin.com
Page 31
Strengths, Opportunities and Team
BEHAVIOR and MOTIVATORS
• No Right or Wrong Profile
• No Good or Bad Profile
• Does not measure
- Intelligence
- Ethics
- Skill or ability
- Potential
BELIEVE IN
YOURSELF
© Russell Martin & Associates www.russellmartin.com
Page 32
Four Behavioral Dimensions
COMPLIANCE
Response to policies and
procedures set by others
DOMINANCE
Approach to problems
STEADINESS
Pace of environment you
prefer
INFLUENCE
Influencing others to your
point of view
Tasks
Relationships
CAUTION SPEED
© Russell Martin & Associates www.russellmartin.com
Page 33
Descriptors of Your Happy Place
Energy
Line
© Russell Martin & Associates www.russellmartin.com
Page 34
Dominance Influence Steadiness Compliance
Behavioral
Dimension
How one solves
problems, meets
challenges and handles
tasks
How one influences
people
How one responds to the
pace of their environment
How one responds to
rules and procedures set
by others
Descriptors Ambitious
Forceful
Decisive
Direct
Independent
Challenging
Expressive
Enthusiastic
Friendly
Demonstrative
Talkative
Stimulating
Methodical
Systematic
Reliable
Steady
Relaxed
Modest
Analytical
Contemplative
Conservative
Exacting
Careful
Deliberate
Characteristics Need to direct
Challenge
Desire to win
Direct Communication
Risk-taker
Need to interact
Need to be liked
Likes to be involved
Need to serve
Loyal
Patient, relaxed
Long-term relationships
Closure
Need for procedures
Follows “the book”
Strives for perfection
Precise, attentive to
detail
Value on a
team
Results-oriented
Self-starter
Forward looking
Challenge-oriented
Competitive
Challenges status quo
Motivates others
Creative problem solving
Team player
Sense of humor
Negotiates conflict
Dependable team worker
Great listener
Patient and empathetic
Logical thinker
Will finish tasks started
Loyal, long-term
relationships
Objective thinker
Conscientious
Maintains high standards
Task-oriented
Diplomatic
Pays attention to details
DISC Behavioral Dimensions Summary
© Russell Martin & Associates www.russellmartin.com
Page 35
Adapting Your Style
Adapting is choosing a different response because you want to
meet the needs of a situation NOT pretending to be someone
else all the time.
© Russell Martin & Associates www.russellmartin.com
Page 36
Graphs
© Russell Martin & Associates www.russellmartin.com
Page 37
Interacting with Other Styles
Choose to
adapt
temporarily
rather than
permanently
pretend to be
what you are
not
© Russell Martin & Associates www.russellmartin.com
Page 38
Adapting Your Style to Others
D I S C
Looking for Results The “experience” & being liked Security & acceptance Information & accuracy
Dislikes Indecision Routine Insensitivity Unpredictability
Body Language Strong Handshake
Keep your distance
Direct eye contact
Sit next to
Smile, relax and have fun
Friendly eye contact
Relaxed, calm
Methodical, small gestures
Friendly eye contact
Sit across from
Firm posture
Direct eye contact
Seat Position Across from Next to To the right or left of desk/table Across from
Tone of Voice Direct
Fast Pace
Modulations
Fast pace and enthusiastic
Warm, soft, calm
Steady, slow pace
Controlled and direct
Slow pace, precise
Words/Content Challenge, Win
Results
Lead the field
Bottom line
Fun
I feel
Exciting
Picture this
Step-by-step
Guarantee or promise
Think about it. Take your time.
Here are the facts
The data show . . .
Proven
Take your time; No risk.
Communication
Do’s
Brief and to the point
Create idea ownership in them
Let them determine how to do
it
Be optimistic
Show how actions involving
people will create change
Enthusiastically approach new
ideas
Allow time for thought
Prioritize actions and set
deadlines
Allow for incremental change
Allow enough time to do the
job right
Provide clear expectations and
deadlines
Praise for doing job right
Communication
Don’ts
Talk with not action
Be chatty
Assume they heard what you
said
Personal criticism
Not involving them
Being curt or cold
Pressure or rush the decision
Promise power or greater
independence
“Just do it”
Say: “You were wrong.”
“I’ll know it when I see it”
directions
© Russell Martin & Associates www.russellmartin.com
Page 39
Other pages to check out
• General Characteristics
• Value to the Organization
• Communication Tips
• Perceptions
• Low Behaviors
• Time Wasters
• Areas for Improvement
© Russell Martin & Associates www.russellmartin.com
Page 40
A Team Makes A Whole Brain
© Russell Martin & Associates www.russellmartin.com
Page 41
I don’t have an attitude problem. You have a perception problem.
- Scott Adams (Dilbert)
Workplace Motivators
© Russell Martin & Associates www.russellmartin.com
Page 42
Values Impact Our Attitude
Utilitarian Every investment I make will have a greater return in
time and/or resources
Aesthetic I will enjoy and experience the beauty around me &
allow it to mold me into all I can be
Social I will invest self in time and resources in helping
others to achieve their potential
Individualistic I want to advance to the highest position in life & gain
the greatest power
Theoretical I will use my cognitive ability to understand, discover &
systemize the truth
Traditional I will pursue the highest meaning in life
© Russell Martin & Associates www.russellmartin.com
Page 43
Your Personal Motivators Ranking
© Russell Martin & Associates www.russellmartin.com
Page 44
Motivators
© Russell Martin & Associates www.russellmartin.com
Page 45
Norms and Comparisons
© Russell Martin & Associates www.russellmartin.com
Page 46
Team Motivators: Example
© Russell Martin & Associates www.russellmartin.com
Page 47
Page
47
At www.russellmartin.com:
•Purchase books
•Get our LEARNING FLASH e-zine for more tips
and tools
•Find out about workshops, webinars, e-
learning and virtual alumni communities
•www.russellmartin.ning.com
@nolecture
How Can I Get More Help?
doc_922806633.pdf
Study Report on Focused Performance
© Russell Martin & Associates www.russellmartin.com © Russell Martin & Associates www.russellmartin.com
Presented by
Lou Russell
for Russell Martin & Associates
(317) 475-9311
@nolecture
[email protected]
www.russellmartin.com
Focused Performance
© Russell Martin & Associates www.russellmartin.com
Page 1
Agenda
WHY Are We Working on THIS?
DECIDE How to Spend Your Time
DEFINE The Projects
MANAGE Growth
© Russell Martin & Associates www.russellmartin.com
Page 2
This workshop will guide and help the Operations Department Heads balance
tactical and strategic work to drive results for McDonalds and for the owners by
learning how to:
? Map the company strategy to the prioritization of projects and job processes.
? Prioritize the work to focus on what to complete each day.
? Differentiate between project management and job process work.
? Drive accountability through portfolios, eliminating redundant and repeated
work.
? Define the roles of the Project Manager, Project Sponsor, and other key
stakeholders on a project.
? Effectively sponsor a project through clear communication and governance.
? Create a Project Charter to ensure that all projects are driving clear value to
the business.
Learning Objectives
© Russell Martin & Associates www.russellmartin.com
Page 3
WHY Are We Working on THIS?
• Start with the Business
• Prioritize Strategic Initiatives
• Prioritize Project Responsibility
• Determine Key Accountabilities
• Prioritize the Day
• Measure What You Value
© Russell Martin & Associates www.russellmartin.com
Page 4
Start with the Business
MISSION:
VALUES: 1 (High) to 10 (Low) The Priority IS The Priority SHOULD BE
© Russell Martin & Associates www.russellmartin.com
Page 5
Start with the Business
We ignite, affirm and sustain learning in self and others.
VERBS: NOUNS:
© Russell Martin & Associates www.russellmartin.com
Page 6
Start with the Business
© Russell Martin & Associates www.russellmartin.com
Page 7
Start with the Business
© Russell Martin & Associates www.russellmartin.com
Page 8
Strategic Initiatives
© Russell Martin & Associates www.russellmartin.com
Page 9
Prioritize Strategic Initiatives
High Cost / Low Return High Cost / High Return
Low Cost / Low Return Low Cost / High Return
Cost
Return
© Russell Martin & Associates www.russellmartin.com
Page 10
Prioritize Project Responsibility
Initiatives, Projects,
Processes Needed
Project
Business Strategy
Project Manager
1Q 1Q
1Q
1Q
3Q
3Q
3Q
3Q
2Q
2Q
2Q
2Q
© Russell Martin & Associates www.russellmartin.com
Page 11
Determine Key Accountabilities
Project Sponsor (max 5 hrs per week)
Key Accountabilities
• Provide governance on project management and other deliverables – final proof and approval.
• Negotiate any changes in scope, time, budget or quality when needed.
Project Manager (max 30 hrs per week)
Key Accountabilities
• Build an actionable, draft Project Charter by asking good questions and listening.
• Work with Customer to build a Project Schedule (One Task, One Name, One Date) working back from their
committed delivery date, using that as a dashboard to keep the project moving forward. Will include issues
resolution.
Project Coordinator (max 15 hrs per week)
Key Accountabilities
• Provide a second set of eyes and ears to gather requirements, anticipate risks and navigate politics so that
the three initiatives stay on track and are successful.
• Provide a sense of urgency and continue to push to hit aggressive dates.
• Work in the ‘shadows’ collaborating with PM on messaging and supporting her with documentation and
tracking work.
Your Top 3 Key
Accountabilities for
2014
1.
2.
3.
© Russell Martin & Associates www.russellmartin.com
Page 12
Key Accountabilities Example
© Russell Martin & Associates www.russellmartin.com
Page 13
Measure What You Value
© Russell Martin & Associates www.russellmartin.com
Page 14
Measure What You Value
Business Strategy
Measurement /
Dashboard
© Russell Martin & Associates www.russellmartin.com
Page 15
DECIDE How to Spend Your Time
Clearing the Head Trash:
List 5 things on your to-do list (that you aren’t doing right now):
1.
2.
3.
4.
5.
© Russell Martin & Associates www.russellmartin.com
Page 16
Prioritize the Day
1. If you CANNOT finish it in less
than four hours
uninterrupted...
2. If you need anyone else’s
help…
3. If it has been on your to-do list
for more than one month…
4. If you are unsure how to
measure DONE…
TERM DEFINITION
TASK
(sometimes
called
ACTIVITY)
A unit of work,
has a
beginning and
end
On your Daily
To-Do List
PROJECT A collection of
tasks, has a
beginning and
end
On a Project
List
PROCESS A collection of
tasks that
repeat over
and over
(never end)
with a
dedicated staff
On your
calendar
Daily Uninterrupted Time:
© Russell Martin & Associates www.russellmartin.com
Page 17
DEFINE the Projects
Dare to
Properly
Manage
Resources!
Define
Plan Manage Review END
START
1. Set Business
Objectives
2. Establish Project
Scope
3. Set Project
Objectives
4. Mitigate Risks
5. Establish Constraints
6. Plan communications
7. Establish Governance
Plan
1. Determine
Milestones
2. Schedule Task
Dependencies
3. Adjust for
Resource
Dependencies
4. Create budget
1. Control work
in progress
2. Provide
status and
feedback
3. Leverage
Governance
4. Resolve
conflict
1. Close the project
2. Turn over
deliverables
3. Hold Project
Review
4. Celebrate
accomplishments
initiate plan
monitor/
execute
close
© Russell Martin & Associates www.russellmartin.com
Page 18
1. Describe the problems experienced on the project by entering on
this line the emotion you felt: __________.
Rank the intensity of that emotion (1 = low, 10 = high): _____.
2. What factors contributed to your feelings about the problems?
3. Describe the successes experienced on the project by entering on
this line the emotion you felt: __________.
Rank the intensity of that emotion (1 = low, 10 = high): _____.
4. What factors contributed to your feelings about the successes?
© Russell Martin & Associates www.russellmartin.com
Page 19
The Lifecycle of a Project
E
n
t
h
u
s
i
a
s
m
Time
Adapted from Robert Lewis’ book Bare Bones Project
Management
Unenlightened optimism
Dawning pessimism
Enlightened optimism
Pre-completion panic
Success!
© Russell Martin & Associates www.russellmartin.com
Page 20
20
SG
Templates
© Russell Martin & Associates www.russellmartin.com
Page 21
• Provides status reports to stakeholders ____ ____
• Assigns tasks to people ____ ____
• Determines the business objectives ____ ____
• Determines the project objectives ____ ____
• Recommends what to do when money, ____ ____
time or quality are threatened
• Decides what to do when money, ____ ____
time or quality are threatened
Project
Sponsor
Project
Manager
© Russell Martin & Associates www.russellmartin.com
Page 22
Establish Scope
Stakeholder (role not person) Inputs: Information needed
(GETS)
Outputs: Deliverables
(GIVES)
Project Sponsor
© Russell Martin & Associates www.russellmartin.com
Page 23
What’s Not Right?
Crew
Operations
Subject Matter
Experts
E-Learning
Restaurant
Shift
Managers
Operations
Standards
Spanish Guide
B
u
d
g
e
t
a
n
d
d
u
e
d
a
t
e
s
Fast and
accurate
orders
Operational
content
P
r
o
j
e
c
t
s
t
a
t
u
s
Subject Matter
Experts
Project
Sponsor
Final approval
Positive
customer
experience
Updates due to
NABIT op
changes
Draft guide
Draft guide
Draft review
© Russell Martin & Associates www.russellmartin.com
Page 24
Document Risks
Overall Project Risk from YOUR TEAM’s Perspective
Average:
Size - How “big” is this project or
how long will it take relative to
others you have done?
Rated 1(small) - 10(large)
Structure - How stable are the requirements?
Rated 1(fixed) - 10(undefined)
Technology - How understood is the
technology and procedures?
Rated 1(old) - 10(new)
1 – 3 Wing this project
4 – 6 Do a quick project charter,
high level project plan
7 – 8 + Block regular project
management time
9 – 10 + Block frequent time,
clear your schedule and
plan NOW to cut the
scope
© Russell Martin & Associates www.russellmartin.com
Page 25
Risk > 5: Mitigation
Document Risks
Risk Factor Likelihood Impact Action:
Proactive
Action:
Reactive
Project
sponsor gets
transferred
L H Name
backup to
the PM
Install
backup
Part-time
resources
not available
when
needed
M H Build
schedule
early
Outsource
work
H = High
M = Medium
L = Low
© Russell Martin & Associates www.russellmartin.com
Page 26
System Objectives
Develop Project Objectives
Your Promise to the
Project Sponsor and Customer
Product/Service
Objectives
Cost / Revenue
Related Objectives
Learning /
Performance
Related Objectives
© Russell Martin & Associates www.russellmartin.com
Page 27
• Who will receive status reports
and how?
• How will you proactively build
engagement for the results of the
project (change messaging)?
Establish Communications Plan
Page
27
© Russell Martin & Associates www.russellmartin.com
Page 28
Establish Decision Making Plan
Page
28
Governance
• Who will have final approval of
(which) deliverables?
• Who will be able to change:
o Scope / Requirements
o Budget
o Timeline
© Russell Martin & Associates www.russellmartin.com
Page 29
Transition to LIVE (a Project)!
Page
29
Create a Project Plan to determine:
? Owner of Process
? Training
? Documentation
? Testing
? Cut Over
? Ongoing Dashboard
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MANAGE Growth
Allows you to sort
by date, task
manager, or
completed.
Project Task Project
Manager
Task
Owner
Due Comments Complete
VolDay Finalize
charity
Tai Lou 6/8/13 Email
results
VolDay Review with
Sponsor
Tai Lou 6/12/13 Needs
approvals
VolDay Establish
messaging
needed
Tai Jo 6/15/13
VolDay Invite
employees
Tai Maria 6/15/13
VolDay Finalize
Caterer
Tai Brittney 6/18/13
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Page 31
Strengths, Opportunities and Team
BEHAVIOR and MOTIVATORS
• No Right or Wrong Profile
• No Good or Bad Profile
• Does not measure
- Intelligence
- Ethics
- Skill or ability
- Potential
BELIEVE IN
YOURSELF
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Page 32
Four Behavioral Dimensions
COMPLIANCE
Response to policies and
procedures set by others
DOMINANCE
Approach to problems
STEADINESS
Pace of environment you
prefer
INFLUENCE
Influencing others to your
point of view
Tasks
Relationships
CAUTION SPEED
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Descriptors of Your Happy Place
Energy
Line
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Page 34
Dominance Influence Steadiness Compliance
Behavioral
Dimension
How one solves
problems, meets
challenges and handles
tasks
How one influences
people
How one responds to the
pace of their environment
How one responds to
rules and procedures set
by others
Descriptors Ambitious
Forceful
Decisive
Direct
Independent
Challenging
Expressive
Enthusiastic
Friendly
Demonstrative
Talkative
Stimulating
Methodical
Systematic
Reliable
Steady
Relaxed
Modest
Analytical
Contemplative
Conservative
Exacting
Careful
Deliberate
Characteristics Need to direct
Challenge
Desire to win
Direct Communication
Risk-taker
Need to interact
Need to be liked
Likes to be involved
Need to serve
Loyal
Patient, relaxed
Long-term relationships
Closure
Need for procedures
Follows “the book”
Strives for perfection
Precise, attentive to
detail
Value on a
team
Results-oriented
Self-starter
Forward looking
Challenge-oriented
Competitive
Challenges status quo
Motivates others
Creative problem solving
Team player
Sense of humor
Negotiates conflict
Dependable team worker
Great listener
Patient and empathetic
Logical thinker
Will finish tasks started
Loyal, long-term
relationships
Objective thinker
Conscientious
Maintains high standards
Task-oriented
Diplomatic
Pays attention to details
DISC Behavioral Dimensions Summary
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Page 35
Adapting Your Style
Adapting is choosing a different response because you want to
meet the needs of a situation NOT pretending to be someone
else all the time.
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Page 36
Graphs
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Page 37
Interacting with Other Styles
Choose to
adapt
temporarily
rather than
permanently
pretend to be
what you are
not
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Page 38
Adapting Your Style to Others
D I S C
Looking for Results The “experience” & being liked Security & acceptance Information & accuracy
Dislikes Indecision Routine Insensitivity Unpredictability
Body Language Strong Handshake
Keep your distance
Direct eye contact
Sit next to
Smile, relax and have fun
Friendly eye contact
Relaxed, calm
Methodical, small gestures
Friendly eye contact
Sit across from
Firm posture
Direct eye contact
Seat Position Across from Next to To the right or left of desk/table Across from
Tone of Voice Direct
Fast Pace
Modulations
Fast pace and enthusiastic
Warm, soft, calm
Steady, slow pace
Controlled and direct
Slow pace, precise
Words/Content Challenge, Win
Results
Lead the field
Bottom line
Fun
I feel
Exciting
Picture this
Step-by-step
Guarantee or promise
Think about it. Take your time.
Here are the facts
The data show . . .
Proven
Take your time; No risk.
Communication
Do’s
Brief and to the point
Create idea ownership in them
Let them determine how to do
it
Be optimistic
Show how actions involving
people will create change
Enthusiastically approach new
ideas
Allow time for thought
Prioritize actions and set
deadlines
Allow for incremental change
Allow enough time to do the
job right
Provide clear expectations and
deadlines
Praise for doing job right
Communication
Don’ts
Talk with not action
Be chatty
Assume they heard what you
said
Personal criticism
Not involving them
Being curt or cold
Pressure or rush the decision
Promise power or greater
independence
“Just do it”
Say: “You were wrong.”
“I’ll know it when I see it”
directions
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Page 39
Other pages to check out
• General Characteristics
• Value to the Organization
• Communication Tips
• Perceptions
• Low Behaviors
• Time Wasters
• Areas for Improvement
© Russell Martin & Associates www.russellmartin.com
Page 40
A Team Makes A Whole Brain
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Page 41
I don’t have an attitude problem. You have a perception problem.
- Scott Adams (Dilbert)
Workplace Motivators
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Page 42
Values Impact Our Attitude
Utilitarian Every investment I make will have a greater return in
time and/or resources
Aesthetic I will enjoy and experience the beauty around me &
allow it to mold me into all I can be
Social I will invest self in time and resources in helping
others to achieve their potential
Individualistic I want to advance to the highest position in life & gain
the greatest power
Theoretical I will use my cognitive ability to understand, discover &
systemize the truth
Traditional I will pursue the highest meaning in life
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Page 43
Your Personal Motivators Ranking
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Page 44
Motivators
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Page 45
Norms and Comparisons
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Page 46
Team Motivators: Example
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Page 47
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47
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