Focus on Habit 3 Facilitated by Lyle Cameron

Focus on Habit 3 Facilitated by Lyle Cameron Introductions Introduce yourself by sharing the following information: ▪ ▪ ▪ ▪ Name Organization Role...
Author: Evelyn Scott
15 downloads 0 Views 7MB Size
Focus on Habit 3 Facilitated by Lyle Cameron

Introductions Introduce yourself by sharing the following information:

▪ ▪ ▪ ▪

Name Organization Role (What are you responsible for?) A time or productivity challenge for yourself OR your team

Define Practical Outcomes—Everywhere, Every Time

Effective managers Begin With the End in Mind in everything they do:

▪ ▪ ▪ ▪ ▪ ▪ ▪

Budgets Customer Interactions Important Conversations Meetings Presentations Projects Other…

Managing With Purpose Managers Without Purpose Managers without purpose feel directed by outside forces—bosses, peers, salaries, job descriptions. They work from the “outside in.”

Managers With Purpose Managers with purpose decide what they must achieve and then manage the external environment. They work from the “inside out.”

“Really, I’m fine. It was just a fleeting sense of purpose—I’m sure it will pass.”

Unproductive Busyness

“90 percent of managers are typically either distracted or disengaged from key organizational objectives… …confusing frenetic motion with constructive action, they are noted for their unproductive busyness.” —Heike Bruch and Sumantra Ghoshal

Spinning Wheels

“Very few managers use their time effectively. They may think they’re attending to pressing matters, but they are really just spinning their wheels and producing unproductive busyness. The key to effectiveness is having a high degree of purpose, but only about 10 percent of managers show that trait.” —Heike Bruch and Sumantra Ghoshal

The Maturity Continuum ®

xQ Tells You…

▪ My work goals are written down. 33% ▪ I take time each work day to identify and schedule activities around the most important goals of my team. 36%

xQ Tells You… What percentage of your work time is spent on the following activities?

▪ The most important goals. 60% ▪ Other activities that have little or no relevance to the most important goals of my unit, but demand my immediate attention. 23%

▪ Other activities such as dealing with internal bureaucracies, hidden agendas, interdepartmental conflicts, doing things just to stay out of trouble, talking office politics, etc. 17%

Mediocre Manager: I can do it all—bring it on. Effective Manager: I organize and execute around my highest priorities.

• Focus on the important, not just the urgent. Fulfillment of your highest priorities.

• Set a few “wildly important goals.” • Plan weekly, act daily.

Video

Brain Attack

Habit 3: Put First Things First

®

You have to decide what your highest priorities are and have the courage—pleasantly, smilingly, nonapologetically—to say no to other things. And the way you do that is by having a bigger “yes” burning inside. —Stephen R. Covey

The Time Matrix

I

II

III

IV

Habit 3—Paradigms

Ineffective: I put urgent things first. Effective: I put important things first.

The Time Matrix

I

II

NECESSITY

EFFECTIVENESS

III

IV

DECEPTION

WASTE AND EXCESS

xQ Tells You…

What percentage of their time do workers spend “below the line”?

40%

Managing From Quadrant II

▪ Quadrant III is often the “culprit” that destroys manager effectiveness. Why?

▪ How do you say no to Quadrant III? ▪ What happens if you manage from Quadrant II?

Qlll and Ql Strategies

Working in groups at your tables: GROUP 1: Please prepare a list of the best strategies and tips to stay out of Qlll GROUP 2: Prepare a list of the best strategies and tips to spend less time in Ql Be prepared to report out in plenary Do this with your team – the impact will be dramatic

Managing From Quadrant II

▪ Quadrant III is often the “culprit” that destroys manager effectiveness. Why?

“Hold on a second, Bob. I’m putting you on a stickie.”

Optional Video

Q2 Policing

Team Prioritization Tool • Use the time matrix to help the team plan its priorities • Track the priorities on a large monitor, projector, whiteboard and discipline yourself to use it, with your team, EVERY WEEK. • Make the goals measurable – use a scoreboard

Focus

“We have only a limited number of resources. What is the best focus that we can have? All key decisions can be characterized by focus, focus, focus.” —Meg Whitman, CEO, eBay

Set a Few “Wildly Important Goals” A “wildly-important goal” (WIG) makes all the difference. If you don’t achieve this goal, nothing else you achieve really matters much.

Setting WIGs on the Work Compass What are the few “wildly important goals”?

As far as possible, write the “wildly important goals” in terms of measures: “From what to what by when?”

Sharing Your Wildly Important Goals “Goals cannot sound noble but vague. Targets cannot be so blurry they can’t be hit. Your direction has to be so vivid that if you randomly woke one of your employees in the middle of the night and asked him, ‘Where are we going?’ he could still answer in a half-asleep stupor.” —Jack Welch Former CEO, General Electric

Plan Weekly, Act Daily

Ask, “What are the few key objectives I have to accomplish this week to advance my WIGs?”

Ask, “What key tasks must I do to accomplish this objective?”

EXERCISE Please take a blank piece of paper and create a work compass for next week.

Wildly Important Goal For This Week:

Task(s) (be realistic)

“Work Compass Review” Activity Review your Work Compass with a partner, and consider:

▪ Are the goals truly “wildly important”? ▪ Are current and target results clear? ▪ Will this week’s objectives and tasks really

help you reach the “wildly important goals”?

Scheduling Your Tasks

“If we’re going to prioritize, we’re going to need some priorities.”

Leading Others

A good leader inspires a team to have confidence in the leader. A great leader inspires a team to have confidence in themselves. —Richard Kovacevich CEO, Wells Fargo

Making Win-Win Performance Agreements

▪ ▪ ▪ ▪ ▪

Desired Results Guidelines Resources Accountability Consequences

Defining Desired Results Desired Results

▪ ▪ ▪ ▪

What is the goal? What are the current vs. target results? What is the deadline? What is the weight or priority of each goal?

Defining Guidelines Guidelines

▪ What are the standards and conditions that must be met?

▪ What is most important—time, cost, or quality? Example

▪ I must stay within our defined budget.

Defining Resources Resources

▪ What resources do we need? people? budget? tools? materials? Example

▪ I need to have access to our Board for rapid decision-making

Defining Accountability Accountability

▪ How? ▪ How often? Example

▪ We will meet weekly to review progress.

Defining Consequences Consequences

▪ What are our wins? ▪ What if the agreement is not fulfilled? Examples

▪ I will get the chance to take on more responsibility.

▪ We ensure stable funding for our organization.

Making Win-Win Performance Agreements

Making Win-Win Performance Agreements

How to Use Win-Win Performance Agreements

Use Win-Win Performance Agreements when:

▪ ▪ ▪ ▪ ▪

Hiring an employee. Delegating an important task. Resolving a conflict. Starting a project. Accepting an assignment from your boss.

Three Steps to a Win-Win Performance Agreement

1. Suggest the desired results to the team member. 2. Have the team member draft a Win-Win Performance Agreement. 3. Revise the agreement together.

“Individual Win-Win Performance Agreement” Activity

1. Draft a Win-Win Performance Agreement with an individual on your team. The overall goal is to motivate that person to help improve the performance of the team. 2. Determine what a “win” for that person might be. 3. Review your draft with a partner. Explain the agreement and get suggestions.

Video

The Q2 Lifestyle

3 Things Good Employees Hate • Poorly run meetings • Poorly delegated tasks for projects • Rambling presentations

5-Minute Project Planner

5-Minute Meeting Planner

5-Minute Meeting Planner

5-Minute Presentation Planner

For Copies of the E-tools • Meeting planner • Presentation planner • Project/task assignment tool • Work compass • Win-Win agreement

[email protected]

Teach Your Employees Weekly Planning

Video

Big Rocks

Traditional Scheduling M

T

W

Th

F

Sa

Su

“Big Rocks” Scheduling M

T

W

Th

F

Sa

Su

RECENT RESEARCH

WHY SCARCITY SHAPES OUR LIVES

http://www.cbc.ca/thecurrent/episode/2 013/11/06/why-scarcity-shapes-ourlives-in-profound-ways/

Plan Weekly With PlanPlus

Plan Daily

1. Check today’s appointments. 2. Make a realistic list. 3. Prioritize (ABC, 123).

Prioritize

A = High B = Medium C = Low

Planning Tools

3

Donnez la priorité aux priorités

70–71

Remember Two classic mistakes managers make:

1. They manage others BEFORE managing themselves.

2. They manage people INSTEAD of letting them manage themselves against shared expectations.

Video

Motivation