Académique Documents
Professionnel Documents
Culture Documents
Edwin Ebreo
ExeQserve Corporation Unit 404 VGP Center, Ayala Ave., Makati City 8933199 * ecebreo@exeQserve.com January 2, 2013
Contents
Rationale ........................................... 3 Proposed Framework/scope ................. 4 Proposed Schedule of Activities and Investments: 6 Annex A: Management Team Building Workshop The Way Forward ............................... 7 The Framework .................................. 8 Annex B: High Performance Leadership10 Program Framework.......................... 10 Annex C:Vision, Mission and Values Alignment for Leaders 13 Annex D: Company-wide VMV-Themed Team Building Workshop 14 Course Outline ................................. 15 Annex E: Profile of Edwin Ebreo, Lead Consultant 16 Annex F: Corporate Profile ................. 17 7
RATIONALE
A number of elements are crucial in your Companys effort to achieve organizational culture alignment with its mission, vision and core values. These are: Leadership cohesiveness The ability of the organizations leaders at all levels of the organization to collaborate and work together. This is an important ingredient for building an aligned culture for the company. Leadership Culture Alignment Leaders are able to embrace a leadership way of life that are consistent with the companys mission and values. Leaders model the way and communicate the companys philosophy and priorities through words and actions. Company-wide alignment employees understand, accept and live by what the mission and values. They are focused at pursuing the companys vision. There is an ongoing conversation on how teams and individuals can continue to contribute to the achievement of organizational goals while using the companys core values as moral compass. Strategy and Policy Alignment The Company continually review and make necessary adjustments in policies and procedures to steer the company along the roadmap towards the realization of the companys vision without going out of bounds of the companys core values. Organizational effectiveness is achieved when decisions are made in the most efficient ways and directions are carried out effectively throughout the organizations. When actions do not betray stated organizational values or when problems are identified and solved at all levels in the organization, when expectations match performance, we can say that an organization and its people are aligned with its purpose. Shaping an aligned organizational culture requires leadership, change management and consistency building. This proposal aims to establish strategies so that all those who have leadership responsibilities are able to lead the change and develop the necessary management tools to achieve consistency of practice. We are also recommending some capability building interventions to help employees demonstrate the needed competencies that support the desired change and organizational goals.
PROPOSED FRAMEWORK/SCOPE
Strengthening Leadership Cohesiveness Establishing Leadeship Culture Alignment Achieving Organizational Alignment
Company-wide VMVbased Team Building VMV Alignment Workshop for Leaders
Identification and continuing communication of Key Behaviors Leadership Initiatives that support and campaign for continuing alignment
Key Outputs:
Trust Building Norms Collaboration Norms Clarity and Commitment on Thematic Goals Team Rules of Engagement
Key Outputs
Action Plans for continuing communication of organizational core values Initiatives for pursuing company vision and mission.
agree on what these values look like in action. Lastly, everyone must commit to aligning oneself by committing to actions that are aligned with the companys core values. This workshop is being proposed to help your team members appreciate the importance of building a strong and aligned organizational culture. We divided this event in two parts to facilitate the following: understanding the concept of alignment and commitment. The second part is about aligning behaviors and actions with the companys VMV. (Please see Annex D for details. ) Specifically, this workshop aims to achieve the following: Identify Alignment and Commitment as key to team success Describe actions and behaviors that are consistent with the companys core values. Make personal and team commitments to pursue organizational vision and mission. Contextualization of core values and key behaviors on a departmental and functional level Individual commitments to support vision and mission. Rules of engagement for team interaction.
Key Outputs
a. b. c.
Prework a. Briefing 2-Day teambuilding and planning workshop Follow through session after 1 month
1. 2. 3.
1.
2.
Management Thematic Goals and categorical objectives Rules of engagement for collaboration, cooperation, downward communication, etc.
1.
2. 3. 4. 5.
Pre-workshop Briefing and Preparation of Individual Leadership Development Planner 2 Days Training Follow Through Session after 6 months Appreciation of the concepts of alignment and commitment Appreciation of the VMV Concept
1. 2. 3.
1. 2.
4.
3. 4.
Activities Contextualization of the Companys VMV in preparation for companywide and continuous communication Action Planning on needed policy and initiatives to support company VMV Getting alignment and commitment Identifying key behaviors that are aligned with the companys core values Committing to an individual action plan to support company mission and vision Evaluation of and adjustment of program as necessary
Approximate Timeline
Result/Output supporting the mission and vision 5. Strategy for regularly communicating the VMV Application of new selling skills Implementation of new Customer Service Program
3.
1.
1.
1.
Fundamental #4: Build Accountability Successful teams have DISCIPLINE. They do not allow mediocrity to creep in to the organization. Individuals in the team ensures that everyone is doing his/her utmost for the team by keeping their promises, giving support and calling peoples attention when they demonstrate behaviors that are counterproductive to team. Fundamental #5: Focus on Results A team is able to set a goal for the whole organization and then rally the whole team towards achieving it. They feel the agony of defeat and celebrate success with much gusto. Because team members are accountable, committed, demonstrate open communication and trust the team to do its best. They are able to harness the teams full ability to deliver the goods. Lencioni shared some formula for building these fundamentals. ExeQserve consultants studied the formula and successfully applied them to a number of companies who now enjoy stronger trust, productive collaboration, commitment, accountability and focus on results. The formula is not a training session but an intervention to help members of a team work more effectively together. This is the same intervention that we propose to facilitate for the team Striving to create a functional, cohesive team is one of the few remaining competitive advantages available to any organization looking for a powerful point of differentiation. High Performance Teams get more accomplished in less time than other teams because they avoid wasting time on the wrong issues and revisiting the same topics again and again. They also make higher quality decisions and stick to those decisions by eliminating politics and confusion among themselves and the people they lead. Finally, functional teams keep their best employees longer because "A" players rarely leave organizations where they are part of, or being lead by, a cohesive team.
THE FRAMEWORK
The whole program is divided into four major segments: 1. Pre-workshop activities a. Reading of the Five Dysfunctions of a Team book by the Management Team b. Managers will take the MBTI or DISC personality test which will be used during the session. c. Administration of the Five Dysfunctions Test to determine the current team climate. d. Further customization based on the result of the climate survey. 2. 2-day Management Teambuilding a. The intention of this workshop is to prepare the management team to lead in a new team environment. The management team members need to recognize that they are part of the management team first and leaders of their respective sub-teams second. b. By the end of the two-day session, the team would have agreed on a number of norms intended to build cohesiveness and commitment among them that they can use as basis for aligning their respective subteams. 3. Post Workshop and Follow-through a. The Teambuilding Facilitators shall submit a comprehensive report detailing the following: i. Highlights of the workshop ii. Activity outputs and norms iii. Our observations iv. Recommendations for follow through b. Follow-through sessions that the Leadership may opt to facilitate themselves or have our facilitators coach
4 to 5 hours
2 hours
2 hours (depending on team dynamics) Fundamental # 3: Achieving Commitment SLE: Footprints in the Sand Commitment Clarification Cascading Communication Establishing a Thematic Goal Exercise Rules of Engagement Fundamental # 4: Embracing Accountability Team effectiveness exercise
2 to 3 hours
1 hour
1 hour
Wrap up and Follow-up Strategies for Overcoming the Five Dysfunctions Cascading Communication Agreement Personal Commitments Closing Statement
Describe the needed transition from being a non-leader to that of a being a leader Demonstrate value-driven leadership Use vision to inspire employee performance Apply their roles as change leaders Use 360 degrees empowerment to lead at different angles Use techniques for keeping employees engaged
Target Participants
Supervisors and managers who are responsible for bringing employees performance to higher levels.
PROGRAM FRAMEWORK
At ExeQserve, we appreciate your desire to build a high performance leadership culture and we recognize our responsibility in helping you get the most out of your investment. If you are up to it, we recommend a comprehensive solution that will help you achieve your objectives. Heres how we propose to proceed:
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Before we sell the idea of high performance leadership to your managers and supervisors, we propose to present the whole concept to the companys senior management in order to help them appreciate the program and understand their own roles in building high performance team leaders.
Leadership Skills Pre-workshop Self-Assessment and Briefing
The assessment helps the participants recognize their strengths and areas for improvement as leaders. The survey respondents (superiors, subordinates and peers) will be invited prior to the workshop to answer our questionnaire. The results will help the participants work on their individual leadership development plans during and after the workshop.
2-Day Leadership Workshop
The participants will attend a 16-hour or 2 days training that focuses entirely on building their leadership competence, facilitating teamwork and coaching. The participants will receive two workbooks from their facilitators. One contains all the lessons in the workshop and the other one is their Individual Leadership Development Plan workbook. After each module, the participants will be asked to collect their learning and decide on some action plans to apply what theyve learned.
Post Workshop Report and Follow through Session
We shall submit a post workshop report one week after the learning event and hold a half-day follow through session after three months to reinforce the participants learning. The report and the follow through session is our way of helping you get the most out of your training investment.
Course Details:
Time Activities DAY 1 9:00 to 9:30 Introduction Opening Remarks House Rules Leveling of Expectations Ice Breaker Module 1: Stepping up to Leadership Leadership and High Performance Differentiating Leadership from Management o When to lead, When to manage o Getting to Level 5 o Embracing the qualities of high performance leadership Keys to high performance teamwork Know the course organization and apply house rules Process Objectives
9:30 to 12:00
Describe the needed transition from being a non-leader to that of a being a leader
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1:00 to 6:00
Module 2: Value-driven Leadership Connecting leadership values with high performance Working with aligned teams Strengthening leadership credibility with values alignment DAY 2 Module 3: Leading through vision Establishing the high performance vision Co-creating roadmap towards the achievement of the vision Strengthening accountability for performance and behavior Module 4: Leading Change Change and high performance Applying Kotters model in facilitating change. Encouraging change through creativity and innovation Module 5: Leadership and Empowerment Empowerment and High Performance o 360 Empowerment Building trust, competence and confidence Module 6: Leading through engagement Employee engagement and high performance Motivating to improve engagement
9:00 to 11:00
11:00 to 2:00
2:00 to 4:00
4:00 to 6:00
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Activity Introduction Opening remarks Icebreaker Workshop framework and agenda Module 1: Getting alignment and Commitment SLE: Destinations This activity highlights the importance of symbiosis among members of the organization. It shows how despite differing personal goals, a company can succeed when everyone is aligned. SLE: Electric MazeThis activity emphasizes that organizations succeed when people are committed to the goals and strategies.
10:15 to 11:00
Describe the importance of alignment and commitment in pursuing the companys vision, mission and values
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2:00 to 3:00
Module 4: Your Companys Values in Action SLE: Values tradingThis activity will help participants realize the importance of being consistent with ones own values. Appreciating ones own values SLE: Credo MemoActivity will help participants contextualize the meaning of Your Companys values in their day-to-day activities and will help them communicate these values to their employees. Module 3: Operationalizing the Mission Appreciating the concept- what is a mission and what is the mission? Workshop: How do we operationalize our mission?-Participants will review their activities and identify opportunities to direct them towards realizing the mission Module 2: Pursuing the Vision Appreciating the concept Reviewing Your Companys Vision Workshop: Team Purpose Trianglethis activity allows participants to review how they can realign their operational strategies with the company's vision. Re-Entry Action PlanningParticipants will come up with individual action plans on how they can communicate their learning to their staff and apply learning in the workplace.
Describe specific behaviors that are consistent with the companys core values.
3:15 to 5:00
5:00 to 6:00
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We designed this program in such a way that we weaved the learning with the activities so that there is less need for activity processing. However, we recommend individual commitment setting towards the end of the program to help the participants identify and clarify individual roles and commitment to organizational success, OBJECTIVES After the session, the participants are expected to; Identify Alignment and Commitment as key to team success Describe actions and behaviors that are consistent with the companys core values. Make personal commitments in contributing to organizational alignment.
Course Outline
Time 8:30 to 9:00 Activity Introduction Opening remarks Icebreaker Workshop framework and agenda Module 1: Getting Alignment and Commitment Alignment and Commitment as key to team Success Appreciating alignment o Structured Learning Experience (SLE) : Destinations This activity highlights the importance of symbiosis among members of the organization. It shows how despite differing personal goals, a company can succeed when everyone is aligned. Demonstrating Commitment o SLE: Electric MazeThis activity emphasizes that organizations succeed when people are committed to teamwork Module 2: Your Company Values in Action Understanding the concept of Values o SLEs: o Helium ringTeamwork o Trust Fall - Loyalty and Family o Wacky Relay Integrity and Honesty Professionalism o Card Sorting Quality, Innovation and Creativity in action Rules of EngagementCommitting to values at work Module 3: Pursuing the mission and Vision SLE: Team Purpose Triangle Identifying initiatives to contribute to mission and vision Re-Entry Action Planning Agreeing on a forward Agenda to apply learning in the workplace Closing Process Objectives Know the administrative details of the workshop
10:15 to 12:00
1:00 to 4:00
Describe specific behaviors that are consistent with the companys core values.
4:00 to 5:00
Align individual activities with company mission and vision Develop action plans to apply learning to the workplace
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He continues to customize programs to meet the unique needs of organizations. Ed is a passionate public speaker. He is an active member of Toastmasters Club with a norm of Advanced Communicator Silver. As a Toastmaster, he has helped establish clubs and mentored members to achieve their full potentials as public speakers and leaders. As a consummate HR Professional, Ed offers free on-line advice on career, human resource management, leadership and other topics through his popular blog Anything HR by Ed (http://anythinghr.blogspot.com) and Pinoy Career Coach (http://pinoycareercoach.blogspot.com ). Ed took up Mass Communication at New Era University and has completed various training programs that have helped him develop his competence in leading and training. His most important education is his experience as human resource development professional helping companies achieve their full potential through their people.
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