1 1 february 4, 2013 the sea roadmap process owner forum monday, february 4 2013 draft b january 21,...

11February 4, 2013

The SEA Roadmap

Process Owner ForumMonday, February 4 2013

DRAFT B

January 21, 2013

2

1.1.2 Leadership Communication Process

• How do senior leaders communicate and reinforce company direction and expectations (vision, goals, mission, and values) to all employees, customers, and key suppliers/partners?

• What are the key process steps and who are the participants? • How do senior leaders encourage frank, two-way

communication throughout the organization? • How do senior leaders create and re-enforce a high-

performance work culture that embraces standard work, process maturity, and lean production techniques?

• How do senior leaders involve themselves in reward and recognition that re-enforces a high-performance work culture?

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Today’s focus

February 4, 2013

3

Secret Weapons of Effective Communicators

Presented by: George M. Pomonik

February 4, 2013Copyright © 2013 George M. Pomonik

Pomonik Consulting, Inc."Chaos Removal Services"sm

Pomonik Consulting, Inc. Telephone: 818-591-07004144 Meadow Lark Drive E-mail: [email protected], CA 91302-1845 Website: www.pomonik.com

February 4, 2013 Pomonik Consulting, Inc 4


Who is George Pomonik?

Pomonik Consulting, Inc.

"Chaos Removal Services"sm

www.pomonik.com

George M. Pomonik Overview

• Management consultant since 1983, helping large and small organizations improve:

- Teamwork & Communications

- Speed

- Quality

- Costs

- Customer satisfaction

• Prior responsibilities: executive, management, and engineering roles since 1961



The importance of effective leadership communications

Effective leadership communications (verbal, written, electronic, etc.) is essential for developing fast, high quality decisions and results, and a successful bottom line.

Within that, face-to-face communication is a vital component because it can provide the means to rapidly and effectively:

Inform and teach

Influence and sell

Define and solve problems



Success factors for effective face-to-face

communications

• Trust and openness

• Listening skills

• Effective processes for conversations and meetings


But what’s the problem? Face-to-face communications are not always effective. The methods, responses, and results do not always match the intent.

What can we do about it? Some "secret weapons"

1. Agree on goals – why are we doing this? What results do we want? Why is that important? The Vision Flow Down Model

2. Good meeting practices

3. Ground rules for effective communications

4. "What I like about that…"

5. The Leader/Advisors Model




Vision and Goals FirstVision and Goals—a beacon for tough decisions

In the midst of the chaos in a crisis, it often pays to step back and ask, “Why are we doing this?”

When we dig for the driving force behind the activity that we are examining, it should lead us to some fundamental and critical goal—a goal that serves to fulfill our vision. If the activity is indeed driven by a critical goal, we can then ask if our present approach is the most effective route to that goal. And if the reason we are doing this activity is not driven by some critical goal, why are we doing it at all?



"Perfection of means and confusion of goals seem—in my opinion—to characterize our age." – Albert Einstein

"Obstacles are those frightful things you see when you take your eyes off your goal." – Henry Ford

The Vision Flow Down Model After we clarify our company’s shared vision, core values, and goals, they serve as a beacon and guide for successful actions at all levels. These principles also act as neutral tiebreakers for thorny situations. See the next slide for an overview of the flow down of vision and goals to the tactical level.



VISION, OR MISSION STATEMENT, AND CORE VALUESVision: "...the precise statement/picture of where the company and its people are heading and why they should be proud of it." [Tom Peters, "A Passion for Excellence."]Core Values: "...the essential and enduring tenets of an organization. A small set of timeless guiding principles..." [James Collins and Jerry Porras, "Built to Last, Successful Habits of Visionary Companies."]

GOALSSpecific achievement targets consistent with the Vision and Core Values

KEY SUCCESS FACTORSThose factors and processes that are necessary in order to assure that the

Goals will be realized (also the "inverse" of key obstacles).

STRATEGIESRoutes to achieve Goals.

Originally, "...the art of setting up forces before the battle began."[Robert B. Miller, "Strategic Selling"]

TACTICSSpecific, measurable action steps.

Originally, "...the art of moving forces in battle."[Robert B. Miller, "Strategic Selling"]

The Vision Flow Down Model



Tracking Vision and Goals Flow Down



Good meeting practices



Good meeting practicesEffective processes for meetings improve the speed and quality of the outcome and accelerate closure on key goals. Here's a brief example of a checklist:



Good meeting practicesThe key to moving forward and fulfilling goals in a timely manner is diligent completion of the activities between meetings. Here are some typical actions between meetings:



Ground Rules for Effective Communications

One of the ways to greatly enhance the development and exchange of information between people is to mutually agree on communications Ground Rules or Guidelines.

Some typical Ground Rules1. Use "active listening", with empathy; paraphrase to confirm what you heard2. Benefits before concerns—first look for things we agree on, and "what I like

about that..."3. Express concerns as opportunities for improvement4. Look for win-win solutions; draw out everyone’s needs, build solutions from

those needs5. Summarize or headline ideas6. Add to, or build on the ideas of others7. There are no stupid questions8. Accept the person; express your feelings about the behavior9. Show your professionalism and courtesy; respect and appreciate each other10. Platinum Rule: Treat others as they want to be treated



Develop your own Ground Rules for effective communications

Develop your own, based on a facilitated meeting, brainstorming involving everyone, a "menu" of guidelines, and other collaborative methods. Keep in mind that the Ground Rules may not have the same meaning to people who did not participate in the development process.

Applying the Ground Rules

The Ground Rules become a "shorthand" summary of the group’s discussions and agreements during the development of the list. One way to use it is to post the list in your meeting room, as a reminder of agreed behavior. The posted list can be used to help calm down unproductive behavior and get things back on track. For example, if emotions start to get out of control, a participant can say "in a quieter moment, we agreed to 'number 9'—can we do that now?"

The list can also be used by a neutral facilitator to help enforce the rules that the group has accepted. The group can also become self-facilitating.

"Why is it so difficult to realize that others are more likely to listen to us if first we listen to them." – John Wooden



How can we get someone’s ear and get them to agree with us?



How to defuse a potentially stressful situation—and get your ideas across at the same time

"What I like about that…"A surefire way to improve "listening"

• When a message is presented, discuss benefits first ("what I like about it") followed by concerns as opportunities for improvement.

• The listener first expresses "what I like about that…" or "the benefits that I see are…" or other similar positive and honest opinions about the message.

• The listener does not have to agree with the total message, but should select an example(s) of beneficial content.

• Following that, the listener can express concerns, as opportunities for improvement (but not until they "buy a ticket" with a positive comment).



"What I like about that…"

What are some of the benefits of this approach?

1. The listeners have to “open their filters” because they will be “tested” to feed back beneficial content.

2. This helps avoid the negative effects of prejudices about the speaker or the message.

3. The listener’s comments can clarify and add substance to the message, and increase the understanding and buy-in of the audience.

4. This starts a positive feeding frenzy instead of a negative one.

5. This approach establishes common ground and some basic agreement.

6. The presenter feels appreciated and becomes much more relaxed and open to alternate ideas.

7. People feel freer to express their ideas in this kind of environment. This results in more information coming out, and improves the quality of the resulting decisions.

8. This helps the participants increase their sense of positive accomplishment in a discussion or in a meeting – a “small win”.



"Don't dwell on what went wrong. Instead, focus on what to do next. Spend your energies on moving forward toward finding the answer."

– Denis Waitley

"Don’t find a fault—find a remedy." – Henry Ford

A common mistake is the notion that the job is done when the blame is placed.



How do senior leaders encourage frank, two-way communication throughout the organization?

One approach is

The Leader/Advisors Model



The Leader/Advisors Model The Leader/Advisors Model is a team approach to problem solving. The owner of the issue (the Leader) is clearly identified, and supported by a team of Advisors with expertise and responsibilities related to the problem. In summary:

• The Leader “owns” the issue or problem, and the final decision. There is no “voting”.

• The team members are valued Advisors (“Consultants”) to the Leader (“the Client”).

• The goal: help the Leader achieve fast, high quality decisions and results (without negative consequences later)

This process is particularly applicable to decisions involving complex situations with serious consequences.



Leader/Advisors process steps and responsibilities



Recap

The importance of effective leadership communications

Some "secret weapons"1. The Vision Flow Down Model

2. Good meeting practices

3. Ground rules for effective communications

4. "What I like about that…"

5. The Leader/Advisors Model



Session closureSome feedback—Benefits and Concerns

First, please comment on some Benefits—"what I like about …" • This forum• Today's material• Other people's ideas and comments, etc.

Then comment on some Concerns, as Opportunities for Improvement



Thank you!

If you have any additional questions or comments, feel free to contact me.

George M. PomonikPomonik Consulting, Inc."Chaos Removal Services"sm

4144 Meadow Lark DriveCalabasas, CA 91302Phone: 818-591-0700Cellular: 818-590-4558E-mail: [email protected]: www.pomonik.comBlog: www.pomonik.com/pom_wp_blog

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