Welcome.Day 4.

Day 4• Packaging Yourself• Getting things done. • Planning and organising work. • Understanding workplace performance. • Getting results through people. • Workplace teams and team-work. • Adding value and reducing waste. • Project toolkit. • “Lean” thinking. • Practical exercises. • Project planning session

Employers Ask.......

• Can they do the job?• Will they do the job?• Will they fit in?• Will they grow with the job and help the

organisation to grow?

Employers Ask.......

• Can they do the job?• Will they do the job?• Will they fit in?• Will they grow with the job and help the

organisation to grow?• Is this you?• Prove it!

Your USP

• By now you have the makings of a very attractive profile:– Personal Strengths & Interests (PEOPLE Process®)– Your expertise (CV & Appreciative Inquiry)– You can OODA any situation– Managing Risks– Saving Money– Adding Value – Project mindset (Reflections on Mta Kit Tasks)– Understanding knowledge transfer– Today: Getting Things Done

The PEOPLE Process®

Severity Frequent (A) Likely (B) Occasional (C) Seldom (D) Unlikely (E)

Catastrophic (I) Extremely High

Extremely High High High Medium

Critical (II) Extremely High High High Medium Low

Marginal (III) High Medium Medium Low Low

Negligible (IV) Medium Low Low Low Low

Probability

HOW THINGS GO WRONG!

• STAGE 1 NormalityNOTIONALLY NORMAL STARTING POINT

• STAGE 2 SlippageINCUBATION PERIOD

• STAGE 3 TriggerPRECIPITATING EVENT

• STAGE 4 CrisisONSET

• STAGE 5 Situation MgtRESCUE AND SALVAGE

• STAGE 6 Hindsight• READJUSTMENT

Observation (SituationalAwareness)

What's going on?

Orientation (SituationalUnderstanding)

What does it mean?

Decision (SituationalJudgement)What do I do?

Action (SituationalInfluence)

How and when do I do this?OODA Loops.

Agility &Effectiveness.

The Results Leader

• Rapid action planning.• Understanding and using “Lean” principles.• Prioritising skills.• Goal setting.• Understanding performance.• Dealing with barriers to performance• Motivating a team.• Task and people & productivity and quality.

Team Issues• Team motivation.• Training a team in new “stuff”.• Resenting change.• Person not pulling weight.• Resistance.• Cross-cultural communications.• Time management.• Unpopular policies.• Unacceptable behaviour.

Performance Challenges

• Can do, will do.

• Can do, won’t do.

• Can’t do, will do.

• Can’t do, won’t do.

Performance Challenges• Can do, will do.– Resources, environment, systems, practices.

• Can do, won’t do.– Motivation and morale

• Can’t do, will do.– Training, coaching

• Can’t do, won’t do.– Wrong people - job match.

Treatment

Can’t do, Will do.

• Training, Coaching– Training Needs Analysis– Induction Training– Technical Skills– Team Skills– Management / Supervisory Training

Can do, Won’t do.

• Motivation and Morale– Management Styles– Job Rotation– Conditions of Service– Team Building– Performance Management• Feedback• Goal Setting

The Health and Safety Authority identifies the following factors as the most common stressors in Irish workplaces:

* Faulty work organisation * Changes at work * Poor working relationships * Poor communication at work * Lack of personal control over the work * Ill-defined work roles * Dull repetitive work * Highly demanding tasks * Dealing directly with the public * The threat of violence

Stress Definition

• Stress is the result of an individuals' perceptions that they do not have the resources to cope with a perceived situation from the past, present or future.

• It is caused by fear, and the reaction to fear is the instinctive and automatic preparation for fight or flight.

General Adaptation

Low Pressure High

HighPerformanceLow Boredom

Comfort

StretchStrain

Panic

Burnout

Mutiny!

General Adaptation

Low Pressure High

HighPerformanceLow Boredom

Comfort

StretchStrain

Panic

Burnout

Distress

Eustress

General Adaptation

Low Pressure High

HighPerformanceLow Boredom

Comfort

StretchStrain

Panic

Burnout

Distress

Eustress

Stress SymptomsPhysical:

fatigue, headache, insomnia, muscle aches, stiff neck,heart palpitations, chest pains, abdominal cramps, cold extremities, flushing/sweating, frequent colds.

Mental:

decreased concentration/memory, indecisiveness, mind racing/going blank, loss of sense of humor

Emotional:

anxiety, nervousness, depression, anger, frustration, worry, fear, irritability, impatience, short temper

Behavioral:

pacing, fidgeting, nervous habits, crying, yelling, swearing, blaming, throwing things, eating, smoking, drinking

Stress Reduction TechniquesLifestyle Change:

decrease caffeine, eat a well balanced diet, decrease junk food, eat slowly, regular exercise, adequate sleep, leisure time, relations exercise

Stressful Situation Change:

time and money management, assertiveness, problem solving, possibly leave a job or relationship

Change your thinking:

look at things positively, see problems as opportunities, refute negative thoughts, keep a sense of humor

Approaches to Stress Management

• Stress Avoidance• Cognitive Reappraisal• Relaxation• Support• Lifestyle

• Brainstorm Exercise: What works for you?

Worry, Why Worry?

• Research Study– 100% of what we worry about.– 37% Never happens.– 55% Happens but is not as bad as we feared it would be.– 8% Happens and is as bad as we feared it would be.– 6% In hindsight, could have been avoided / minimised.– Only 2% as bad and beyond our control.

Can’t do, Won’t do

• Wrong people - job match.– Performance Counselling– Job Change– Remedial Training– Resistance to Change?– Informal Discipline– Formal Discipline– Discharge

Can Do – Will Do

• Resources• Information / Knowledge• Systems• Time• Technology• External constraints

Time

Important but not yet

Urgent.

Important and Urgent

Neither Important

nor Urgent. (Often

“Nice”.)

Urgent but not so

Important.

The Four Types of Time Managers

High Organisation / Low Task.

Perfectionist.

High Organisation / High Task.

Time Manager.

Low Organisation / Low Task.

Slob.

High Task / Low

Organisation.Do’er

5 S Management

TIMWOOD

• Transport: Movement of “stuff” around the workplace.• Inventory: Too much and too little stock or inventory.• Motion: People moving about unnecessarily. Travelling to

meetings is a good example.• Waiting: Waiting for supplies, resources or decisions.• Over-Production: Producing too much stuff too soon. • Over-Processing: Producing work in far more detail than is

actually required. • Defects: Errors, accidents and sub-standard outputs.

PICEMS• Potential: Wasting of human resources. People generally have

far more capability, potential and capacity than it seems.• Inappropriate Systems: Are your systems out of date?• Customer-related: Waste of Customer Time. Waste of Lost

Custom.• Environmental waste: Wasted Energy, Water, Fuel etc. • Materials: Wasted Materials. Off-cuts, paper, consumables

etc.• Service and Admin Wastes: Cumbersome procedures,

duplication of work etc.

The 5-S process includes five steps:

• Sort: Organize and separate needed from unneeded. Elimination of the unnecessary.

• Straighten: Arrange and identify for ease of use. Straighten the workflow to eliminate wasteful steps.

• Shine: Tidy & Clean. Keep it tidy and clean.• Standardize: Maintain and monitor the first 3 S’s.

Capture the developments and formalize them in guidelines that everybody understands.

• Sustain: Ongoing training, discipline, motivation and improvement.

Benefits of the 5 Ss Method• 5 S’s method is a process of organizing the workplace and

workflow for maximum effectiveness.• Improve safety and communication • Reduce waste and increase value• Reduce space requirements • Increase compliance with processes and procedures • Boost morale by creating a pleasant workplace • Reduce time wasted because people don’t know what (or

how) to do things. Save time looking for tools, equipment and information.

Homework

• The Thing