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Dr. Clinton O. Longenecker Stranahan Professor of Leadership and Organizational Excellence

LEADING RAPID HR PERFORMANCE IMPROVEMENT: THE TWO-MINUTE DRILL APPROACH TO CHANGE ! (No Spectators Allowed). Dr. Clinton O. Longenecker Stranahan Professor of Leadership and Organizational Excellence. THINK! The Only Sign Found in the Office of IBM Founder Tom Watson Sr.!. 1 to 9

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Dr. Clinton O. Longenecker Stranahan Professor of Leadership and Organizational Excellence

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  1. LEADING RAPID HR PERFORMANCE IMPROVEMENT: THE TWO-MINUTE DRILL APPROACH TO CHANGE!(No Spectators Allowed) Dr. Clinton O. Longenecker Stranahan Professor of Leadership and Organizational Excellence

  2. THINK!The Only Sign Found in the Office of IBM Founder Tom Watson Sr.! 1 to 9 (11.1%)

  3. Think ABOUT CHANGE AS A TWO-MINUTE DRILL!

  4. WHAT CHALLENGES ARE YOU CURRENTLY FACING AT WORK AS AN HR PROFESSIONAL?

  5. AS A LEADER, WHAT IS YOUR MOST IMPORTANT ASSET?

  6. TIME!

  7. THE TWO-MINUTE DRILL TIME ASSESSMENT THE CHALLENGE OF TIME AND GETTING DESIRED RESULTS “I have been a manager for 25 years and a senior leader for 9 years. I have worked hard to get results for this enterprise as most of our managers have. I have wrestled with changes of every sort…I’ve seen some great successes and a few failures along the way…People talk about having the ‘right stuff’ to be a great manager and all the discussion about skills and competencies and development were not the toughest thing…The toughest thing for me as a manager is wrestling with the time animal…I haven’t talked with too many people about this, but my schedule can be a killer and I look at my planner sometimes and feel overwhelmed and even depressed. I ask myself regularly, ‘why am I so busy?’ Every manager I know is busy but the real question is, ‘busy doing what?’ The answer to this question can be what separates effective from ineffective leaders…Healthy from unhealthy leaders…Balanced from unbalanced managers and ultimately satisfied from unsatisfied people. For most of us this is a real challenge if we are being honest!”  A Senior Executive’s Confession

  8. Two-Minute DrillTIME ASSESSMENT (p. 3-4)

  9. In our research, an analysis of the work habits over 10,000 leaders revealed that the average manager had _____ hours for productive results-oriented work on a typical day? 2.5 hours!

  10. “Those who survive are those who take control of the things they can control, know what they have to work with, make wise decisions and draw upon the collective wisdom and resources available to them…It is all about leadership.”

  11. CHARACTERISITCS OF IMPROVEMENT INITIATIVES Effective/Successful? Ineffective/Unsuccessful?

  12. Key TMD Research Findings(n=1,000+ Case Studies) (p. 6) • Winning TMD Research Finding #1: Real and rapid change does not happen without effective, trustworthy, hands-on leadership. • Winning TMD Research Finding #2: Successful change efforts are triggered by the realization that performance is not where it needs to be, things must change and clearly defined goals/outcomes must be established. • Winning TMD Research Finding #3: Leaders of successful change know what they are up against and know their opponents as well as their team’s strengths and weaknesses in developing plans.

  13. Winning TMD Research Finding #4: Real and rapid change takes place when people have clear focus on achieving a specific desired outcome, they believe the change is important and there is a sense of urgency. • Winning TMD Research Finding #5: Effective change is always based on realistic and clear plans of action designed to get a specific result, using the talents of the right people.

  14. Winning TMD Research Finding #6: Successful change initiatives have a starting point where performance will determine the success of the effort and it must be measured and critiqued accordingly. • Winning TMD Research Finding #7: Leaders must let performers know when they score, must make the changes stick and learn to celebrate. • Winning TMD Research Finding #8: Organizational change efforts should be reviewed and analyzed so that lessons can be drawn for future improvement.

  15. CHARACTERISTICS OF A FOOTBALL TMD! THINK ABOUT THE BEST FOOTBALLTWO – MINUTE DRILL THAT YOU HAVE EVER SEEN! WHAT MADE IT WORK? (TMD Scoring Drives: 7 out of 10)

  16. GREAT TMD GAMES… • “The Catch” – Pittsburgh vs. Arizona, Super Bowl XLIII Final: Steelers 27-23. • “The Underdog” – New England Patriots vs. New York Giants Super Bowl XLII Final: Giants 17-14. • “The Drive” - Denver Broncos vs. Cleveland Browns, AFC Championship 1987 Final: Broncos 26-23. • “The Bush Push” - ND vs. USC October 15, 2005 Final: USC 31-28. • “The Blue Grass Miracle” – LSU vs. Kentucky November 9, 2002 Final: LSU 33-30.

  17. WHAT MADE THE TMD’s WORK?… • Great Quarterbacking! • The Desire to Not Lose! • Sense of Urgency! • Managing the Clock! • Exploiting Your Opponents Weaknesses! • Getting the Right Players on the Field! • Great Individual Effort! • Teamwork! • Executing a Great Series of Plays! • Keeping the Chains Moving! • Big Plays! • Getting into the “Red Zone”! • Making Sure the Score Holds!

  18. TMDs AT WORK! • A Fortune 1000 service organization redesigns and executes a new compensation system to better support a new sales strategy and selling model in 45 days with a 64% satisfaction rating among sales people and a increase in overall new customer sales. • A financial services organization analyzes and implements changes in its supply chain creating a 16% cost savings in 45 days. • A healthcare organization implements a new patient/customer satisfaction information management system in 2 months giving leaders real-time data for decision making. • A domestic manufacturer begins importing 40% of its component parts and creates and implements an effective delivery and distribution system to its domestic plant operations in one quarter. • A manufacturing plant shaves 11% out of cost of sales in 2 months to respond to price reduction demands from their customers.

  19. OPPORTUNITIES FOR A TWO-MINUTE DRILL WIN IN YOUR ORGANIZATION! “Leadership is getting someone to do what they don't want to do in order to achieve what they want to achieve.” Tom Landry (p. 7)

  20. IMPROVEMENT MODELS • Lean • Kaizen • Six-Sigma • Toyota Production System • TQM • Lean/Six-Sigma • Reengineering • Ford QOS • Quality Circles • Traditional Organizational Development • Panic, Threats, Fear, Mandates, Cutting, Fist Pounding, Changing the Format, Setting the House on Fire, Meeting Mandates…

  21. Common Ground Across Models* • Problem/Opportunity Identification • Mapping, Data Collection and Analysis • Gap Analysis/Benchmarking • Idea Generation and Activity Selection • Implementation/Action Planning • Implementation and Execution • Measurement • Follow-up and Adjustment *The TMD is an accelerant at each step.

  22. A MODEL FOR CHANGE (p. 8)

  23. WHAT DOES YOUR IMPROVEMENT PLAYBOOK LOOK LIKE (p. 9)

  24. THE TMD MODEL(P. 10)

  25. LEADERSHIP DEFINED • Someone who influences others toward the achievement of goals; • An individual who causes others to do things they might not otherwise do; • A person who demonstrates prowess in a given endeavor; and/or • Someone who makes things happen and gets results.

  26. KEY FINDINGS ON RESULTS- ORIENTED LEADERS (n=2,000) • They solve problems quickly. • They remove • performance barriers fast. • 3.They improve performance with people and better processes. • 4. They develop themselves to • lead. • 5. They are very time sensitive!

  27. High A Leader’s Competency Low ARE YOU A TRUSTWORTHY LEADER? EMPLOYEE RESPONSES TO LEADER TRUSTWORTHINESS (p.11) Weak Strong A Leader’s Moral Character Key Questions: 1. What are the problems associated with working for an incompetent leader? 2. What are the problems associated with working for a questionable character?

  28. Why would I want to FOLLOW YOU in a change? (p.12)

  29. You Are the Quarterback: Strength Rating • OF YOUR LIFE! • OF YOUR CAREER! • OF YOUR OPERATION! • OF IMPROVEMENT/CHANGE! (p. 37)

  30. “I am where I am at today because of a lot of great coaches who didn’t give up on me and who constantly encouraged and challenged me to get better at every phase of the game!”QB Eli Manning New York Giants Super Bowl MVP

  31. THE QUARTERBACK IS THE KEY TO A TEAM’S SUCCESS IN A TMD! THE SAME IS TRUE IN THE WORKPLACE!

  32. Lesson #1: You Are the Quarterback… (Strength Rating) • OF YOUR LIFE! • OF YOUR CAREER! • OF YOUR OPERATION! • OF IMPROVEMENT/CHANGE! (Keynote Handout p. 6) The University of Michigan “1996-1999”

  33. When going into a change/improvement effort, do you as leader…… • Come energized and ready to play • Seize control of the game • Communicate above the roar of the crowd • Create ownership of the drive • Demonstrate extreme time sensitivity • Make adjustments quickly • Have courage to take a hit but avoid being sacked • Use creativity and innovation in finding a way to win • Act as a cheerleader • Demonstrate confidence and poise

  34. QB Pre-Drive Assessment (Keynote handout (P. 7)

  35. Question #2: When in need of improvement, do you start by assessing your actual situation and clearly defining your desired outcome(s)?

  36. Lesson #2: Know the Score and Define Winning at the Start of any Change Effort! • Start by knowing the real score • Define winning for your enterprise, team and individuals • Communicate what it really means to WIN !

  37. Question #3: When in need of improvement, do you really know what you are up against?

  38. Lesson #3: Scout Your Opponents and Prepare Accordingly(Internal and External) • Know your competitors • Know yourself • Know your team • Know your franchise • Know your playing conditions

  39. Question #4: When in need of improvement, do you create clear focus and a sense of urgency?

  40. Lesson #4: Create Extreme Focus and Sense of Urgency! • Declare the importance of winning • Create extreme focus • Ratchet up the sense of urgency • Rally the team…Fast! 74% of Managers can successfully handle less than 3 changes at a time!

  41. Question #5: When in need of improvement, do you develop a real plan with the right people?

  42. Lesson #5: Develop a Winning TMD Player and Play Package • Have the right people on the field, ready to play • Create ownership of every TMD play • Select plays that move the ball • Measure the performance of each play • Ensure assignments on each play are understood • Virtual practice makes perfect

  43. Question #6: When in need of improvement, do you execute every step of your plan?

  44. Lesson #6: Execute the Right Plays and Score • Establish your TMD scoreboard • Snap the ball and move the chains • Make necessary adjustments fast • Manage the clock and keep the team hustling! • Execute in the Red Zone and score!

  45. Question #7: When in need of improvement, do you ensure that your changes really stick and then celebrate?

  46. Lesson #7: Close Out the Game Then Celebrate • Check out the scoreboard and make sure you are really improving/scoring! • Don’t celebrate prematurely • Make sure the score holds up • Celebrate both the scoring drive and the win • Hand out the right trophies

  47. Rule 12. Section 3. Article 1:“Restrictions on Scoring Celebrations Defined.”

  48. Question #8: When in need of improvement, do you learn from the experience and apply these lessons to future change?

  49. Lesson #8: Conduct Your Post Game Analysis and Press Conference • Know what went right and what could have been done better • Employ a press conference mentality and share your game films • Avoid political press conferences

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