Welcome. Day 4.

1. Welcome. Day 4.

2. 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

3. 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?

4. 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!

5. 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

6. The PEOPLE Process®

8. STAGE 1 Normality NOTIONALLY NORMAL STARTING POINT STAGE 2 Slippage INCUBATION PERIOD STAGE 3 Trigger PRECIPITATING EVENT STAGE 4 Crisis ONSET STAGE 5 Situation Mgt RESCUE AND SALVAGE STAGE 6 Hindsight READJUSTMENT HOW THINGS GO WRONG!

10. 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.

11. 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.

12. Performance Challenges • Can do, will do. • Can do, won’t do. • Can’t do, will do. • Can’t do, won’t do.

13. 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.

15. Treatment

16. Can’t do, Will do. • Training, Coaching • Training Needs Analysis • Induction Training • Technical Skills • Team Skills • Management / Supervisory Training

17. Can do, Won’t do. • Motivation and Morale • Management Styles • Job Rotation • Conditions of Service • Team Building • Performance Management • Feedback • Goal Setting

18. 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

19. 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.

20. General Adaptation High P e r f o r m a n c e Low Panic Burnout Mutiny! Strain Stretch Comfort Boredom Low Pressure High

21. General Adaptation High P e r f o r m a n c e Low Eustress Panic Burnout Distress Strain Stretch Comfort Boredom Low Pressure High

22. General Adaptation High P e r f o r m a n c e Low Eustress Panic Burnout Distress Strain Stretch Comfort Boredom Low Pressure High

23. Stress Symptoms Physical: 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

24. Stress Reduction Techniques Lifestyle 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

25. Approaches to Stress Management • Stress Avoidance • Cognitive Reappraisal • Relaxation • Support • Lifestyle • Brainstorm Exercise: What works for you?

26. 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.

27. Can’t do, Won’t do • Wrong people - job match. • Performance Counselling • Job Change • Remedial Training • Resistance to Change? • Informal Discipline • Formal Discipline • Discharge

28. Can Do – Will Do • Resources • Information / Knowledge • Systems • Time • Technology • External constraints

29. Time

31. The Four Types of Time Managers

32. 5 S Management

33. 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.

34. 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.

38. 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.

39. 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.

40. Homework • The Thing