presented by Lou Russell Russell Martin & Associates

1. The Need for Speed: Performance Based Solutions Amid Chaos, Confusion and Change. A presentation for ASTD-Twin Cities Chapter Speaking Teaching Tools Training presented by Lou Russell Russell Martin & Associates 6326 Rucker Road * Suite E * Indianapolis, IN 46220 (317) 475-9311 info@russellmartin.com www.russellmartin.com Consulting

2. Agenda • “What do you do again?” • Running In Circles, Screaming and Shouting • Now That We’re Organized, What Do We Do? • Real Chaos Means Real Agility • Benediction

3. What do you do again?” CPLP Performance Consultant Coach Facilitator Course Scheduler E-Learning Developer Course Developer Stand Up Trainer Classroom Teacher 1950s

4. How Effective Are We? D - 1 out of every 3 people that attend training classes thinks the experience was a waste of time - editorial in the February issue of Training magazine

5. Running In Circles, Screaming and Shouting FOCUS

6. Focus On The Customer • Who are the customers? Who owns the budget, the schedule, the quality/requirements? • What business problem are they each trying to solve? • What value will your solution bring to your customers’ customer?

7. Focus On Learning prove How will you know that the problem is fixed (or at least improved)? • Business Objectives • IRACIS (Increase Revenue, Avoid Cost, Improve Service) mapped to… • Learning Objectives • Audience, Behavior, Condition, Degree

8. Business Objective IRACIS The learners will have increased productivity generating more sales after learning and applying better time management techniques Learning Objective ABC The staff members (AUDIENCE) will be able to prioritize project work (BEHAVIOR) based on business priorities (CONDITION) Objectives: Example

9. Now That We’re Organized, What Do We Do?

10. Dare to Properly Manage Resources! Steps to Great Projects START END Define Plan Manage Review 1. Establish project scope 2. Set initial objectives 3. List risks/constraints 4. Document assumptions 5. Evaluate alternatives 6. Choose a course of action 7. Establish change management plan 8. Plan communications 1. Create schedule 2. Assign resources 3. Create budget 1. Control work in progress 2. Provide feedback 3. Negotiate for resources 4. Resolve differences 1. Turn over deliverables 2. Hold Project Review 3. Release resources 4. Document successes and failures 5. Celebrate accomplishments Project Management for Trainers, ASTD 1999.

11. Establish Project Scope teaching notes Facilitator environment Student Course / learning Intro to Project Mgmt draft materials learning objectives SME Need to Know, standards

12. Document Risk and Constraints Risk = Management Average: Size- How “big” is this system or how long will it take relative to others you have done? Rated 1(small) - 10(large) Structure - How stable are the requirements? Rated 1(fixed) - 10(undefined) Technology- How understood is the technology? Rated 1(old) - 10(new)

13. # 1 # 2 # 3 TIME COST QUALITY Document Risk and Constraints Constraints

14. Real Chaos Means Real Agility Flexible STRUCTURE

15. Building the Whole Solution Components of each chapter: • The Situation (what they say) • The Facts (what you hear, questions to ask) • The Triage Intervention • How to build it Tips, Top Priority, Risks - Measuring Success

16. Pick A Topic

17. The Importance of Saying No • Say No to Say Yes You can’t have everything, where would you put it? - Stephen Wright

18. Benediction We are the messengers. The solution already exists in the team we are helping. Our job is to help them reveal it and leverage it. - Lou Russell, Training Triage

19. Thank You! Visit our Web Page www.russellmartin.comfor more Learning stuff or to order books. Visit www.lourussell.com for keynoting information. Drop me an email or card to get Project Management for 4th Graders. Order books from me (free shipping, signed) or buy in the bookstore: The Accelerated Learning Fieldbook Project Management for Trainers IT Leadership Alchemy Infoline on Leadership Leadership Training Training Triage: Performance-based Solutions Amid Chaos, Confusion and Change

20. Triage Leadership: It’s Not Just for Medics Anymore • By Lou Russell • Russell Martin & Associates • You, like many others, are getting calls asking for the impossible to be delivered tomorrow. As if that weren’t enough of a challenge, you have very little staff anymore and even less budget. And you know that this business problem is critical and has to be tackled by someone, so Jerry Garcia once said “…it’s terribly pathetic that it has to be you.” • Obviously, sending someone to a three hour, let alone three day workshop is out of the question. There is no chance that an already stressed out person can transfer new knowledge back to the churning that is his or her day-to-day job. Besides, there’s already too much work to do and too many hours of the day devoted to it. You’d love to help your staff feel less burned out, but you’re too burned out to deal with them. What does it take to fix things in today’s multitasking, priority changing business climate?There are eight trends moving businesses toward more and more chaos (ASTD: 2005): • Drastic times, drastic measures – the impact of uncertain economic conditions • Blurred lines: Life or work? – new technology and new ways to work • Small world and shrinking – global interdependency • New faces, new expectations – the diverse workforce • Work be nimble, work be quick – increased pressure to work quickly • Security alert! – safety and security concerns • Life and work in the e-lane – Internet-driven societies • A higher ethical bar – ethics and integrity

21. Reading through this list, it’s not logical to think that the fog will clear any time soon. It appears far more likely that the pace of business will quicken. My newest book came out last week titled “Training Triage: Performance-Based Solutions Amid Chaos, Confusion and Change”. I have found in my consulting work that managers are practicing triage every day, choosing by default or design their own survival techniques. This book is my attempt to build these warriors up with real techniques for the real chaos of today. • When faced with a mission critical business problem, burned out staff, diminished budget and time pressures, a Triage Manager knows how to: • Ask. Listen more than you talk to fully understand the whole problem. • Hear. Hear through the words to what is meant. Hear what is not said. • Solve. Build a full solution, not just a Band-Aid (like a 1 day training class). Integrate both team and individual components. Have you thought of leveraging web communication? Coaching? Simulations? Job Aides? Simple thank you’s? • Build. Quickly (in less than 24 hours) build the components and implement the solution. Use repeatable tools, assessments, techniques and surveys. Limit complexity – try not to reinvent the wheel. • Plan. Build a project plan to track the successful completion, measurement and follow-up. • These are exciting and interesting times. The important thing is to stay grounded in the needs of the customers and the business. If you get distracted by the minute-by-minute preferences of each subject matter expert, the fluctuation of the budget, or the irrational need for speed, you will fight your projects as you fight the change. When you stay focused on the business instead of the chaos, you can weave and flow with a flexible intervention. Get used to adapting your solution to what you just discovered as you go. We are the messengers. The solution already exists in the teams we are helping. Our job is to help them reveal it and leverage it. This is Triage Leadership.