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Agenda

Agenda. Cycle of responsiveness Power of PTO Winning formula C ollective goal S tructured dialogue Common objections Holding feet to the fire Norms and expectations Measuring progress . Self-imposed pressure to respond. Cycle of R esponsiveness.

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Agenda

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  1. Agenda • Cycle of responsiveness • Power of PTO • Winning formula • Collective goal • Structured dialogue • Common objections • Holding feet to the fire • Norms and expectations • Measuring progress

  2. Self-imposed pressure to respond Cycle of Responsiveness How genuine pressure to be on gets amplified through our own actions “Everyone here is tethered to their BlackBerry 24/7.” “To succeed, I have to be responsive.” Culture of responsiveness Pressure tobe on Adapt and adjust to make it possible to be on “Many requests are not urgent but I am available and want to be perceived that way, so I respond. Besides, I like to keep up on my work.” “I make sure I’m always accessible.” Available more, others start making requests “Others know they can count on me being accessible.”

  3. Purpose of PTO • Break the cycle of responsiveness • Help team members work together to change their actions and interactions • Reduce the bad intensity and increase the good intensity • Create a win-win, benefiting both team’s work process and team members’ work-lives

  4. Winning Formula Structured dialogue Collective goal of predictable time off Better work and better lives + =

  5. Collective Goal • Of personal value to all of us • Means to as well as end • Collective and shared • Small and doable • Concrete and measurable

  6. Structured Dialogue • Regular meetings • Attendance mandatory • Focus on work process • Pulse check • Tummy rumbles • Focus on achievement of goal • Calendar review

  7. Pulse Check How are you feeling? How much value are we delivering tothe client? How satisfied are you with your learning? Is the current operating model sustainable for you?

  8. Tummy Rumbles • Worry that client teams won’t produce / deliver, and once again, we’re left holding the bag • Questions about client resources for internal teams–both competency and their ability to take over: am not sure they understand exactly what we are doing (playbook, documentation, etc.) • We’re doing lots of “transitional analysis” across all departments – what is highest priority vs. nice-to-haves? • Are we lacking (client) IT coordination to deliver the scorecard as we’ve designed it? • We have a lot of key meetings scheduled on Fridays • Finding it difficult to schedule time with Client X

  9. Calendar Review Monday Tuesday Wednesday Thursday Friday 1 31 Lisa, Bob 2 Mark 3 Bill 4 Client A update (8:00 – 8:30) Vacation – Charlie 7 8 9 10 11 Mark Charlie Lisa, Bob Bill Prep Client B for SVP update Debrief SVP with Client B SVP Update Client A update (8:00 – 8:30) Debrief SVP with COO Training - Bill Training - Bill 14 Charlie 15 Bob 16 Mark 17 Bill, Lisa 18 Client A update (8:00 – 8:30) Vacation - Lisa Recruiting (BOS, all day) - Mark Training - Mark 21 22 23 24 25 Charlie Lisa, Bob Mark Bill Client A update (8:00 – 8:30) Team lead meeting 28 29 30 31 1 Charlie Lisa, Bob Mark Bill SVP Update Prep with B for SVP update Client A update (8:00 – 8:30) Recruiting (CHI, all day) - Bill Recruiting (SF, evening) - Lisa Recruiting (LA, all day) - Mark

  10. Holding Feet to the Fire • Sometimes: • We will need to let go of the rules of engagement or • We will decide change is not desirable after exploring the possibility • But far too often: • We will be inclined not to try hard enough first • We must share the responsibility to push ourselves to keep trying to adhere to the rules of engagement

  11. Common Objections • Not possible for me • Not relevant for me • I don’t want this • It will result in entitlement • Too much burden on me

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