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Getting Results©

Section #1: Organizational and Career Survival and Success in the 21st Century

“The future is for those who prepare for it!”

Mahatma Gandhi

Session Learning Objectives

Orientation to the class business plan and learning

objectives for this course.

Review managerial learning from the MBA program

to- date.

3. Explore the keys to career success and survival.

Why organizations and managers succeed.
Analyze your approach to getting better performance.
To explore the keys to achieving excellent performance

and getting better results at work (and in life).

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“Managing a business and managing our lives have a lot of similarities…and these days it isn’t getting any easier to have great success in both arenas!”

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Introduction: Speed Interviews
During 60 second interviews, please introduce yourself and answer the following questions:
1. The best things about your
fall.
2. Biggest thing you’ve learned in
the past six (6) months.
3. Name one skill that you
possess that is exceptional.
4. Biggest challenge this
semester.

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“I have never met a person who didn’t want to be successful…The question is, are they willing to be successful?”

Warren Buffet

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THINK!
Our Superordinate Learning Objective

To help you think about how to best improve your workplace performance and career trajectory!

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TRANSFORMATION

APPLICATION

INTEGRATION

INFORMATION

MOTIVATION

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“The ongoing challenges of life mandates that we apply all our wisdom to daily situations lest we fall prey to our own folly.”

Socrates

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“LIFE IS TOUGH,
BUT IT’S
TOUGHER
IF YOU’RE
STUPID!”
…..John Wayne

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“When a person does not know what to do in a given situation.”

____________:

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_____________:

“When a person knows

what to do but for

whatever reason

does not do it!”

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“When a person knows what to do in a given situation and does it!”

______:

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Overarching Fact:
Students: Once you graduate, the rules for success will ________ regardless of your discipline or achievements to-date. So what skills and behaviors are most important to MASTER?

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Overarching Fact:
Working Professionals: As work places change and evolve, we must all engage in more of the __________________ that allow us to effectively perform our jobs and create value for our enterprises.

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“CAREER” DEFINED - (ca-reer: n)

“A vocation, calling, profession, or occupation regarded as a long-term or lifelong activity;” and
“A person's progress and achievement in a chosen profession during one's working life.”

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Some Quick Facts About Our Working Lives and Careers:

The average American professional spends nearly ________ hours at work each year or nearly ___ hours each week at work.

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2) That same American worker will have on average ___ different jobs and will work in at least six different organizations over the course of their career.

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Our careers will last on average ___ years and we will retire at around ___ years of age (and it is increasing.)

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4) With the average American life expectancy of _____ years, each of us will walk the earth 28,740 days. ______ of 20,710 days after age 22 will involve us going to work as which will be over ____ of our adult life.

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Overview of Course

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THE CALL FOR REAL LEADERSHIP

“The key to getting better results in a rapidly changing workplace is to improve your leadership and managerial talents so as to meet the changing demands and challenges required of you as a person of influence…These days our leaders must get better results on an ongoing basis and that requires effective leadership and process improvement…This is a real test for most of us but without real leadership, real change and improvement is going to continue to be a real problem…We have all the tools but leadership is the real difference!”

CEO Fortune 1000

Service Organization

Write down at least three (3) observations about this quote?

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To improve my/our performance…

What must I/we keep doing??

What must I/we stop doing??

What must I/we start doing??

*Why are these questions so important to a leader’s/organization’s success?

THE THREE MOST IMPORTANT QUESTIONS LEADERS MUST REGULARLY ASK THEMSELVES!

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WHERE ARE BETTER RESULTS GOING TO COME FROM?

Talent: a person’s level of skill and ability they possess to effectively perform their job.

Motivation: a person’s level of inner drive and work ethic applied to performing their job.

Support: providing the information, tools, climate, processes and resources necessary for a person to effectively perform their job.

The Performance Equation: Performance = f (Talent x Motivation x Support)

A Leader’s Calling:

It is a business leader’s job to manage the Performance Equation in a fashion that enables them to improve their personal performance and the performance of each and every employee that they are responsible for leading!

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Instructions: In the space provided below, write down five business axioms/lessons, based on what you have learned in the MBA program to-date. These should be principles that are worth remembering for a lifetime. These will be shared with the group.

1.__________________________________________

__________________________________________

2.__________________________________________

__________________________________________

3.__________________________________________

__________________________________________

4.__________________________________________

__________________________________________

5.__________________________________________

__________________________________________

KEY MBA BUSINESS AXIOMS/LESSONS!

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What is your definition of leadership?

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LEADERSHIP DEFINED*

Someone who influences others toward the achievement of goals and desired outcomes;

An individual who causes others to do things they might not otherwise do;

A person who demonstrates prowess, talent and skill in a given endeavor; and/or

Someone who makes things happen and get results with and through people!

* In periods of change, leadership becomes even more important than in more normal times!

1896.pdf

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CAREER SURVIVAL AND SUCCESS ESSAY

Instructions: In the space provided below, please write a short essay on “What I would like to do with my career.” You have four (4) minutes.

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FACTORS THAT SHAPED YOU INTO WHO YOU ARE TODAY!

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CAREER SURVIVAL AND SUCCESS ESSAY
Instructions: Write a 3 minute essay on “Why some people are more successful in life than others.”

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CAREER SURVIVAL AND SUCCESS?

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CAREER SURVIVAL AND SUCCESS!

Instructions: In the space provided below, write down what you consider to be the five (5) most important factors for keeping your career on track. These will be shared with the group.

1.__________________________________________

2.__________________________________________

3.__________________________________________

4.__________________________________________

5.__________________________________________

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Background: A large-scale study of over 6,000 professionals identified the following factors as being key to career success and survival across industries, functional areas and organizational levels.

Factor Ranking

1. Performance _______________of Getting________________

2. Effective ________________Talents and Practices

Strong ____________________and ________________Skills
Possessing/Maintaining a Positive _________ and _________

5. Ability to _______________________to Meet Job Demands

6. Learning and Leveraging _____________________________

Ability to Handle __________________and Stay___________
_________________ and _______________Effectiveness

9. Ability to Use _______________and _________Effectively

10. Possessing a ______________________________________

Key Questions:

What are the key lessons embedded in these findings?

How many of these factors do you have control over?

CAREER SURVIVAL AND SUCCESS RESEARCH FINDINGS

Source: Longenecker, C.O. “Career Survival and Success in the 21st Century.” Drake Business Review Fall 2011.

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A CAREER SURVIVAL AND SUCCESS LESSON ON THE IMPORTANCE OF GETTING RESULTS FOR PROFESSIONALS WHO ARE PAYING ATTENTION!

Instructions: Please read the following excerpts from an email that was sent the day after this manager was terminated from a Fortune 500 enterprise. Look carefully at his words and try to sense what he was feeling and why he was feeling that way as you read.

“I simply did not see being let go coming and it was like being punched in the stomach…I have been extremely busy at work for the past 18 months since starting this new VP position in charge of the improvement process in our division. I mistakenly thought that my boss and I were on the same page in terms of both what I was doing and how well I was doing it. I was wrong, dead wrong! As you know, we started a new performance improvement integration process with high hopes as a division. It was a major activity aimed at improving performance across all of our various facilities. It sounded like a worthwhile initiative and I was very excited to take the lead. But in retrospect, we never really articulated what we were trying to accomplish in realistic, measurable terms and we struggled with buy-in from the start.

We quickly created an improvement process and tools that everybody should have been able to use in their operations. It all looked good on paper but when it was time to make real changes, we had no real power to make things happen…There was no sense of urgency or commitment and leadership in the field was nonexistent. My General Manager had made improvement commitments with our CEO that could not be kept. He oversold what we were able to actually deliver. People all had their own ideas about what we were ultimately trying to accomplish but the leadership above us let us hang out to twist in the wind. After 18 months the CEO looked at the costs and the limited return and said enough and that was it.

A couple of people were reassigned but I along with one other guy was turned out on the street. I was the highest ranked person to lose his job. I remember us talking about the importance of never losing sight of what results the organization needs from you, making sure that you and your boss are on the same page and doing the things that lead to results with diligence. Well, I really dropped the ball on this one and I am very angry at myself, my boss and the CEO as well.

If I had done a better job of forcing the issue of what we were trying to accomplish, developing a more realistic game plan for our field leaders and measuring actual changes more effectively, things might have turned out differently. My biggest mistake is that I failed to practice what I knew to be true. I was in charge of change and the change never happened. I really screwed up and I know it and I have no one to blame for this mess but myself. This is the sickest feeling that I have ever had and it has been both humiliating and humbling. My faith has helped me greatly and I truly appreciate the love and support of my wife, but I feel like I have really let her down too… But know this, I will learn from this defeat and I will be back.”

Key Question: What really happened here?

Source: Longenecker, Papp and Stansfield, The Two-Minute Drill: Lessons on Rapid Organizational Improvement from America’s Greatest Game, 2007.

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AIMING TO SUCCEED

“Great organizations are always the combination of great people, systems, and cultures”

Dr. Peter Drucker

Instructions: Based on your experience, what are the characteristics of a truly successful organization in your industry. Be very specific! You will share your list with the group.

____________________________________

The purpose of this exercise is to get the students to think about what makes a successful organization based on their own experience and readings. Give people 2 min. to fill in the 10 items that they believe are the characteristics of a truly successful organization. Then you can either have a class discussion as a whole or break people out in small teams to discuss but it is useful to have them go through this experience to think about what greatness looks like and feels like.

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THE CHARACTERISTICS OF HIGHLY SUCCESSFUL ORGANIZATIONS (n=103) (Fink and Longenecker , 2012)	Your Organizational Effectiveness Rating
Low Average High
1.	Customer-Service Oriented	1	2	3	4	5
2.	Clearly Focused Goals/Aligned Action	1	2	3	4	5
3.	Effective Performance Measurement/Feedback System	1	2	3	4	5
4.	Practice High Levels of Big-Little Picture Planning	1	2	3	4	5
5.	Highly Organized Around Their Processes	1	2	3	4	5
6.	Practice Intensive Two-Way Communication	1	2	3	4	5
7.	Use Technology Effectively	1	2	3	4	5
8.	Employ Effective Leadership at All Levels	1	2	3	4	5
9.	Cooperation and Teamwork Abound	1	2	3	4	5
10.	Remove Performance Barriers Fast	1	2	3	4	5
11.	Make it Easier for People to Get their Work Done	1	2	3	4	5
12.	E3 People – Educate, Empower, Encourage	1	2	3	4	5
13.	Effective Selection and Reward Systems	1	2	3	4	5
14.	Very Cost Conscious	1	2	3	4	5
15.	Capable of Rapidly Adapting to Change	1	2	3	4	5

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WHAT ARE THE KEY PRACTICES THAT LEAD TO BETTER RESULTS?

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Result (re’zalt) n.

Defined:

“Something that comes about as a consequence, effect or conclusion of activity or action.”

“Something obtained, achieved, or brought about by calculation, investigation or systematic activity.”

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THE ATTRIBUTES OF

RESULTS-ORIENTED MANAGERS

Instructions: Think of the best “high performance” manager that you have ever worked with during your career. Write down at least seven (7) attributes that best describe this individual. Your answers will be shared with the group.

____________________________________

Getting Results©

STUDY BACKGROUND:To explore how high performance managers go about “getting results” we conducted a three-phase research study across nearly every segment of the U.S. economy:

Phase One: We surveyed a cross section of over 1600 managers, identified as “high performers,” by their organizations and asked them to describe “key factors for getting results” based on their experience as business leaders.

Phase Two: We inteviewed an additional 400 high performers to further explore the issue of getting results and to provide specific examples, accounts and practices for achieving superior performance in rapidly changing enterprises.

Phase Three: A follow-up study with an additional 1,000 “high performance” business leaders has been completed in the past three years to further explore the “best practices” of these leaders to determine the impact that the global economy is having on key leadership practices.

THE GETTING RESULTS RESEARCH PROJECT: OUR STUDY

This slide simply contains words of findings that we are about to discuss come from.

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THE GETTING RESULTS POP QUIZ

Instructions: Please answer each of the following questions based on your experience. The answers are based on the Getting Results Research Study on over 3,000 high performance business leaders. (Yes, there are right and wrong answers!)

What is the most important factor for career success and survival across all industries?

_________________________________________________

2. What is the first step in becoming a more results-oriented leader?

Establish your metrics
Setting goals
Clarifying your mission
Defining your role
Effective staffing

3. The majority of managers are effective in their roles as coaches.

True False

4. What is a result-oriented manager’s most important resource? _______________________

5. Most results-oriented managers work on average more than 50 hours per week.

True False

6. What is the primary reason most managers cited for not effectively planning?

_______________________________________________________

7. Results-oriented managers make it a top priority to stay focused on long-term issues at all times. True False

8. What percentage of managers in the U.S. have a mentor that they meet with regularly to help provide them with career development counsel and accountability? ___%

9. What is the most frequently cited reason that managers fail to get desired results?

___________________________________________________________

10. According to results oriented managers the real key to motivating employees is:

Feedback on performance
Financial incentives
Ownership of outcomes
Goal setting
Personal development

BONUS: The number one reason employees leave their current employer is better pay.

True False

Here is a quick pop quiz to get students thinking:

Answer to question one: getting desired results for your organization
Clarifying your mission –it has to go first because your mission must be clear before any of these other activities can take place
False-most managers are not good coaches and yet coaching is critically important to managerial success
TIME-time is a managers most important resource and it trumps people and technology as if a manager does not use his or her time wisely technology in people get ignored
False-in this study most managers worked on average around 46 hours a week. This is a US population of high performing business leaders:
Managers do not plan because they do not take the time to do so
False-most managers do not stay focused on long-term issues at all times. They stay focused on short term issues and then step out to look at broader strategic long-term issues from time to time
15 to 17% of US managers have a mentor that is real and meaningful. 79% of the leaders in this study had a mentor and accountability partner.
The number one reason why managers fail to get desired results: poor communication skills and practices
C- getting employees to take ownership over outcomes is the key to long-term motivation
Bonus question-the number one reason why employees leave their current employer in the US is BAD BOSS.

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Getting Result: Five Absolutes for High Performance

Absolute #1:

Get Everyone on the Same Page: Focus on the Purpose of Your Organization

Practice 1: Create a Clear Sense of Purpose for Your Organization

Irrefutable Performance Principle: Work units with a clear sense of purpose outperform those that do not have a clearly defined mission.

Practice 2: Clarify Your Role as Leader in the Operation

Irrefutable Performance Principle: Managers improve their performance and the performance of their people when they perform value-added practices and minimize non-value-added activity.

Practice 3: Develop Meaningful Performance Goals and Measures

Irrefutable Performance Principle: Work units that have clearly defined performance goals and effective performance measures will outperform those that do not, all things being equal.

Practice 4: Frame Each Person’s Role in Your Operation.

Irrefutable Performance Principle: Without effective leadership employees find it difficult at best to keep their activity aligned with the current needs of an operation.

Absolute #2:

Prepare for Battle: Equip Your Operation with Tools, Talent, and Technology

Practice 1: Develop and Use Systematic and Ongoing Planning Practices

Irrefutable Performance Principle: Effective planning is not optional for results-oriented leaders because rapidly changing organizations need systematic future thinking more than ever.

Practice 2: Employ Progressive Staffing

Irrefutable Performance Principle: You cannot produce superior results when human resource planning, selection, and work scheduling do not receive the utmost attention.

Practice 3: Train and Educate Your Staff

Irrefutable Performance Principle: Properly trained and educated personnel increase the likelihood of achieving desired levels of performance, while untrained personnel can create countless problems for an organization.

Practice 4: Equip People with the Tools They Need to Perform

Irrefutable Performance Principle: When people are properly equipped with the right performance tools, they can better focus on getting desired results.

Absolute #3:

Stoke the Fire of Performance: Create a Climate for Results

Practice 1: Monitor and Measure Ongoing Performance

Irrefutable Performance Principle: To lead effectively, you have to know how all facets of your operation are performing on an ongoing basis. This requires a balanced approach to monitoring and measuring individuals and work units in terms of behavior as well as results.

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Practice 2: Motivate Employees to Create Ownership and Accountability

Irrefutable Performance Principle: When a manager motivates a workforce to create a sense of ownership and accountability for desired results, the job of getting results gets easier.

Practice 3: Provide Ongoing Performance Feedback by Being a Good Coach

Irrefutable Performance Principle: People cannot change their performance if they don’t know there is a need to do so or if they don’t know how to change.

Practice 4: Remove Performance Barriers

Irrefutable Performance Principle: When managers consistently remove barriers to performance they make it easier for people to get their work done and achieve desired results.

Absolute #4:

Build Bridges on the Road to Results: Nurture Relationships with People

Practice 1: Forge Effective 360-degree Working Relationships

Irrefutable Performance Principle: Results-oriented managers foster effective 360-degree working relationships with all people who are important to getting results, and they continually work to keep these relationships viable.

Practice 2: Demonstrate Leadership Worthy of Trust

Irrefutable Performance Principle: There is no substitute for competency and character in developing trustworthy leadership that fosters long-term success.

Practice 3: Establish Open, Ongoing, and Focused Two-Way Communication

Irrefutable Performance Principle: A manager’s ability to meet people’s communication needs is critically important to success and requires both skill and a systematic process.

Practice 4: Nurture Cooperation and Teamwork

Irrefutable Performance Principle: Effective leadership creates cooperation and teamwork that accelerates the speed at which results can be achieved.

Absolute #5:

Keep the Piano in Tune: Practice Continuous Renewal

Practice 1: Develop Improved Processes

Irrefutable Performance Principle: Effective leaders develop vehicles to proactively improve processes and the factors that influence performance.

Practice 2: Perfect the Art of Performance Appraisal

Irrefutable Performance Principle: Effective managers practice constructive employee appraisal and development to help their people continuously improve their personal performance.

Practice 3: Develop a Plan to Improve Your Performance

Irrefutable Performance Principle: Effective managers take responsibility for their own development, determining a clear plan of action to improve their current performance and prepare for their future to meet the changing demands of the job as leader.

Practice 4: Create and Maintain Balance in Your Professional and Personal Life

Irrefutable Performance Principle: Managers truly interested in long-term success in every area of their lives, create and maintain the balance that helps sustain real long-term success.

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Absolute #1

GET EVERYONE ON THE SAME PAGE:

The Power of Creating Focus

Create a clear sense of purpose and direction that is known and understood by all.

Clarify your value-added role as a leader.

Develop meaningful and balanced performance goals and measurements that are known and understood by all of your people.

Flexibly frame each person’s role in the operation so they know exactly what is expected of them.

Critical Questions to Answer:

Why don’t managers practice this absolute?

What are the CONSEQUENCES of not practicing this absolute?

What are the BENEFITS of practicing this absolute?

Assignment: After answering these questions, draw a picture that best illustrates this absolute that will be shared with the group.

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Absolute #2

PREPARE FOR BATTLE:

The Power of Preparation

Develop and implement appropriate and systematic planning activities for your operation.

Practice dynamic and progressive staffing practices.

Ensure ongoing and effective training and education processes for your people.

Equip your people with the resources they need to perform their job.

Critical Questions to Answer:

Why don’t managers practice this absolute?

What are the CONSEQUENCES of not practicing this absolute?

What are the BENEFITS of practicing this absolute?

Assignment: After answering these questions, draw a picture that best illustrates this absolute that will be shared with the group.

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Absolute #3

STOKE THE PERFORMANCE FIRE:

The Power of Creating a Climate for Success

Practice ongoing performance monitoring and measurement at both the team and individual level.

Motivate your people by creating ownership of outcomes and accountability for results.

Provide ongoing performance feedback and coaching to your people based on their talent and motivation levels.

Rapidly removing barriers and solve problems that damage performance.

Critical Questions to Answer:

Why don’t managers practice this absolute?

What are the CONSEQUENCES of not practicing this absolute?

What are the BENEFITS of practicing this absolute?

Assignment: After answering these questions, draw a picture that best illustrates this absolute that will be shared with the group.

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Absolute #4

BUILDING BRIDGES ON THE
ROAD TO RESULTS:
The Power of People

Forge effective 360° degree working relationships.

Demonstrate leadership worthy of trust by leading by example and role modeling desired attitudes and behaviors.

Establish and practice open, ongoing, and focused two-way communication.

Nurture cooperation and teamwork among the people who need each other to get desired results.

Critical Questions to Answer:

Why don’t managers practice this absolute?

What are the CONSEQUENCES of not practicing this absolute?

What are the BENEFITS of practicing this absolute?

Assignment: After answering these questions, draw a picture that best illustrates this absolute that will be shared with the group.

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Develop more effective processes and make it easier for people to get work done.

Practice constructive employee appraisal and ongoing development.

Develop yourself to meet the demands of your job.

Create and maintain balance in every area of your life.

Absolute #5

KEEP THE PIANO IN TUNE:

The Power of Renewal

Critical Questions to Answer:

Why don’t managers practice this absolute?

What are the CONSEQUENCES of not practicing this absolute?

What are the BENEFITS of practicing this absolute?

Assignment: After answering these questions, draw a picture that best illustrates this absolute that will be shared with the group.

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GETTING RESULTS SELF-ASSESSMENT

Getting Results©

Instructions: Listed below are the practices that emerged from the Getting Results Research Project that chronicled the best practices of over 3,000 high performance business leaders. Answer each of the following questions in an honest and open fashion to assess the extent to which you are effectively engaged in the practices that lead to improving performance and better results. Please use the following rating scale:

1 = Never 2 = Rarely 3 = Sometimes 4 = Frequently 5 = Always

To What Extent Do I …

FOCUS

Create and maintain a clear vision and mission for where I am leading my people? __________

Continuously align and clarify my value-added organizational role? __________

Use clearly defined and balanced performance metrics to measure performance? __________

Clarify and communicate performance expectations with all my employees? __________

PREPARE

5. Employ appropriate and systematic planning practices on an ongoing basis? __________

6. Demonstrate extreme care in properly staffing my operation? __________

7. Ensure that my people are properly trained and educated to get results? __________

8. Work to ensure that people are properly equipped to perform their jobs? __________

CLIMATE

Regularly monitor and measure the individual/operational performance? __________
Create ownership and accountability around desired performance outcomes? __________
Provide ongoing performance feedback and coaching to my people? __________
Work to rapidly remove performance barriers that damage performance? __________

RELATIONSHIPS

13. Practice effective communications to understand others and to be understood? __________

14. Lead-by-example and demonstrate competency and character in the workplace? __________

15. Work at continually developing and nurturing key working relationships? __________

16. Foster cooperation and teamwork with people who need each other to get results? __________

RENEWAL

17. Develop myself with the skills and talents necessary to be a high performer? __________

18. Have mechanisms in place to improve processes on an ongoing basis? __________

19. Constructively appraise and nurture employee development my employees’? __________

20. Work to maintain balance and perspective in all facets of my life? __________

Overall Score: __________

Interpretation: Any practice that receives less than a score of 4 is a potential target behavior for improving your personal performance and propensity for getting better results. An overall score of 80 or higher suggests that you

are engaged in most of the critical activities that lead to better results as a manager.

GETTING RESULTS SELF-ASSESSMENT

Now after this discussion and you have clarified what each of the absolutes means in a deeper way, ask each student to do a self-assessment on themselves across the 20 factors or practices that make up the list of absolutes. Have them do some soul-searching here and asked them to be very candid in their assessment. This is for their eyes only! And say well if you’re not good in a particular area that’s why you’re in the EMBA program to fill in and develop skills in this arena because these things will translate into better performance

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S.T.O.P.
Lessons on Career Survival and Success

BACKGROUND: In the Getting Results Research Project, we have chronicled the best practices of over 3,000 “high performance” business leaders and professionals. In this effort, we came upon a professional who was struggling greatly with his performance. His struggle was having a profoundly negative effect on his professional and personal life. When forced to develop a plan about how to get out of his performance conundrum, eight questions emerged that all professionals are well served to STOP and THINK about as a basis for real performance improvement:

What results are most critical to my/our success? ______________________

(What am I really being paid to accomplish?)

What specific things do I need to be doing to get better results? __________

(Is there a link between my daily actions and desired results?)

Do I have a process in place to develop/perfect the skills and practices I need to get better results? __________________________________________

(Am I developing my talents to meet the real demands of my job?)

Do I spend time really doing the things that deliver better results? ________

(Do I invest my daily work time so as to be successful?)

Are my working relationships really working? __________________________

(Do I work hard to foster and maintain effective working relationships?)

Do I monitor my performance on an ongoing basis? ____________________

(Do I track my performance and make adjustments accordingly?)

Do I have a real plan for improving my part of our operation? _____________

(Am I removing barriers and making it easier to get work done?)

Who is holding me accountable for my improvement? ___________________

(Do I have a real mentor, coach or accountability partner in my life?)

Adapted from Getting Results: Five Absolutes for High Performance, by Clinton O. Longenecker, Ph.D. and Jack A. Simonetti, DBA; Jossey – Bass Publishers. Available at better bookstores nationwide and Amazon.com. The University of Toledo, College of Business and Innovation.

Sit-Think-Optimize-Perform

The last section is to get them to think now about what they need to do to get better results by taking the broad list and breaking it down into eight specific questions that each of them must answer to improve their personal effectiveness. The answer to these questions is critically important and we have found that these questions are cross-cultural. The issues and questions asked here are appropriate in any organization around the world regardless of industry, level of leadership, country, or the like. So you might want to ask students as we wrap up the workbook for session 1 how they stack up against these questions.

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The 12 Career Success and Survival Imperatives

CHALLENGE #1: ONGOING FOCUS AND ALIGNMENT - In the modern workplace, being busy does not equal being effective or successful! It is incumbent that every professional creates focus around doing the right things, engages in daily activity that deliver desired outcomes, and makes the best use of their critical and scarce organizational resources!

Career Success and Survival Imperatives:

A person must identify and deliver the value-added results his or her organization wants and needs from them and create a track record of doing so!
A person must have the ability to identify, implement, and master the key value-added practices/behaviors that lead to achieving these desired results.
A person must have the ability to focus their time, organizational resources, and power on delivering desired results.

CHALLENGE #2: CREATING REAL PEOPLE POWER - In the modern workplace it is exceptionally important to effectively interact with the people around us, whether they are superiors, peers, subordinates, customers, or organizational stakeholders. We must have the emotional intelligence and ability to work with everyone!

Career Success and Survival Imperatives:

4) A person must place a high priority on forging and nurturing viable, meaningful, and effective working relationships and networks.

5) A person must have the ability to effectively connect and communicate with everyone, in every situation.

6) A person must maintain and project a positive personality, attitude, and outlook about themselves, their work, and life.

Getting Results©

The 12 Career Success and Survival Imperatives

( CONTINUED)

CHALLENGE #3: ONGOING LEARNING AND PERFORMANCE IMPROVEMENT - Successful people must know how to pay careful attention to the things going on around them and regularly monitor and track their own performance. In addition, they must continuously learn and develop their skills, seek out ongoing feedback and coaching, and improve their ability to solve problems and serve as change agents, to help drive improvement in their enterprises.

Career Success and Survival Imperatives:

7) A person must work hard to develop their “situational awareness” so they always know what is going on around them (challenges & opportunities) and how well they are performing.

8) People must continuously learn and develop themselves with the skills/talents necessary to meet the changing demands of their job.

9) A person must embrace honest feedback and coaching and seek out real accountability.

10) A person must be a disciplined problem-solver and change agent who continuously looks for ways to make it easier for others to get things done!

CHALLENGE #4: TRUE GRIT PROFESSIONALISM AND CHARACTER -
The last two Career Success and Survival Imperatives just might be the key to long-term workplace success and life satisfaction. It is imperative that we all learn how to handle the things that life throws at us and that we continuously work hard to maintain our character and integrity.

Career Success and Survival Imperatives:

11) A person must have the ability to handle stress, stay poised, and maintain balance in every area of their personal and professional life.

12) A person must demonstrate character and integrity in all that they do!

Getting Results©

Instructions: Carefully read each of the following questions and rate yourself using the following scale to determine how well you perform on each of the following Career Success and Survival Imperatives:

1 = I am clearly failing at this imperative

2 = I am really struggling with this imperative

3 = I am okay with this imperative

4 = I am good with this imperative

5 = I am excellent with this imperative

I consistently identify and deliver the value-added desired results my organization wants and needs from me on an ongoing basis._______
I identify, implement, and stay focused on the key value-added practices/behaviors that lead to desired results on an ongoing basis. _______
I focus my time, organizational resources, and power on delivering desired results. _______
I forge and foster viable, effective working relationships and business networks with the people I need to get desired results. _______
I effectively communicate and connect with everyone in every situation at work. _______
I maintain and project a positive personality, attitude, and outlook about myself, my work, and life. _______
I maintain my “situational awareness” so that I always know what is going on around me and how well I am performing. _______
I continually learn and develop the skills/talents necessary to meet the changing demands of my job. _______
I embrace feedback and coaching and seek out accountability for improvement. _______
I work hard to be a disciplined problem-solver and change agent to make it easier to get things done. _______
I effectively handle stress, stay poised, and maintain balance in every area of my personal and professional life. _______
I demonstrate great character and integrity in all of my personal and professional dealings. _______

Career Success and Survival Imperatives Assessment

Getting Results©

SCORING: In the space provided below, please write down your score for each of these 12 questions and fill out the subtotal for each section. When this is completed, add up your four subtotal scores and determine your GRAND TOTAL.

Ongoing Focus and Alignment

Question #1:

Question #2:

Question #3:

SUBTOTAL: ___________

Creating Real People Power

Question #4:

Question #5:

Question #6:

SUBTOTAL: __________

Ongoing Learning and Performance Improvement

Question #7:

Question #8:

Question #9:

Question #10:

SUBTOTAL: ___________

True Grit Professionalism and Character

Question #11:

Question #12:

SUBTOTAL: ___________

GRAND TOTAL (all four sections): ___________

Interpretation: The purpose of this 12-point questionnaire is to get you to think candidly about your performance on these critically important performance-enhancing practices that can have a powerful effect on your career trajectory. On some of these imperatives you might score quite high and others you might need some serious work, but what is important now is that you are thinking about the impact that each of these imperatives can have on your ability to be successful and effective in your chosen profession. If you find yourself having a score of less than three on any of these 12 imperatives, stop and carefully think about how you are going to improve this area.

Career Success and Survival Imperatives Assessment

SCORING

Score 12–23: Career Danger Zone

Score 24–35: Career Success Improvement Required

Score 36–47: Career Strengths Emerging

Score 48–60: Career Strengths Are in Place

Getting Results©

THE BUSYNESS CONTINUUM

BUSY!

BUSY!

REALLY

BUSY!

Getting Results©

The Busyness Continuum Defined

Not Busy: Living a quiet life with a minimum of activity; time availability is significant allowing for an abundance of free and idle time with the absence of pressure.

Busy: Being actively and attentively engaged; living a life full of activity, responsibilities, and commitments; specific effort and attention is required to manage priorities, meet deadlines and accomplish desired outcomes.

Really Busy: To be fully occupied in a particular activity; committed to something previously planned so unable to undertake additional activity; or engaged in or characterized by constant, challenging and ongoing activity.

Too Busy: (Your Definition ?)

THE BUSYNESS CONTINUUM?

BUSY!

NOT

BUSY!

REALLY

BUSY!

TOO

BUSY!

Getting Results©

EVERYONE IS BUSY!

THE QUESTION OF THE DAY: BUSY DOING WHAT?

WHAT ARE THE CONSEQUENCES OF

BEING TOO BUSY?

THE DESTRUCTIVE NATURE OF BEING TOO BUSY:

Loss of the strategic, long-term bigger

picture

Communication breakdowns and

listening skills diminish

Loss of focus, attention to detail, and

more prone to make mistakes

Ineffective and less than optimal

decision-making occurs

Strained working relationships and

increased conflict/tension

Problems are ignored and left

unresolved

Planning, organizing and coordinating

activities break down/disorganization

results

Loss of life balance/health, family time

and personal health

Loss of perspective, negative

attitudes, and tendency to over-react

Become increasingly reactive,

inefficient, and unproductive

SO HOW DO WE DEAL WITH THE
SUCCESS
vs.
BUSYNESS
PARADOX?

S.T.O.P.:

Getting Better Results by Slowing Down

SIT

THINK

OPTIMIZE

PERFORM

THE POWER OF S.T.O.P.

SIT – The act of regularly slowing down, being still and finding a quiet place to sit where you will not be disturbed that will allow you the opportunity to think clearly.

THINK – The critically important process of refocusing your thoughts from the urgent pressing of issues of the day to devote real and critical thought to the important and key issues that drive your cumulative effectiveness.

OPTIMIZE – The act of planning for, prioritizing, and organizing the specific actions that must be implemented on an ongoing basis to achieve desired outcomes and higher levels of performance.

PERFORM – The act of implementing and executing an operationalized plan of action that addresses key outcomes/results you desire.

1915.pdf

.THE POWER OF S.T.0.P .• Questions for Success-Minded People in Need of Better Results and a Calmer Life: Everyone is busy, but busy doing what? Are you

clearly focused? Are you really doing the things that lead to better

results on a daily basis? Are you doing them well? Are you using your time with intent? Are you acting and living with intent?

SIT - The act of regularly slowing down, being still and finding a quiet, isolated place to sit where you will not be disturbed that will allow you the opportunity to think clearly.

KEY QUESTION: What happens to your performance when get too busy, you do not slow down to think, and simply find yourself reacting to all of things confronting you day in and day out?

TH I N K - The critically important process of refocusing your thoughts from the urgent pressing issues of the day to devote real and critical thought to the important results and activities that drive your cumulative effectiveness.

KEY QUESTION: What happens to your performance when you do not take time to really think

through and focus on what needs to be actually accomplished in a given period of time?

0 PTI M 12 E - The act of planning for, prioritizing, and organizing the specific actions that must be implemented on an ongoing basis to achieve desired outcomes and higher levels of performance.

KEY QUESTION: What happens to your performance when you do not take time to create a

realistic plan for executing the key actions necessary for success?

PERFORM - The act of implementing and executing a well thought out plan of action that addresses the key issues that lead to the outcomes/results you desire.

KEY QUESTION: What happens to your performance when you plan for results-oriented action

but do not implement /execute your plan in a disciplined manner?

KEY S.T.O.P. QUESTIONS: 1.Have you taken the time to conduct a STRATEGIC S.T.O.P. to clearly identify the results you are

being paid to deliver and to take control of the factors that will drive your ability to deliver these outcomes in a given performance period?

2.Do you conduct a DAILY S.T.O.P. to create a specific plan and performance script that will help you focus your time, talent, and energy on intentionally engaging in the activities that will help you deliver the outcomes that are most important to your success and the success of your operation?

"EVERYONE IS BUSY, THE QUESTION IS, BUSY DOING WHAT?"

1916.pdf

�.

•• ·.;1L�E$SONS TO UNLEASH

l�E POWER OF S.T.O:P� ._.� • -� LESSON #1- Assess where you are on the Busyness Continuum and how your level of busyness impacts

your: • Workplace effectiveness/performance

• Perspective/Attitude

• Working relationships.

• Family life

.. Health and mental well-being

LESSON #2 - Realistically evaluate where your time goes and how much of your busyness can be controlled. You need to apply your time resource with intent! Is your busyness caused by:

• Pure habit? • Not controlling your time? • An overgrown job? • Lack of resources, tools, and/or support? • Disorganization or poor planning? • An inability to say "no" or an over-willingness to say "yes"?

LESSON #3 - Plan a minimum of four STRATEGIC STOP's each year to conduct a personal alignment

retreat with yourself to determine what you must keep doing, start doing, and stop doing to create

focus, take control of your activity, and improve your performance. Key questions issues:

1. What results are most critical for success this performance period?

2. What activities/work practices will help me get the outcomes/results we need?

3. How must I invest my time to be successful this performance period?

4. What working relationships must be further developed/fostered to improve performance?

5. What problem or process needs to be fixed to improve performance?

6. What talent/skill to I need to develop this performance period to get better results?

7. How will I monitor and measure my performance on an ongoing basis? 8. Who will hold me accountable and coach me to do the things necessary for success?

LESSON #4- Develop the practice of making your Daily S.T.O.P. part of your daily work life!

./ 15 Minutes at the start of each day to develop, your performance script! ./ 5 Minutes mid-shift to make adjustments! ./ 5 Minutes at the end of the day to learn, adjust and plan!

15/5/5 = ___ OF YOUR 9 HOUR WORKDAY!

LESSON #S - Use "performance scripting" to make better use of your time and keep your resource

deployment tied to your mission and the results you are being paid to deliver! Operate with INTENT!

•

1917.pdf

8 THE DAILY S.T.O.P. 8 THE RULE OF 15/5/5 = OF YOUR DAY!

---

Keys to Performance Scripting:

1. It is critically important to be still and clear your mind on a daily basis to develop a daily performance script for the day! (In addition, it is important to take time each day to think about the

good things that you are thankful for in your life as well as

what needs to get done!)

2. Start by creating your list of results/key activities you must

realistically accomplish each day! List everything you want to get

done!

3. Now realistically estimate the amount of time needed for each specific activity.

4. Determine who you will need to include in each activity if it is to be actually be accomplished.

5. T hen determine what should come off your list until a later

date, be delegated, or dropped all together.

6. Now prioritize your actual, doable list and develop your plan

of attack for the day protecting your productive time and high

priority activities.

7. Take a "half-time timeout" to assess your performance and be

ready to make adjustments and reprioritize!

8. End each day with a final STOP to review progress, and prepare

what is coming the next day!

( l

�

“Just wanted to send a quick note and let you know how valuable I have found the STOP technique. I have found over the past few months the demands of my job have significantly increased. I like to be very organized and take a methodical approach to my work. Over the past few months, I often felt like I was reacting to everything and not taking any time to look at the bigger picture. As different things were being thrown at me, I found it difficult to stay productive and without being overwhelmed with the amount of work that is on my plate single everyday.

I take 15 minutes first thing in the morning to sit, think, and organize it allows me to perform at a much higher level throughout the day. I make real choices about what I am going to do and not do. I usually take another five minutes around lunch to check my progress and identify what needs to get done by the end of the day. This prevents me from losing focus on what is most important for that particular day. Wrapping up the day with another five minutes, allows me to see the progress that was made and prepare for the day ahead. Seeing the progress at the end of each day allows me to go home with a feeling of accomplishment and excited to get more done the next day and I don’t feel like I throw away time!

It is very easy to get caught up in sending emails, attending meetings and conference calls. By taking just 25 minutes to STOP it allows me to really understand where my efforts should be focused. The goal is to get things done and produce results, not to be busy. Thanks for the technique, it works!”

A Leader’s Observation

THE POWER OF S.T.O.P. - TESTAMONIAL

S.T.O.P.

25 Minutes = 4.62% of your 9 hour work day!

Effectiveness ROI

13%-34%

“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.”

1918.pdf

“Watch your thoughts for they become words,

Watch your words because they become actions,

Watch your actions for they become habits,

Watch your habits for they become your character,

And watch your character for it

becomes your destiny,

What we think…we become!”

Margaret Thatcher

British PM 1979-1990

60 Second Speed Interviews

One word to describe yourself.

Share (3) three specific reasons why an organization would want to hire you.

If you could meet anyone in history for one hour, who would it be?

Management: What It Is, What Its Benefits Are

To be efficient means to use resources -people, money, raw materials, and the like -wisely and cost-effectively

Management: What It Is, What Its Benefits Are

To be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve organizational goals

What is Management?

A set of activities (planning and decision making, organizing, leading, and controlling directed at an organization’s resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner.

Efficiency vs. Effectiveness

Give an example of a time when an organization was effective but not efficient, efficient but not effective, both efficient and effective, and neither efficient nor effective.

Effective but not efficient

A car company offers a car that has features that customers want, but it is so expensive to make that fewer buyers can afford it.

Efficient but not effective

Atari video game systems costs less than Nintendo or Sony systems, but are unpopular with customers.

Efficient and effective

Wal-Mart offers a range of products that appeal to customers, at the lowest prices.

1-*

Neither efficient nor effective

Montgomery Wards, prior to its bankruptcy, offered unappealing merchandise at relative high prices.

The Basic Purpose of Management

Efficiently using resources wisely and in a cost-effective way and effectively making the right decisions and successfully implementing them.

You’re the Manager

The Situation:

The group manager that you are replacing has remained on the job for a short time to train you, however he did not actively involve you in daily operations. S/he departs permanently after today’s meeting.

Morale is low because the group manager has been running a one-person show with no significant delegation or participation by other employees.

What are you going to do first? Next?

Why Organizations Value Managers: The Multiplier Effect

Rewards of Studying Management

Understanding how to deal with organizations from the outside
Understanding how to relate to your supervisors
Understanding how to interact with co-workers
Understanding how to manage yourself in the workplace

Rewards of Practicing Management

You and your employees can experience a sense of accomplishment
You can stretch your abilities and magnify your range
You can build a catalog of successful products or services

Seven Challenges to Being an Exceptional Manager

Managing for competitive advantage – staying ahead of rivals

Managing for diversity – the future won’t resemble the past

Managing for globalization – the expanding management universe

Seven Challenges to Being an Exceptional Manager (cont.)

Managing for information technology

Managing for ethical standards

Managing for Sustainability— The Business of Green

Managing for your own happiness & life goals

THANKS FOR A GREAT FIRST Section!!!!!!

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