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Bottom Line – 1of2
1. How are you going to prove that it’s worth the effort? (Most leaders need help proving this, buttressing the vision and commitment).
2. How are you going to expand its inclusion? If the user list is not expanding, it’s in a decline process. As part of the expansion process how are you going about marketing its benefits?
Bottom Line – 2of2
3. Use a system of implementation that supports the ongoing use of the tool. This may include any of the following:
1. Regular use in one-on-one meetings and staff meetings.
2. Regular coaching and sharpening of software work skills and computer competency.
3. Regular follow-up on accountability of keeping the system up-to-date with current information.
4. Supporting the tie-in of customer ratings to goal achievement, which may include following up with customers to secure ratings, posting to the system and generating individual performance profiles.
5. Coaching the leader with regards to organization of the system, linking vision goals with operational goals, preparation for meetings, and coaching and performance reviews.
4. A review of Power Business User Tips and Techniques
1. Configuring screens and reports to answer business questions.
2. Creating a Balanced Scorecard.
3. Creating Performance Feedback Loops
4. Exporting and Importing to Outlook, Excel and MS Project.
Basic Consulting Phases – 1of4
1. Crafting the Sell – 1of2:
1. Starting with the leader’s desired outcome targets.
2. Expand those targets to identify their value and cost if not obtained.
3. Use list of available solutions to elicit a broader wish list of desired solutions as applied to existing work processes.
4. Prioritize wish list and identify value and cost of each. Develop into a decision aiding database.
5. Identify team members, and address use of limited access and multi-linking.
6. Identify team member’s competency and learning curves and decide on training requirements.
7. Identify technology support staff (this may be you).
8. Identifying all four components of the change formula along with a corresponding action plan to effectively “sell” / ensure successful rollout to the team.
Basic Consulting Phases – 2of4
1. Crafting the Sell – 2of2:
9. Configuring the initial database to reflect current work goals, organization language, and response to common questions (What’s coming up? What are we behind on, etc.)?
10. Planning and assisting with launch meeting, and initial training.
11. Define scope of initial application for the first 90 days and six months.
1. What’s going to be tracked using ManagePro?
2. What types of information are going to be addressed (to-dos, events, email, and document)?
3. How often are active goals going to have progress notes posted?
4. Are priority one goals going to be treated differently than priority two and three goals?
5. What goals are going to be linked to customer satisfaction ratings?
6. What types of measurement will be used to determine goal success?
7. What will successful implementation of ManagePro look like at 90 days, six months, and one year?
8. Which meetings are going to be run using ManagePro and how?
How will lack of goal accomplishment (including resistance) be managed?
Basic Consulting Phases – 3of4
1. Initial Implementation
1. Individually checking on and support of team members’ application of training to basic work processes.
2. Anticipating and removing the obstacles generated by common resistance themes:
3. Rehearsing and riding shotgun at meeting implementation.
4. Providing a multi-faceted role; trainer, business coach, change expert, behavioral strategist, point of accountability, goal achievement cheerleader and process documenter/historian.
Basic Consulting Phases – 4of4
1. Growth and Regeneration
1. Expanding utilization of tool, starting with information management, to work process enhancement, to strategic planning and linking with operational goals, to performance profiling for key employees and teams, to knowledge management.
2. Marketing and advertising the team’s wins and moving beyond initial beachhead implementation to increasingly expanded participation by larger segment of the organization, involving a return to the “Crafting the Sell” phase.
Document Review
1. GroupWare and Organizational Learning by Richard Karash
2. Using Gleicher’s Formula for Change as a Diagnostic Tool by Steve Pembleton
3. 10 Lessons You Need to Know on Implementing Goals in Organizations by Rodney Brim
4. The Importance of Goals to the Success of Work Teams by Greg Hendrix
5. Leading Change, Why Transformation Efforts Fail, by John Kotter.
6. An Integrate Approach to Changing Organizations by Jon Katzenbach.