Solution Based:  (so what’s the solution?) – 1of2

1.    A system for focus, systematic or consistent work process and accountability.

2.    A system for avoiding negative surprises, through management of details, hand-offs and follow through – closing the “detail cracks.”

3.    A system for tying customer satisfaction into every major goal across the organization.

Solution Based:  (so what’s the solution?) – 2of2

 4.    A system for executive coaching and development, using defined goals, and the process of audit trails to track performance.

5.    A system to connect strategy and planning in general with operations and track follow through.

6.    A meeting management system, resulting in clearer tracking of action items, improved follow through and shorter amounts of time required to cover equal amounts of material as compared against the typical agenda and “how’s it going” based meeting approach.

Performance Solutions Technology’s Orientation to the Consulting Process – 1of2

1.    Structuring work around goals and feedback versus lists and financials.

2.    Moving from:

·         the SMART (Specific, Measurable, Attainable, Realistic, Tangible) goal structure to

·         GRIP+ (Goal outcome, Requirements, Issues, Plan and the power of defined dates, responsibility, customers and priority).

Performance Solutions Technology’s Orientation to the Consulting Process – 2of2

3.    The generic process of consulting as integrated with ManagePro software.

·         Visibility

·         Follow-up

·         Accountability

·         Driving Change

4.    It all comes together in Meeting Management.  How to set up your meetings in ManagePro.

Understanding and Describing the Change Dynamic  – 1of2

(Using Glieicher’s Formula D+V+F>R

Where D [Current level of Dissatisfaction] + V [Motivational value of the Vision for change] +

F [Knowledge of the first steps needed to accomplish the change] > has to be larger than R [Resistance].

1.    Every change has resistance to change working against it.

2.    Every change has the effort involved in learning something new, which initially takes more effort, read works less well than the historical system, working against it.

Understanding and Describing the Change Dynamic  – 2of2

(Using Glieicher’s Formula D+V+F>R

Where D [Current level of Dissatisfaction] + V [Motivational value of the Vision for change] +

F [Knowledge of the first steps needed to accomplish the change] > has to be larger than R [Resistance].

3.    Every change needs a value based deliverable supporting it, that is easy to reference and clearly articulated.

4.    Every change needs both a vision of how life will be better with the change and the consistency and courage to not turn back in the face of resistance, the role of the Insistor.

Early Pitfalls to be Aware of and Avoid – 1of2

1.    Lack of training or lack of computer literacy such that people can make the transition from historical system, typically paper based, making use of lists, calendars and voice to bolster this system.

2.    System breakdowns.  The system isn’t up and running each day for each person.  Common breakdowns are:

1.    People can’t find or don’t have an icon to run the program, can’t remember the password.

2.    People crash the system and no one gets it running again promptly.  People crash it by corrupting the database (creating integrity problems, phantom users).

3.    People forget how to do basic tasks (data entry, to-dos, progress notes, reports so quit using it).

4.    People forget advanced techniques, like how to use multi-linking, remembering that working within filtered screens means entry of general data will often cause input to “disappear.”

 Early Pitfalls to be Aware of and Avoid 2of2

1.    Goal planner never makes the transition from goal headings or categories, to describing a step by step path to reach the goal(s).  This results at best in the goal headings becoming another form of reporting requirements with dubious value.  At worst the goal headings become an extended grab bag of must-do’s, essentially falling into another list based work approach.

2.    Lack of mandate from leader, “We are going to use this tool” versus “Let’s try it and see how it works, let’s everyone see if it works for them.”

3.    Lack of consistent follow through from the leader in holding team members accountable to use… because team members will test the leader to see if he/she is really serious about this… plan on it!

Mid-stream Reality Checks - 1of2

1.    If the leader isn’t using it, it will drift into use by crusaders, early technology adopters and essentially not become the group norm.

2.    If the leader isn’t competent (his or her training may need to be different than anyone else’s) use of the tool will always represent the opportunity to be embarrassed.

Mid-stream Reality Checks – 2of2

3.    If it isn’t being used to organize meetings and generate reports, it really isn’t a primary tool.  It hasn’t really established itself as a part of the work process.

4.    It needs to tie into ongoing metrics.  Financial, planning and time utilization, and cost of mistakes.