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OCI LtdOCI Ltd

Margaret & Associates

22nd Dec 2008

SUMMARY OF OUTPUTS & ACTIONS

Build Your Business Program

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OCI LtdOCI Ltd

Our Approach

Dwell’s approach challenges an executive/professional along a continuum of exploration and development: from understanding and developing one’s personal leadership skills to coaching and fostering one’s team and the organization’s future leaders, all the while developing a better understanding of and the tools to drive organizational impact.

Leadership Education programs are developed based on the current needs and vision of your organization, rather than an off-the shelf approach. Our approach to content design and learning methodologies is highly customized to each of our client’s unique needs. Our programs typically have a low participant-to-faculty ratio, and include one-one-one coaching.

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OCI LtdOCI Ltd

ExpectationsExpectations

• Stimulation to improve business

• Understanding partners

• How to apply all your skills

• How to perform better

• How to change behaviour to improve results

• How to openly share ideas

• To learn more about self and weaknesses

• Better relationship building

• Knowing more about self Creating a blueprint for change

• How to create team work • Better understanding

colleagues and how they see me

• To understand how others see things differently

• Improve business plans• Build more clinics

This is what you said you most wanted to achieve from the programme:

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OCI LtdOCI Ltd

TRUST

Positive Indicators:• Share all news/information

• Transparency

• Delegation

• Empowerment

• Accept differences

• Be open

• Fairness & respect

• Allow mistakes

• Listen

• Show confidence in others

Negative Indicators:• Do not walk the talk

• Not sharing power

• Hidden agenda

• Stereotyping & bias

• Discriminative

• Make early judgements

• Autocratic

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OCI LtdOCI Ltd

RECOGNITION

Positive Indicators:

• Training

• Regular appraisal

• Bonus awards

• Year end dinner

• Employee awards

• Uniform (?) – part of Dwell

Negative Indicators:

• Penalty system

• Salary reduction due to lateness (because of bus)

• Reluctance to praise verbally

• Insulting others in public

• Delaying response or decisions

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OCI LtdOCI Ltd

CONTINUOUS IMPROVEMENT

Positive Indicators:

• Lots of meetings and discussions

• Reacts swiftly to problems

• Reviews regularly to learn and improve

• Looks for new solutions to old problems

Negative Indicators:

• Overly prescriptive

• Does not encourage ownership

• Over confidence – we are big so we know best

• Does not share best practices

• Not proactive – does not anticipate issues and changes

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OCI LtdOCI Ltd

TEAM WORK

Positive Indicators:

• Common Goal

• Sharing Info

• Good team leader (facilitator)

• No blame culture

• Personal chemistry

• Trust & respect

• Listening & acceptance

Negative Indicators:

• Personal Agenda

• Poor communication

• Lack of feedback

• Wrong structure

• Lack of proper recognition

Negative Indicators:

• Personal Agenda

• Poor communication

• Lack of feedback

• Wrong structure

• Lack of proper recognition

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OCI LtdOCI Ltd

C-PEAKS – Leadership Model

ClarityPhysical &

Emotional environment

Attitudes (& behaviours)

Knowledge

& Skills

- Using this model you identified the characteristics of outstanding team leadership

- You identified an outstanding leader that you had worked with/for in the past

- You described the specific things that leader did or said that made them outstanding in your eyes

- You then categorised these factors under the C-PEAKSheadings

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OCI LtdOCI Ltd

CLARITY

• Provide clear direction

• Create a distinctive vision

• Are open and straightforward about what they expect

• Communicate regularly on what’s changing

• Provide clear objectives

• Listen and respond to the needs of others

• Explain the constraints

• Are transparent and will tell you when they don’t know

This is a summary of the things that you said that outstanding leaders do tobring CLARITY to situations :

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OCI LtdOCI Ltd

PHYSICAL & EMOTIONAL ENVIRONMENT

• Stay calm and provide clear rational for decisions

• Have frequent day to day contact with staff

• Build close relationships

• Show they care about all aspects of a persons life

• Show humanity through a personal touch

• Trust others to do things

• Recognise loyalty and show respect for others

• Are very positive and supportive in their approach to others

• Accept differences of opinion

This is a summary of the things that you said that outstanding leaders do to positively influence the PHYSICAL & EMOTIONAL ENVIRONMENT:

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OCI LtdOCI Ltd

ATTITUDES (BEHAVIOURS)

• Are available for advice & problem solving• Are prepared to stand up and make a decision• Listen a lot to the views of others• Share responsibility through delegation• Openly communicate on difficult issues• Maintain an open mind on important issues• Do not blame others when things go wrong• Encourage and recognise others• Give regular honest feedback• Help you to improve what you do

This is a summary of the positive ATTITUDES & BEHAVIOURS that you said outstanding leaders demonstrate:

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OCI LtdOCI Ltd

Parents

Peers

Family

Friends

Politics

SexualityReligion

Social ClassEthnicity

Moral Code

Jobs

Education

Partner

Knowledge

Skills

Aspirations

Relationships

Upbringing

Society

Behaviour is: all that we ‘SAY’ and all that we ‘DO’

The Behavioural Iceberg

‘Attitude’ is a ‘state of mind’ demonstrated through our behaviour

Our behaviour is drawn from all our life experiences – good & bad

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OCI LtdOCI Ltd

KNOWLEDGE & SKILLS

• Support the learning and development of others

• Listen and learn from others

• Spend time developing themselves

• Provide training opportunities for others

• Plan time to regularly coach others

• Use good analytical tools to reach decisions

• Delegate to others to provide them with new experiences

• Value exploring and understanding new concepts and ideas

This is a summary of the elements of KNOWLEDGE & SKILLS that you said outstanding leaders value:

OCI LtdOCI Ltd

Solutions to‘Business Blockers’

OUR WAY

Workshop

OCI LtdOCI Ltd

Team 1 Issues & SolutionsChampion: David W.

OUR WAY Workshop

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OCI LtdOCI Ltd

Team 1 – Issues & Solutions

• Not having the right skills

• Not well trained technically or for quality

• Too much information (excessive email

• Implement a process to identify the skills gap

• Re-assign individuals to the right job

• Train more people

• Share best practices more often

CAUSE SOLUTIONS

Issue: SKILLS GAP

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OCI LtdOCI Ltd

Team 1 – Issues & Solutions

• No risk

• Pride

• Easier to stay as we are

• Uncertainty

• Fear of loss of power

• Leader to drive change

• Communicate/explain the +’s

• Training

• Acceptance/commitment

CAUSE SOLUTIONS

Issue: MANAGING CHANGE

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OCI LtdOCI Ltd

Team 1 – Issues & Solutions

• Conflict of personal interest

• Power

• Racism

• Cultural differences

• Working Practices

• Fully implement Corporate Responsibility policies

• Communicate/explain the reasons why

• Provide facilitation

• Review job responsibilities

CAUSE SOLUTIONS

Issue: TRUST/RESPECT

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OCI LtdOCI Ltd

Team 1 – Issues & Solutions

• Rely on email

• No common objective

• Avoid disagreement

• Get all credit

• Too many layers and decision makers

• Language barrier

• Promote face to face communication

• More effective use of email

• Provide clear accountability

• Simplify the organisation

CAUSE SOLUTIONS

Issue: COMMUNICATION

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OCI LtdOCI Ltd

Team 1 – Issues & Solutions

• Lack of personal initiative

• No ownership of problems

• No clear accountability

• The old culture didn’t encourage ownership – still part of the current culture

• Clarify accountabilities for all

• Empower people to act and coach them how to do so

• Teach managers how to fish not just how to ask for fish

CAUSE SOLUTIONS

Issue: OWNERSHIP & RESPONSIBILITY

OCI LtdOCI Ltd

Team 2: Issues & SolutionsChampion: Margaret

OUR WAY Workshop

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OCI LtdOCI Ltd

Team 2 – Issues & Solutions

• Environment not good enough yet to be sure of attracting & retaining the right people

• Inadequate recognition provided for good performance

• Cultural change to be reviewed quarterly

• Associates to “walk the talk”

• Better education of all

• Minimise short term fixes with negative impacts

CAUSE SOLUTIONS

Issue: ENCOURAGING WORK ENVIRONMENT

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OCI LtdOCI Ltd

Team 2 – Issues & Solutions

• Poor communications across the business

• Communication poor between production and purchasing teams

• Jump to conclusions too easily based on personal opinions

• Focus specifically on team development

• Business Development team to work more closely with others

CAUSE SOLUTIONS

Issue: IMPROVE COMMUNICATION

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OCI LtdOCI Ltd

Team 2 – Issues & Solutions

• Lack of cross functional support and accountability

• No shared success stories across the business

• Fail to encourage different ideas with open minded attitudes

• Lack of ownership – problems passed to others

• Establish best practice sharing process

• Think & prepare before action

• Use “What/How” grid to improve performance

CAUSE SOLUTIONS

Issue: ENHANCE TEAM WORK & RESPONSIBILITY

OCI LtdOCI Ltd

Team 3: Issues & SolutionsChampion: ?

OUR WAY Workshop

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OCI LtdOCI Ltd

Team 3 – Issues & Solutions

• Lack of passion• Lack of motivation• Lack of trust• Resistance to change

• Increase frequency & amount of employee communication

• Improve communication content to be more impactful & relevant

• Hold town hall meetings & lunches

• Give associates rotating responsibility for key themes

• Force two-way communication

CAUSE SOLUTIONS

Issue: PEOPLES’ ATTITUDES

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OCI LtdOCI Ltd

Team 3 – Issues & Solutions

• Lack of skills in:

– Leadership

– Communication

– Interpersonal relationships

– Specific technical skills sets

• Identify specific training need by functional area & individual and diligently track and follow up

• Create a way to fill the skills gap

CAUSE SOLUTIONS

Issue: LACK OF SKILLS

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OCI LtdOCI Ltd

Team 3 – Issues & Solutions

• Reactive instead of pro-active

• Lack of accountability & responsibility

• Fear of making decisions and mistakes

• Weak linkage between performance and rewards

• Create processes & systems that will lead to change in style & behaviour but identify a few specific early targets to demonstrate success and then propagate

CAUSE SOLUTIONS

Issue: LEGACY BEHAVIOUR

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OCI LtdOCI Ltd

Circles of Influence

ME

My Team

My Colleagues

My

Cu

sto

mer s

My

Man

ag

er

Mar

&

Partn

e

rs

Other Sectors

This Sector

Oth

er

Glo

bal

Fact

ors

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OCI LtdOCI Ltd

average

performance

high

performance

competitive

advantage

The Performance Impact (WHAT/HOW) Grid

e.g. Tasks & Objectives

The WHAT

The HOWValues, Behaviours & Corporate Responsibility

3

5

21

4

7 8 9

unacceptable

acceptable

outstanding

un

accep

tab

leaccep

tab

le

ou

tsta

nd

ing

high

performance

6

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OCI LtdOCI Ltd

Parents

Peers

Family

Friends

Politics

Sexuality

Religion

Social ClassEthnicity

Moral Code

Jobs

Education

Partner

Knowledge

Skills

Aspirations

Relationships

Upbringing

Society

Behaviour is: all that we ‘SAY’ and all that we ‘DO’

The Behavioural Iceberg

‘Attitude’ is a ‘state of mind’ demonstrated through our behaviour

Our behaviour is drawn from all our life experiences – good & bad

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OCI LtdOCI Ltd

Time

self esteem

Anxiety

False Happiness

Fear

Blame

Guilt

Depression

Gradual Acceptance

Moving Forward

Denial

Disillusionment

Hostility

Achievement/

Performance

- ve

+ ve The Change (or Transition) Curve

‘looser’s loop’

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OCI LtdOCI Ltd

Time

Anxiety

False Happiness

Fear

Blame

Guilt

Depression

Gradual Acceptance

Moving Forward

Denial

Disillusionment

Hostility

©Tuckman

Achievement/ Performance

FORM STORM REFORM PERFORM+ ve

- ve

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OCI LtdOCI LtdPerformance Improvement Activity -

ReviewThe role of a Leader in Margaret & Associates is to:

- Know who their Key Stakeholders are & their Needs & Measures

- Allocate Roles & Responsibilities- Plan, Organise, & Provide Resources- Communicate the Strategic Goals & Compelling Vision - Set Constraints (e.g. Safety, Budget, Resource, Boundaries,

etc)- Set & Measure (& re-set & re-measure) Objectives- Quality check (Review) Task & Behavioural Performance- Coach Individuals and Team, Give & Receive Feedback- Create an Empowering Environment- Role Model (through own Behaviour) Values & Best Practice- Encourage learning from mistakes & Knowledge Sharing - Motivate Individuals & Team- Stretch Individual & Team Performance- Challenge Processes & Procedures- Admit Mistakes & have some Serious Fun !

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OCI LtdOCI Ltd

The Dialogue Funnel

Open ClosedProbing

Summary

Actions & Measures

Give someone a fish & you feed them for a day

Teach them how to fish & you feed them for a

lifetime

You know you are coaching when the ‘Coachee’ comes with

something to say…

…and leave with something to do !

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OCI LtdOCI Ltd

JOHARI’s Window for Self-Awareness

Known to Me Not Known to Me

Not

Kn

ow

n t

o

You

Kn

ow

n t

o Y

ou

Public Life

Private Life

Blind Spot

Potential

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OCI LtdOCI Ltd

E2C2 Feedback Tool

Example : What was said/done (in time & space)

Effect : It had on you (use the ‘I’ word !)

Change : Developmental - Coach or Tell

or

Continue : Motivational - Coach or Tell