OPPORTUNITIES

CHALLENGES

Idea

s

Customer Experience

Leaders Communicating

Creative

Design Thinking

MIWM

Facilitate

Change Tips Emp

ath

y

Projects

White Hats

Brand Me

Brainstorming

Succ

ess

Careers

Networking

The BOX

?

T People

Owner

Pause

Think

CONTENTS

Engage

100%

Welcome to our ‘Fresh Thinking’ little booklet. Hopefully it provides a smorgasbord of thought provoking snippets to give your brain a boost. It is our introductory gift to get to know us. Warwickers aims to get people ‘turned on and tuned in’ to thinking differently and doing more to focus their businesses on their customers ever changing needs. Our approach is fresh and interesting, yet our style is practical, helping people to get involved, learn new skills, take action and deliver results. We work with clients to get fresh thinking into business projects. We focus on customers and aim to have a direct impact on the operational capability of the business. It’s about identifying what matters and getting your people onboard to deliver a customer experience that makes you stand out as remarkable in your marketplace. We make sure everyone knows what they need to ‘get, support and do’. If you want this as an e booklet for your tablet or laptop in colour, go to our website for the latest Flip Book link. Also for more snippets regularly check out ‘The Writing on the Wall’ on our website www.warwickers.com. 4

Know what your

customers want

most and what

your company

does best.

Focus on where

those two meet.

6

fresh thinking means:

1. Creating competitive advantage.

2. Understanding and meeting the

real needs of real people.

3. Purposeful customer centric

creativity.

4. Contributing to the bigger ‘why’ in

your business.

5. Turned on and tuned in talented

teams.

6. Harnessing the best, most cost

effective, efficient way of running

and growing a business.

7. Creating new assets.

8. Shipping more new stuff.

9. Adding value.

4

7

10. Finding a better way.

11. Imagining the ‘new’ and ‘unusual’.

12. Building a design thinking culture for

innovation and having great ideas.

13. Nurturing curious ‘Discovery’ mindsets

and culture.

14. Championing creative confidence as

leaders.

15. Managing performance well.

16. Learning, unlearning and relearning

loads.

17. Toolkits and skill builders.

18. Flexibility and resilience.

19. New environments.

20. Staying Fresh!

IDEAS CARDS

At Warwickers we have an extensive toolkit to support our client work which includes our ‘Ideas Card Decks’ of over 200 thought provoking questions, images and metaphors to inspire fresh thinking in meetings and facilitated creative workshops. This book contains a few examples from the deck to get you started and some samples to try out.

8

OR

Which way is everyone in your Business looking? 9

Begin with the end in mind – focus on what you need the customer experience and customer service to achieve – outcomes not just outputs.

Start by identifying what you want people to get, support and do in terms of customer experience. Engage employees to deliver the best experience possible. Give them decision rights and accountabilities for daily operations. Publish and role model the important behaviours. Provide focus to direct their energies toward the right tasks and outcomes. Celebrate success.

Put the customer at the heart of everything you do – from your purpose and principles to strategy and plans to leadership and management – to relationships and touchpoints to experience and service. It should permeate all your thinking and be a board agenda item . Designing experiences from outside in, not inside out. This even includes how you draw relationships, moving from organisation charts to communities and networks.

Collaborate – mandate it. Think partnership – get colleagues believing in the collective impact of their teams. Work as communities and networks not silos or structures. Lead by example and kill silos. Use technology as an enabler to connect employees with each other and customers. Also involve your suppliers.

Understand your customer audiences and their journeys – map the journeys, touchpoints, hassles and moments of truth through different lens. Support it with data and dialogue. Segment and profile their interests and needs. What is happening for them, where are the hot spots and where are your signature moments?

1

2

3

4

5

CUSTOMER EXPERIENCE

10

Grasp what technology can do for your customers experience – not as a cost saving process but as a means for dialogue with them and making it easy for them to do business with you. Then look at it from a profit perspective.

Use appropriate channels for each audience – keep it simple - have a few core channels that deliver the message effectively. Recognise some audiences do not have regular access/ or time to use a PC so mix your channels. Include social media and mobiles. Focus on doing each of them well, in a skilled and proficient way. Have a quality rather than quantity approach.

What would Google do – data delivers delights only if it is used well. Employ smart people to pay attention to the data in real time, gain insights and make sense of it. Then take action. This will revolutionise your business.

Identify your metrics for success and how you will measure – as this is key for determining the value you are adding. Make it an integral part of your customer experience planning linked to your outcomes. Aim for ‘real’ business value by linking it directly to the organisation’s strategy and goals. Use quantitative and qualitative measurement tools.

Take the opportunity to build a consistent brand – align your internal employee branding with your external brand. Consider behaviours, language, identity, environment and values from a customer lens and train employees to deliver the brand promise consistently. Hire your frontline employees based on your values and attitude, train in skills.

6

7

8

9

10

CUSTOMER EXPERIENCE

11

The single most important thing to

remember about any enterprise is that there are no results inside its

walls. The result of a business is a satisfied

customer. The purpose of business is to create a

customer.

Peter Drucker

THE LAMP You rub the side of the lamp … the genie

appears … you make a wish …

or If the genie in the lamp grants you ONE wish

what would it be?

If the genie in the lamp gives you the power to change ONE thing to improve the culture what

would it be and why?

If the genie in the lamp gives you the power to remove ONE thing to improve the project’s

chances of success what would it be and why?

If the genie in the lamp gives you the power to lead this project what would you do differently

and why?

START STOP MORE OF LESS OF

12

leader communicating

Direction and focus – Be visible, manage by walking around (MBWA), set a course for the business (vision, goals, strategy) and the focus/ priorities (business agenda). Provide clarity by simply communicating the business strategy and agenda to multiple audiences to achieve alignment and consensus. Then move forward keeping people informed, involved and aligned by sharing stories, decisions, knowledge and ideas. Also introduce and communicate change as necessary.

1

14

Roles – clearly communicate the roles people will play getting to the destination and make sure you delegate responsibility whilst retaining accountability.

Together – create ownership in the outcome by involving people, giving them a voice and ensuring they understand their responsibilities in the journey.

Persuade with passion – be authentic, convey your passion, inspire, influence others and build momentum. Show you care, are committed to the outcome and motivate others to join you.

Empathise – to connect and see things from your audience perspective. Take into consideration how they will be thinking, what they will be feeling and their behaviour. Recognise the impact of different communication styles.

2

3

4

5

Celebrate – recognise milestones, the contribution of others and give recognition - ensuring you share the credit with everyone involved.

Say/ Do – actions speak louder than words – we speak with our words but we communicate with our actions - recognise you give as many messages by what you do as what you say – your people are watching - make sure your actions match your words and you always follow through. Role model the change you want to see and lead by example. Be proud of and an advocate for the business.

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7

15

THE BADGE

You are the newly appointed Sheriff of the town – what should we do next?

You are the Sheriff, you have absolute control and everyone is looking to you for guidance

what will you tell them?

You are Sheriff and now in charge of this meeting – what next?

You are Sheriff – that means the Boss – you

now run the Company – what would you change and why?

You are the newly appointed Sheriff in charge of going after the ‘Baddies’ – what are they on

this project? 16

Respect is

earned.

Honesty is

appreciated.

Trust is

gained.

Loyalty is

returned.

At Warwickers we strongly believe in businesses encouraging employees to focus on self directed learning and own their careers. The business does provide some resources but it is the Individuals who take responsibility for their own success - Me Inc. In a 21st Century context there are no guarantees so individuals need to be adaptable and build a 21C Skillset. This may partly reflect their current circumstances and work but it will also require some learning adventures. With this comes a mindset shift that benefits the business and the individual.

http://www.jameskurtz.com/the-secrets-of-success-in-graphic-form Richard St Johns TED video inspired James to design a graphic that represents not only the various aspects of success but also offers my insight into how the elements that make up success lead to each other.

21C SUCCESS

18

People cannot be expected to learn one

expertise and just apply it routinely in a job. Your

expertise is in steadily renewing your knowledge

base and extending it to new areas. That lifelong

cycle of learning really is the foundation of the

new information organization and economy. George Gilder. 19

20

Don’t go around saying the world owes you a living. The world owes you nothing. It was here first. Mark Twain.

What’s replaced the career escalator? There’s no single metaphor that universally describes the 21st century career journey. For those who lack globally competitive skills , the current environment feels more like hazardous mountain terrain not a ladder. A recent Fast Company cover story called the winners of the post-escalator job market ‘Generation Flux’ a reference to their ability to acquire new skills, adapt to change, and reinvent themselves. The escalator or ladder have gone so how do you best prepare yourself for your career journey? www.fastcompany.com/generation-flux

21

Ability is what

you’re capable

of doing.

Motivation

determines

what you do.

Attitude

determines how

well you do it.

Lou Holtz

What do I stand for?

What am I known for?

What am I passionate about?

What am I best at?

How do I stand out?

What do I bring to the table?

How do I add value?

How visible am I?

Start with the questions above and write an attention grabbing one page introduction to you.

WHO YOU ARE, WHAT YOU DO AND WHY YOU

DO IT?

Include a photo! If you are the product – what differentiates you and your

personal brand?

Be your brand, be confident and stand up for what you believe in: word, deed, action and package design! Be consistent at all levels. Be proud of who you are and what you do.

BRAND ME

23

OUTLOOK

24

25

WHAT DOES 100%

COMMITTED

LOOK & FEEL LIKE?

100%

HELLO

Get comfortable with telling your story. If it is well thought through, and you truly believe it then it will come

across that way. Confidence counts.

I AM Who I am

Who I serve

I DO What I help them do

How I help, support and add value?

BECAUSE Why I do it!

Share my passion! (this is the differentiator and provides the emotional

connection with others)

GET IN THE RIGHT STATE

‘HOW CAN I HELP YOU?’

And then it is all about finding out how you can serve, give to and help them.

27

GIVE, BUILD and BE LOYAL

Many people are turned off by the topic of

networking. They think it's false, slimy and inauthentic.

Old-school networkers are transactional. They pursue

relationships thinking solely about what other people

can do for them. Relationship builders, on the other hand, always try to help others first. They don't keep

score and they prioritize high-quality relationships over

a large number of connections.

Building genuine relationships with another people

depends on at least two abilities: 1) EMPATHY: Seeing the world from another person's

perspective. In relationships it's only when you put

yourself in the other person's position that you begin to

develop an honest connection.

2) GIVE: Being able to think about how you can

collaborate with and help the other person rather than

thinking about what you can get. We're not suggesting

that you be so saintly that a self-interested thought

never crosses your mind. What we're saying is that your

first move should always be to help. Start with a friendly

gesture and genuinely mean it.

NETWORKING

Just be nice, take genuine interest in the people

you meet, and keep in touch with people you

like. This will create a group of people who are

invested in helping you because they know you and appreciate you. Guy Kawasaki.

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4 NETWORKING ACTIONS: 1) Give: When you first meet people think how you

might help them and always follow up on requests

for help, How can you be of service to others and

help people get what they want and need, when

they want and need it.

2) Connect Others: Regularly look through your

network and seek to introduce two people who do

not know each other but ought to.

3) Vital Few: Imagine you got laid off from your job

today or that you are helping a recent graduate

looking for work. Who are the 10 people you'd e-

mail for advice? Don't wait – invest regularly in

those relationships from now.

4) Referrals: Set a goal to ask one person for an

introduction/ referral each week. Make it easy for

your network to help you by being really specific

on why you want this connection or the challenge

you need help with. In so many cases, it isn’t that

people don’t want to refer you, it is that they are

busy and consumed with the things going on in

their life to think about how to help you or help

other people. Guide and support them.

Networking is simply the cultivating of mutually

beneficial, give and take, win-win relationships.

It works best, however, when emphasizing the

‘give’ part. Bob Burg.

NETWORKING

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PAUSE

Sometimes pressing the pause button is the right thing to do and yet it can be so hard to achieve. The pace and task focus in most businesses means it goes against the grain to stop. Yet productivity can be enhanced greatly when pauses are built into plans – giving time to reflect, think, learn, regroup, build, refresh and so much more. No pauses built in – are you brave enough to push for ‘PAUSE’.

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32

Being imaginative is not

what being creative is

about. It is about creation

- bringing something into

being, making something

happen – which is far

more than just ideas.

It requires courage, focus,

discipline and dedication

to get things done. It is

about bringing ideas into

the world and then

shipping them!

DESIGN THINKING Design thinking can be described as a discipline, process and mindset to generate innovative ideas in business and deliver real value. For detailed resources on this great approach take a look at Stanford d. School’s online resources at:

Empathise: Observe users, engage with them and immerse yourself in their experience. Define: Based on your findings define and scope a specific and actionable challenge statement to focus on. Ideate: Exploring solutions by going wide to generate ideas. Prototype: Getting ideas out of your head into the physical world and letting people including users interact with them. Test: Testing our solutions in the appropriate context with the user to make them better. Choose: Determining decision making criteria based on your challenge statement and moving forward or restarting the process. Implement: Talking your idea to market and shipping it! Learn: Taking the time to get the lessons from the process.

http://dschool.stanford.edu/use-our-methods/

Stanford d School Approach 34

FACT HAT

Edward de Bono’s White Hat of his ‘Six Thinking Hats’ tool can often underutilised with people keen to go to task and voice their opinions. Yet it is a vital part of any creative thinking process to build the context based upon facts. Note it is about facts not opinions – do not let them get confused. What is the data that surrounds your opportunity or challenge? How can you source great data and read that data differently? What insights does it give to your customer’s needs and hassles? What do you learn from what is missing – does that highlight a new opportunity? The white hat also points to ‘What questions you should be asking’ - In the early stages questions are often more important than answers. This card is part of our ‘Fresh Thinking Ideas Deck’ and we suggest you play it more than once as part of your creative process. It also forms the foundation of testing ideas and prototypes with your customers to keep your concepts grounded. This doesn’t limit your opportunities – input from others brings them alive and such questions fuel the creative process.

35

EMPATHY

www.uxempathy.com for online version of empathy map

GOAL: The goal of the game is to gain a deeper level of understanding of a stakeholder in your business ecosystem, which may be a client, prospect, partner, etc., within a given context, such as a buying decision or an experience using a product or service. The exercise can be as simple or complex as you want to make it. You should be able to make a rough empathy map in about 20 minutes, provided you have a decent understanding of the person and context you want to map. Even if you don’t understand the stakeholder very well, the empathy-mapping exercise can help you identify gaps in your understanding and help you gain a deeper understanding of the things you don’t yet know. You will also find further guidance on this too in the book ‘Gamestorming’ or at www.gogamestorm.com

To empathise with others, we: Observe: view people and their behaviour in the context of their lives Engage: Interact with and interview them Immerse: Experience what they experience by ‘putting ourselves in their shoes’

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If I had an hour to solve a problem and my life depended on the solution, I would

spend the first 55 minutes determining

the proper question to ask, for once I know the proper question,

I could solve the problem in less than

five minutes.

Albert Einstein

QUESTIONS

The primary discovery skill is not to search for ideas or solutions ... it is to start asking great provocative, interesting questions .. not necessarily complex ones ... often the obvious simple ones .. others are sometimes too scared to ask. Your outcomes are as a result of the quality of questions you ask. Creative minds ask great questions. Questions are to help you get clarity, gain understanding, gather information, find new perspectives and make better decisions. Learning the skill begins with a shift in mindset - a discovery, inquisitive and curious approach to everything. Discovery is about curiosity - challenging the status quo and exploring new possibilities. At its essence curiosity is about asking questions and pursuing answers. Thinking is driven by questions not by answers. My experience as a manager and business coach has been, that often people are so keen to find the solution or go to task - that they miss the opportunity to explore whether they have the right question and check if it is phrased in the right way - the driving question. I like to ask 'what question is that solution the answer to?' so we can go back and explore the issue with curiosity driven questions. When you are lost it is better to seek the question than the answer first. Good questions need to be valued as much as good answers.

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BRAINSTORMING Use it to generate ideas and solutions, find the causes of problems, to enhance creativity, to allow people to put ideas on the table without fear of being corrected or challenged and to raise energy levels. It separates the creation of ideas from the evaluation activity.

Some additional thoughts: 1. Equipment: Flipchart, coloured pens, post it notes, walls 2. Plan: Define and agree the objective 3. Plan: Clarity in the initial topic or question key – it must

address a specific question and everyone must understand it

4. It must focus on generating ideas not making decisions 5. Let ideas flow freely with no evaluation –Storm! 6. Be humorous, creative and break out of old patterns –

welcome unusual ideas, the wilder, the better 7. No debating of ideas 8. There are no bad ideas – all ideas are welcome 9. Quantity is the initial goal 10. Discuss each idea to ensure it is understood and then

group ideas into themes 11. Use a voting system/ decision grid/ criteria to agree the

areas with most promise 12. Select the most promising ideas and analyse them further 39

AND

THE BOX We don’t promote thinking outside the box as a tool on its own. Most who think seriously about creativity agree that it entails not only novelty (that outside the box stuff) but also utility, and in order to be useful, it has to go above-and-beyond what is already known (that inside the box stuff).

So understanding your challenge from inside the box lets you explore knowing the opportunities and constraints at play is essential. It is also about defining what is ‘In your Business Box’ to give your thinking some useful focus – who you are serving (your niche), your objectives, current goals and the plans already in place. We call this the Context. Knowing this and understanding how it plays out isn’t about limiting creativity such boundaries can increase your capacity to generate step change ideas. It's also worth embracing what's been done before, because it's practice that gives us the option to build on the old ideas to make the new and to get creative with whatever we already have. It also may be conversely about letting what has gone before go to change perspective – which is what getting outside the box is really about. It is about getting out of your comfort zone, challenging rules or assumptions and removing perceived constraints. It means being open so you can also see from a different vantage point whether that be outside, on top, under the box or even being the box!

The box can also help identify if you are working "in" the business opposed to working "on" the business. Some people are more creative in the box, or working in the business. Some are more creative and more passionate while thinking outside the box, or on the business.

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TRY A

DIFFERENT

PERSPECTIVE

GENERATION Let's look at some of the questions you could ask for each letter of the SCAMPER mnemonic: Substitute 1. What materials or resources can you substitute or swap to improve the

product? 2. Can you use this product somewhere else, or as a substitute for

something else? Combine 1. What would happen if you combined this product with another, to create

something new? 2. How could you combine talent and resources to create a new approach to

this product? Adapt 1. What else is the product like? 2. What other context could you put your product into? 3. What other products or ideas could you use for inspiration? Modify/ Magnify 1. How could you change the shape, look, or feel of your product? 2. What could you add to modify this product? 3. What could you emphasize or highlight to create more value? Put to Another Use 1. Can you use this product somewhere else, perhaps in another industry? 2. Who else could use this product? Eliminate 1. How could you streamline or simplify this product? 2. How could you make it smaller, faster, lighter, or more fun? Reverse/ Rearrange 1. What if you try to do the exact opposite of what you're trying to do now? 2. What roles could you reverse or swap?

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TO BE MORE

IMAGINATIVE

1

2

GET GOING: Go on a journey – get on a bus, train, subway, in your car, on a bike and the creative wheels may start spinning.

GET CURIOUS: Read something you normally wouldn’t. Watch something you never have. Be a discoverer. Sit in a café and just observe people. Ask What, How and Why?

3

4

GET VISUAL: Immerse yourself in photos, illustrations, paintings, sculpture, something from the world beyond words. Paint your challenge. Create a themed Pinterest Mood Board.

BE: insatiably curious, irrepressibly optimistic, deeply empathic and play well with others.

5

6

GET SOCIAL: Tweet. Talk. Wander through cyberspace with your eyes and ears open to anyone and everything. Go ideas networking. Invite someone dangerous to tea!

GET INSPIRED: Crack open a classic. Try poetry. Search for great quotes online. Read Stories. Read Blogs.

7

8

GET GOOFY: From Goofy. Winnie, Elmo, Bart, Bugs to Einstein or Leonardo …. Doesn’t matter. Suspend your disbelief and try living inside a crazier or different character for a while.

GET INQUISITIVE: Ask questions. Ask for suggestions. Ask someone else - you may get a point of view that points you in a new direction. Ask What, How and Why?

9 GET YOUNG: Revisit immaturity. Assume a beginner’s mindset. Surround yourself with kids, Lego, crayons, toys and the good Dr.Seuss. Ask why and then ask it again? Develop a childlike sense of wonder.

GET SWEATY: Give your brain a break. Put your body in motion. Wear it out. And then get in the shower to let your brain come storming back to life .

10 44

This is all about generating better quality ideas:

It’s easy to come

up with new

ideas; the hard

part is letting go

of what worked

for you two years

ago, but will soon

be out of date.

Roger von Oech

GIVE EVERYONE A

What if we treated everything we did as if it was a project? What if every employee in your organisation had projects to complete? It provides a simple shift in mindset and ownership of tasks. It can take an enormous amount of energy and focus on tasks to execute a project well. So somehow isn’t it good to just think instinctively that everything is a project. There are many ways to look at all that we do, but the project-centric view is potent. Everything in work, and many things in life, has a goal, a set of constraints, some design challenges, a schedule, a few dependencies, some key relationships, etc. And it’s hard to be good at managing, leading, teaching, creating, making or building just about anything if you have absolutely zero skills at project management. You know there needs to be a driving force and focus in your thinking, a constant source of social energy, a list or a table or maybe a spread sheet, that makes it easier to push small decisions forward, increasing the odds with every single effort that the results will be good. It is not about being really well organised but more about doing the thinking and having systems to drive you forward so you can be accountable for you commitments. When you get stuck, at work or in personal life matters, or see someone else who is blocked, say, out loud, everything is a project. If I’m blocked, what are my goals? What are my assets? What are my liabilities? How can I divide this big thing I’m stuck on into smaller pieces, one of which I might be able to tackle? And sometimes just realizing there is a simple easy way to re-frame anything into the form of a project is enough to get things moving again. 46

LIFE SAVER Here is your life line what would you use if for

right now and why?

What needs saving?

Who needs saving?

You are offered a lifeline to guarantee this project is a success what would it be and why?

The boat is sinking you can save four of the

team – who would you choose and why?

47

Culture is everything

when it comes to

responsible, long term

business success …

a leader’s job is to

discover,

communicate and reinforce culture.

If you don’t get

culture right nothing

else matters..

COMMUNICATE

However many people are receiving the communication – think individual - you are talking about individual motivation – logic and emotion. Roger D’Aprix’s 6 questions is a good starting point for the minimum you should seek to communicate to each person:

focus on the individual

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ENGAGING

People don’t resist change. They resist being changed!

Peter Senge

If you want people to be aware - you inform them. If you want them to understand - you inform and educate them. If you need them to accept something - you inform, educate and involve them. If you want them to act differently - you inform, educate, involve and motivate them to want to do it. If you want them to change - you inform, educate, involve, motivate and support them through the change journey. If you want to engage them - you communicate effectively by informing, educating, involving, motivating, supporting and most importantly leading them!

If leaders are not credible and communications are not engaging people are not interested. People will only engage with a subject if they are able to take actions, be in control and bring themselves to the challenge – there is not a standard formula – we are talking about motivating people - it is about doing things with not to your people.

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COMMUNICATE Who needs to be at this meeting?

What do we need to communicate as a result

of this meeting?

Who do I need to talk to about this?

Who would be helpful to build on this conversation?

Who are our Stakeholders for this message?

How can we best summarise this?

What are the key points/ decisions?

How can we best socialise this topic and with

whom?

51

Thanks to INTUIT– Quickbase for this great Infographic

MIWM

Meetings can take up a lot of time – so make sure they are productive, SMART and worth attending.

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1

2

3

4

Create a sense of urgency in parallel with a sense of continuity and stability – focus on what is creating the need for change, frame it as moving towards something, say what is changing (process and behaviours) , how the change evolves from where you are now and what is staying the same. Think ‘Endings, Transitions, New Beginnings’ (William Bridges)

Communicate the business context, the ‘why’ and then the ‘what’ – business literate employees, with a grasp of the wider context, who understand the thinking behind the change, will adapt more easily. Seek to separate big picture from implementation communication. Only communicate task related information and implementation details once the context is clearly understood. Do not rush it.

Make face to face communication the main channel – people prefer to receive communication on change from their immediate manager. However for major change messages they prefer a senior manager followed by their manager for questions and updates.

What sort of change? – 1. Culture (changing the way we do things – specific attitudes and behaviours); 2. Structure (restructuring, merging); 3. Initiative (long term impact on behaviour); 4. Campaign (business objective and time specific). Each requires a different communication approach using differing levels of information and interaction depending on how it impacts individuals.

53

Translate your message – sort your audiences and the messages by perceived change impact first (positive, neutral, negative). Use the ‘change curve’ to understand people’s reactions to change. Then translate what it means for individuals as everyone wants to know how it will impact them and their perception of the change will cause them to react differently. Remember they are unlikely to be where you are on the change journey. So do not sell them on a bright new future before they ‘get’ the need to change.

5

Get people involved – encourage people to participate especially in implementation in their own areas. The more ownership and perceived control the more buy in and less resistance.

Do not wait – be proactive - if you do not deliver the message quickly the grapevine will and you will put your managers in a difficult position. Talk through the options officially rather than leaving it to the rumour mill.

6

7

54

Branding, themes and logos – keep it simple and use them to build on your brand and bring a sense of cohesion to large scale change programmes. Keep the use of logos to culture/ structure changes and campaigns not for every minor initiative and project team. Themes and logos should be signposts, helping people understand how things come together and not be stand alone entities.

Resources (time, people and money) – communication is a process not an event so give it the attention/ time needed to work. Have a plan. Ensure managers allocate the time to deliver the messages effectively. Provide the appropriate people to provide ongoing support and the appropriate financial resources to make it work.

9

10

Train managers in communicating change and for each specific communication provide guidance – success depends more on their credibility, openness, listening skills, empathy and influencing skills rather than presentation skills. They will need to be skilled for one to one, team and large scale change communication. Provide toolkits including information, tips, sample scripts and FAQs. For large scale changes offer courses where they see the communication delivered (Remember they will often be impacted too – if they get the chance to experience the message being delivered to them and then deliver it the learning will stick), get new skills training and have an opportunity to rehearse the difficult bits.

8

55

First you form your

habits, then your habits

form you.

Success does not

depend upon the

brilliance of your plan,

but upon the

consistency of your

actions.

You don’t have to

achieve success to get

started, but you do

have to get started to

achieve success … then

stick to it!

Lee J Colan

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What is working?

What is great about this?

Where do we add real value?

What can we learn from this?

What do we do really well?

How can we use these strengths in other areas of our work?

What do we need to celebrate and how?

Who do we need to recognise for their

contribution?

59

Customer Culture

Embracing Change

Engaging Communication

Creative DNA

21C Career Skillset

consultancy fresh ideas training coaching

Get your people thinking differently ….

fresh thinking

We work with clients to get fresh thinking into business projects to have an impact on the operational capability of the business. It’s about identifying what matters and getting your people onboard to deliver a customer experience that makes you stand out as remarkable in your marketplace and builds your assets. We make sure everyone knows what they need to ‘get, support and do’. Our approach is fresh and interesting, yet our style is practical, helping people to get involved, learn new skills, take action and deliver results. We have no set process but our 20 years of global business experience and ‘know how’ provides a huge variety of proven tools and creative processes to support our inquiries, and share best practice with your teams. Our creativity and energy provide the inspiration for innovative solutions with plenty of common sense to support their implementation. We support people by creating the right environment to help them deliver great work, learn new things and unlearn others. We focus on the attitude, skills and knowledge needed to work effectively in a 21C context. Our programme emphasis is on future skills that support change for individuals, teams and businesses. We offer bespoke change and training programs that centre on our clients strategy, employee engagement and our 5 C’s (Customers, Creativity, Communication, Change and Careers). Skills modules have included: customers count, embracing and leading change, communication counts, change and communication champions skills, innovative discovery skills, facilitating innovation and creativity, 21C future skills for leaders and having more fun at work.

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Get your people thinking differently ….

By the end of this online program you will be able to identify more value adding opportunities, enhance your problem solving skills, generate fresh ‘differentiating’ ideas and focus on bringing them into the world – by developing your creative mindset and skillset. You will learn how to bring an idea to life and implement it. Check on ‘The Writing on the Wall’ for a special early bird discount code

The most sought after 21C skill. In 2014 our Creativity Counts Program will be available as an online learning resource via Udemy. This course is about BEING more creative and DOING more creatively through enhancing your skills and using a range of tools, techniques and resources.

On Warwickers website – a constant source of finds for fresh and new ideas

Also sign up for – The Explorer – to deliver a brain food boost. Our new fresh ideas eZine and quarterly planner coming for 2014 - just in time for a bit of navel gazing and planning to get you focused on a successful year and what you want to achieve in Q1.

If you think your Business could do with a creativity boost we run awesome ‘Get Fresh’ Workshops. They are usually from 2hrs to a Day. The aim is to engage your team to rethink how they work together to generate customer focused ideas and how to deliver real value. They are fun, fresh and very focused . Get in touch to find out more. 62

Warwickers

10 Management

Commandments

THOU SHALT …

1. Motivate

2. Build a team

3. Review performance

4. Communicate

5. Say NO

6. Stay informed

7. Measure

8. Demonstrate courage

9. Be loyal

10. Do what’s right!

George Warwicker

Get in touch

Jilli Warwicker

jilli@warwickers.com

Skype: Jilli Warwicker

Mobile UK: +44 7967 968022

Office UK: +44 1789 532132

www.warwickers.com

www.hikmaty.com

Twitter: hikmatyhub

© all rights reserved Warwickers 2013 1 Goldicote Hall, Goldicote, Stratford upon Avon, CV37 7NY

Call us to book an exploratory chat on how we might best help you.