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BUILDING A PROBLEM SOLVING CULTURE PLATFORMTM ACHIEVING BETTER RESULTS THROUGH OWNERSHIP AND WHOLESOME ACCOUNTABILITY TM

PARTICIPANT WORKBOOK

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About Name : Company : Role : Email : Phone : I have agreed to treat the contents of this programme as business confidential and not to share or distribute the contents to others or to train others in the principles of the contents without prior written consent.

I

(print name)

will treat the content of this manual and training programme as business confidential and will not share or distribute this material or train others without the prior written consent of an officer of ARV Excellence Teo.

Signed : Date : Company : Email :

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ARV Excellence People want to work in a place where they feel valued, where there is a good working atmosphere and where they get good results. People want to work in a place where things are getting better all the time. This is what ARV Excellence help’s you to achieve.

Want to be the best?

We can help you get there!

Since 2007 we have been helping companies get better results. We believe that every company can be great, can get great outcomes and have a great working atmosphere. How we help people do this is by making what we do clear and easily understood.

We hope you enjoy this workshop. Its designed to impart the skills, knowledge and attitudes necessary to create an ownership and problem solving culture in your work place. It helps people to rise above the circumstances so you can take the action needed to get the best outcomes.

ARV Excellence services support you in improving processes, creating total customer satisfaction and increasing the value of your business. Š 2016 ARV EXCELLENCE TEO

ARV Excellence ARV Excellence was founded in 2007 out of a desire to help people improve their businesses and to create better places to work.

The ARV Excellence name and logo reflect the importance of accountability, reliability and velocity in achieving process and organisational excellence.

The interdependence of these attributes is reflected in the triple helix logo.

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Group Exercise

Breathe

Work is an important part of our lives “You have been told also life is darkness, and in your weariness you echo what was said by the weary. And I say that life is indeed darkness save when there is urge, And all urge is blind save when there is knowledge, And all knowledge is vain save when there is work, And all work is empty save when there is love”. ― Kahlil Gibran, “The Prophet”, pg 37-38 (On Work). Arcturus

About me Strengths

Improvement areas

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2 Ground rules

Group Exercise

“You cannot continuously improve interdependent systems and processes until you progressively perfect interdependent interpersonal relationships.”. ― Stephen R. Covey

If you were CEO What do you think are the two biggest challenges to the business and what would you do differently to meet them?

Challenges:

Do Differently:

1.

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2.

2.

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Notes:

“Culture east

strategy for breakfast”.

― Peter Drucker, 1909 - 2005

Culture

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Better Results. Assured.TM Notes:

“The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening….

Organizational cultures are created by leaders, and one of the most decisive functions of leadership may well be the creation, the management, and – if and when that may become necessary – the destruction of culture”. ― Edgar Schein, professor at MIT Sloan School of Management

Culture and achieving desired outcomes

R A

B E

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“People who cannot change their minds cannot change anything”. ― George Bernard Shaw

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3 Key Work Relationships

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2.

3.

Image: Mosborne01

Employees are offering a very important part of their life to us. If we don’t use their time effectively, we are wasting their lives?

-Eiji Toyoda

Accountability A personal ..................................................................to .................................................... above your ................................................... and demonstrate the ........................................................................................................... necessary to achieve desired outcomes;

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Do ARV LINETM

To See, Own, Solve and Do

Inertia

Solve

Own

See

Better ResultsTM

Blame Game

Better Results. Assured.TM

Blame Game

What does it look like around here?

1.

2.

3.

4.

5.

6.

What three letters acronym is sometimes used in connection with the following?

“The bureaucratic technique of averting future policy accusations of policy error or wrongdoing by deflecting responsibility in advance”. It often involves diffusing responsibility for one’s actions as a form of insurance against possible future negative repercussions. It can denote a type of institutional risk-averse mentality which works against accountability and responsibility, often characterized by excessive paperwork and documentation, which can be harmful to the institution’s overall effectiveness. The activity, sometimes seen as instinctive, is generally unnecessary towards accomplishing the goals of the organization, but helpful to protect a particular individual’s career within it, and it can be seen as a type of institutional corruption working against individual initiative.” (William Safire, NewYork Times).

Notes:

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Climbing the Steps SEE SEE

GRADE YOURSELF

GRADE THE ORGANISATION

I see other people’s point of view

We see other peoples point of view

I am open in communication

We are open in communication

I give and receive feedback

We give and receive feedback

I allow myself to hear hard or challenging things

We allow ourselves to hear hard or challenging things

OverallGrade

Overall Grade

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OWN OWN

GRADE YOURSELF

GRADE THE ORGANISATION

I invest myself into things

We invest ourselves into things

I openly acknowledge that I am involved

We openly acknowledge that we are involved

I create and maintain a alignment

We create and maintain a alignment

I amcommitted to both personal objectives and our team objectives

People commit to both personal objectives and our team objectives

Overall Grade

Overall Grade

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SOLVE SOLVE

GRADE YOURSELF

GRADE THE ORGANISATION

I am tenacious and constantly ask “what else can I do�?

We are tenacious and constantly ask what else can I do?

I actively redefine the boundaries

We actively redefine the boundaries

I am creative in solving problems and do not fear creative solutions

We are creative in solving problems and do not fear creative solutions

I stay focused on the desired outcomes

I stay focused on the desired outcomes

Overall Grade

Overall Grade

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DO

DO

GRADE YOURSELF

GRADE THE ORGANISATION

Proactive reporting is the norm

Proactive reporting is the norm

I am relentless in follow up

We are relentless in follow up

I follow through and do the things I say I’ll do

We follow through and do the thingswe say we’ll do

I openly measure and share progress towards a desired outcome

We openly measure and share progress towards a desired outcome

Overall Grade

Overall Grade

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Why are you not achieving the results you really want to achieve?

A L I F T R V

Review

Verify

Review the coaching session and get feedback

Verify the actions: go see

“The Toyota style is not to create results by working hard. It is a system that says there is no limit to people’s creativity. People don’t go to Toyota to ‘work’ they go there to ‘think’. “ ― Taiichi Ono (Founder of the Toyota Production System)”.

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Test for Movement SMART Action plan

Specific Measureable Attainable Relevant Time bound Invite feedback Communicate

Notes:

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1

Role play

Observations

ASK the Question then Listen! Identify!

Facilitate! Test!

1.

2.

“This is the problem with dealing with someone who is actually a good listener.

They don’t jump in on your sentences, saving you from actually finishing them, or talk over you, allowing what you do manage to get out to be lost or altered in transit. Instead, they wait, so you have to keep going.” ― Sarah Dessen, Just Listen

3.

4.

2

Role play

Observations

ASK the Question then Listen! Identify! Facilitate! Test!

1.

2.

3.

4.

“It takes a great man to be a good listener.” ― Calvin Coolidge

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Things to avoid What things are best avoided when helping someone climb the steps (Notes) 1.

2.

3.

4.

Exercise Describe useful and not so useful characteristics to (giving and receiving) feedback Useful

Not Useful

Who When What Where Why

Practice Notes:

“I’ve missed more than 9,000 shots in my career. I’ve lost almost 300 games. 26 times, I’ve been trusted to take the game winning shot and missed. I’ve failed over and over and over again in my life. And that is why Isucceed”. ―Michael Jordan

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Personal Accountability “We have to endure the discordance between imagination and fact.

It is better to say, “I am suffering,” than to say, “This landscape is ugly”.

What else can I do?

―Simone Weil

Holding People Accountable What success looks like

Define

The Desired Outcome

Well done! Or What else can you do?

Give

Praise or coach

Commit

To a time to report progress

What progress has been made

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Joint accountability “When it comes to privacy and accountability, people always demand the former for themselves and the latter for everyone else”. ―David Brin (Sci Fi writer and Futurist)

Notes:

Wholesome Accountability

Before

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The Result

After

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If you are in doubt sincerely ask yourself this key question.

What else can I do?

“The difference between the possible and the impossible is mans own determination.”

- John Barry (Sailor and Builder 1930 - 1973)

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Creates

Seek

Accountable People

Feedback

Feedback STAR S: T: A: R: +ve

Alternate possibility

S or T

S or T

A

A

R

R

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How to Convince People you want their Feedback

Always respond to the feedback.

Never be defensive when receiving feedback.

Always thank them for feedback you received.

Report back later on what you’ve done.

Tell stories about feedback you received and the value you placed on it—impact—how?

Ask for it and write it down.

Frequently offer feedback yourself.

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Working with Beliefs Think of someone you know and respect Think about what they do well‌‌ What have they done that make you think that..?

Now think about some thing they can change What would they have to do to make you think differently?

How would you know that that has been done?

Notes:

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Result Actions Thoughts Beliefs Experiences

Better Results. Assured.TM

Continuous Improvement Pattern See

Own

Solve

Do

Result

Understand Current Condition

Obstacle

Next Target Condition

Vision

Overcome

Notes:

“Make your workplace into showcase that can be understood by everyone at a glance. In terms of quality, it means to make the defects immediately apparent. In terms of quantity, it means that progress or delay, measured against the plan, and is made immediately apparent. When this is done, problems can be discovered immediately, and everyone can initiate improvement plans”.

- Taiichi Ohno

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90 day plan Define the Result: See : How will I know when I have achieved the key result (numbers)?

Own : What is in my direct area of control and what do I need help with?

Solve : What are the known unknowns? What questions will need to be answered?

Do : What are the specific steps needed to achieve the result?

Report : When and to whom do I report progress? <Define actions that need to be delivered>

DAY PLAN SEE, OWN, SOLVE, DO, REPORT

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ACTION

By when (enter day of week)

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Do

Solve

Own

See

Better ResultsTM

Blame Game

Culture of ResultsTMâ&#x20AC;¦

Awareness

Ownership

Problem Solving

Action

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