ESIP Model Implementation

ESIP Model Implementation

COPYRIGHT 2014 – THE COACHING INSTITUTE PTY LTD. ALL RIGHTS RESERVED. No part of this manual may be reproduced or transmitted in any form or by any means, mechanical or electronic, including photocopying and recording, or by information storage and retrieval system without permission in writing from the publisher.

Published by The Coaching Institute.

For further information contact: The Coaching Institute Suite 40, Albert Square, 37-39 Albert Road, Melbourne VIC 3004 Phone: + 61 3 9645 9945 | Fax: + 61 3 9645 7002 | Email: wow@thecoachinginstitute.com.au LEGAL NOTICES DISCLAIMER While all attempts have been made to verify information provided in this publication, neither the author nor the publisher nor the marketing agents assumes any responsibility for errors, omissions or contrary interpretation of the subject matter herein.

This publication is not intended for use as a legal source or accounting advice. The publisher wants to stress that the information contained herein may be subject to varying state and/or federal laws or regulations. All users of this information are advised to retain competent counsel to determine what state and /or federal laws or regulations may apply to the user’s particular business.

The purchaser or reader of this publication assumes responsibility for the use of these materials and information. Adherence to all applicable laws and regulations, including federal and state and local governing professional licensing, business practices, advertising and all other aspects of doing business in Australia or any other jurisdiction is the sole responsibility of the purchaser or reader.

The publisher and author and marketing agents assume no responsibility or liability whatsoever on the behalf of any purchaser or reader of these materials.

Any perceived slight of specific people or organisations is unintentional.

FINANCIAL DISCLAIMER Any earnings or income statements, or earning or income examples are only estimates of what we think you could earn. There is no assurance you’ll do as well. If you rely upon our figures, you must accept the risk of not doing as well.

Where specific income figures are used, and attributed to an individual or business, those persons or businesses have earned that amount. There is no assurance you’ll do as well. If you rely upon our figures, you must accept the risk of not doing as well. Any and all claims or representations, as to income earning mentioned, are not to be considered average earnings.

There can be no assurance that any prior successes, or past results as to income earnings, can be used as an indication of your future success or results. Monetary and income results are based on many factors. We have no way of knowing how well you will do, as we do not know you, your background, your work ethic, or your business skills or practices. Therefore we do not guarantee or imply that you will get rich, that you will do as well, or that you make any money at all. There is no assurance you’ll do as well. If you rely on our figures, you must accept the risk of not doing as well.

All business and earnings derived have unknown risks involved and are not suitable for everyone. Making decisions based on any information presented should be done only with the knowledge that you could experience significant losses, or make no money at all.

All products and services by our company are for educational and informational purposes only. Use caution and seek the advice of qualified professionals. Check with your accountant, lawyer, professional advisor, before acting on this or any information.

Users of our products, services and websites are advised to do their own due diligence when it comes to making business decisions, and all information, products and service that have been provided should be independently verified by your own qualified professionals.

All information, products and services should be carefully considered and evaluated, before reaching a business decision, on whether to rely on them. You agree that our company is not responsible for the success or failure of your business decisions relating to any information presented by our company, or our company products or services and their representations.

2

Implementation The Four Dimensions of Leadership Environment 1.



What is the culture of the organisation, and the culture of the team?



What is their purpose? Their goals? Their values?



What is the emotional aptitude of the team?

ENVIRONMENT

2. STRUCTURE

3. IMPLEMENTATION

4. PEOPLE

Structure 

What measures are in place to measure performance and progress?



What KPI’s are used and how?



What policies and procedures are expected?

Implementation 

What systems are actually used? How?



How are these systems taught and how is the success of the education assessed?



How are the systems usage measured and communicated?

People

3



What training has the person received in the structure and the systems?



What ongoing feedback is given and what criteria for success is being used?

ESIP as a framework ESIP stands for the four dimensions of experience we will find in any situation or context.

It includes: 1. Environment – The qualitative aspects of the situation, including the vision, the values, the beliefs, the attitudes, the standards, the expectations and the purpose of the context we’re within 2. Structure – The quantitative aspects of the situation, including the benchmarks for success, the divisions of a company or within a team, the product centres, the operations manuals, the checklists, the policies, the procedures, and the lead measures and the lag measures 3. Implementation – What actually occurs, when it occurs, how often it occurs, who does it, when, and how do they demonstrate they’ve done it, what evidence is there it’s done, and who tracks it, how often, and how 4. People – Who is developed, what are they developed in (what areas), what skills do they have, how are those skills assessed and developed, what scope is there to go beyond their current abilities or skills, or often are they mentored, what’s expected of them within the mentoring, whether it’s formal or informal

Each of these dimensions has other forces at play, but these are the main areas we would consider when assessing and improving a team, an organisation or any context we find ourselves within.

It’s beholden upon each of us to bring the very best aspects of each of these areas to where we find ourselves as leaders.

It’s for us to set the benchmarks, maintain the benchmarks, demonstrate the benchmarks and improve the benchmarks.

Then it’s for us to show others how to do the same, and thus creating leaders.

4

Question the standards, their usefulness, their purpose and how well they allow the purpose to be achieved.

A leader wouldn’t simply accept the benchmarks they’re told. Find out why they’re there, how they work, how they’re measured. Seek to understand if they’re the right measures or whether they can be changed, improved or completely replaced.

Never settle for the benchmarks you inherit. Question them, not to assume they’re wrong, but to see how you can add value and improve upon what you find.

Show others how you do this. Constantly hand your learning onto someone else.

There are always areas to improve. There is always something to learn about how something is done, could be done, should be done and will be done.

Learning ESIP is not a script. It’s not ‘I now get what it is’, it’s ‘I now see it wherever I go’.

ESIP (a terrible name) is about becoming faster and more effective at assessing a situation and seeing what can be done to improve it or enjoy it.

It’s a framework by which we can make decisions, solve problems, change markets, win markets, develop people, give feedback, recruit, performance manage, and develop products.

Its use is across all contexts and situations.

It can be used at the most micro level of detail, all the way to the most abstract concept or idea.

It can be used to drill down into tight solutions, or to move up into how a task links to a purpose.

When thinking about anything, if you can link it to its purpose, measure how to achieve that purpose, take the steps to achieve that purpose and show others how to do the same, you are leading.

5

Implementation Everything until now has been in the establishment of standards. The qualitative standards in the environment. The measurable in structure.

Implementation is what actually happens. It’s what actions, decisions and processes actually occur.

It’s not what should happen – that was in the top two levels.

This is what people do. It covers (and is not limited to):  What we do  When we do it  How we do it  How we decide it’s done  Our evidence for completion  What we maintain  What we complete  What we leave as incomplete  What we focus on  What we decide  What we delegate  Whether we look at things as short or long term  Whether, and how, we report our results  Who we report our results to – and if we don’t  What actually happens

And all of this is compared to the best practices that are already established in the environment and the structure.

So if we say our top value is results, yet we implement with a focus on ‘getting by’ and shortcuts, which tells us the actual implementation is not a match for best practice.

6

We’ve identified a stretch.

If we say that we have an operations manual for doing a set task, and disregard it, we’ve found another stretch.

And the stretch isn’t just in what we’re doing and how we’re doing it.

It’s also in our mindset – which is environment. What we’re saying is we have low standards and expectations.

And we probably have low trust.

Which means we probably have low productivity.

And low results.

And it can work in reverse. We can see a value of going the extra mile, and identify that many in the team do just that, and more, in surprising and fantastic ways. They’ve exceeded expectations.

What we’ve identified are UGR’s – unwritten ground rules.

They are what actually occurs.

It’s like this.

Someone joins a team, and asks about getting something done. The response is, ‘Sure, but don’t bust a boiler. The boss will only give you more to do.’

That person has just heard a UGR. An unwritten ground rule about things really happen around here.

Or this scenario. Someone joins a new team, and asks about finishing a project. And the response is, ‘Sure, let’s do this. It matters that we come through on our commitments.

Thanks for reminding us that we need to do this. Keep doing that. That’s exactly what we want for our team. Thanks.’

Same thing. It’s an unwritten ground rule – that meets and exceeds the standards that are said to exist.

Implementation is about what really happens. What really happens when the boss isn’t looking. What really happens when no one is watching. What really happens when there are good excuses for not doing it. What really happens when there is a crisis.

All of these moments are snapshots into the truth.

I truly believe that we are assessed on our capabilities, not when things go well, but when there are good reasons for things to go badly.

The crisis measures the person.

Calm waters and easy sailing are manageable by anyone.

Add a storm and see who really stands up.

7

There is an energy about a highly functional and trusting team. People get things done with quiet purpose and the minimum of fuss. There is support for one another and an expectation of success. When there is a setback, there’s reflection, learning, adaptation and momentum.

Mistakes are not reason to stop in a functional and successful team. They’re a part of learning and considered progress. They are not a way to judge someone, but to encourage personal reflection and improvement.

Implementation for these people is about finding a way, making it happen, improving as they go and bringing the vision to life through action.

8

9