Triple A Leader

Август 6, 2022

Содержание

2. WHY ARE WE HERE?
3. TRANSITIONS DEMAND DIFFERENT BEHAVIOURS The role of a “the sandwich leader” is complex as it demands
4. THE TRIPLE A FRAMEWORK ALIGNMENT ACCOUNTABILITY ACTION I understand our objectives and how my own priorities
5. LET’S START WITH ALIGNMENT ALIGNMENT ACCOUNTABILITY ACTION I understand our objectives and how my own priorities
6. WHAT IS IT? Here is the dictionary definition: an arrangement in which two or more things
7. AS TRIPLE A LEADERS WE NEED TO… ALIGNMENT I understand our objectives and how my own
8. MAPPING OUT OUR RELATIONSHIPS If we want to know where and how to align, we must
9. 5 DIMENSIONS OF RELATIONSHIPS THAT WORK First two are the necessary condition for a relationship to
10. AS TRIPLE A LEADERS WE NEED TO… ALIGNMENT I understand our objectives and how my own
11. WHY DO WE CARE ABOUT COACHING Coaching is a conversation with a structured framework that leaders
12. COACHING AS TRIPLE A ACCELERATOR There are three types of coaching (A, B and C): Coaching
13. THE GROW MODEL The GROW model* is one of the most widely used and effective ways
14. ALIGNMENT KEY LESSONS Alignment is not the same as agreement. When it comes to being aligned
15. LET’S TURN TO ACCOUNTABILITY ALIGNMENT ACCOUNTABILITY ACTION I understand our objectives and how my own priorities
16. Here is the dictionary definition: the fact of being responsible for what you do and able
17. AS TRIPLE A LEADERS WE NEED TO… Commitment requires clarity so first we look at how
18. PERFORMING IN AMBIGUITY Dilemmas are OOH/OOH propositions (i.e. “on the one hand…on the other hand...”) where
19. AS TRIPLE A LEADERS WE NEED TO… Commitment requires clarity so first we look at how
20. THE SKILL/WILL MATRIX Once we have clarity that enables accountability we need to help people achieve
21. ACCOUNTABILITY KEY LESSONS Accountability is a personal commitment to deliver and a willingness to own the
22. FINALLY LET’S LOOK AT ACTION ALIGNMENT ACCOUNTABILITY ACTION I understand our objectives and how my own
23. UNDERSTANDING ACTION Again no surprises in our process! Here is the dictionary definition: the fact or
24. AS TRIPLE A LEADERS WE NEED TO… First we need to ensure that quality decisions are
25. SPEEDING UP DECISION MAKING The 5 roles of RAPID* decision making: RECOMMEND – the person who
26. PRACTICE Turn to page 27 of your workbook. At your table identify a critical decision (either
27. WHEN TO PLAY AND WHEN TO COACH The IN the business lens What is the nature
28. PRACTICE On page 34 of your workbook you will find a page with 3 columns (one
29. ACTION KEY LESSONS Action is defined as doing something in order to achieve a goal. It
30. OUR ROLE IS TO HELP EMBED A TRIPLE A CULTURE ... ALIGNMENT ACCOUNTABILITY ACTION I understand
31. … ARMED WITH SOME NEW TOOLS. ALIGNMENT ACCOUNTABILITY ACTION I understand our objectives and how my
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Слайд 2

WHY ARE WE HERE?

Слайд 3

TRANSITIONS DEMAND DIFFERENT BEHAVIOURS
The role of a “the sandwich leader” is

complex as it demands mastery of both personal delivery (i.e. ACHIEVEMENT) as well as impact and influence on others (i.e. POWER).
At the root of your success lies your ability know when to make OTHER PEOPLE FEEL STRONGER AND MORE CAPABLE (i.e. POWER) to deliver and when to act to display your personal mastery (i.e. ACHIEVEMENT).

Слайд 4

THE TRIPLE A FRAMEWORK
ALIGNMENT
ACCOUNTABILITY
ACTION
I understand our objectives and how my

own priorities will ensure we deliver them
I proactively engage with relevant internal and external stakeholders
I insist on clear decisions being made and communicated and am clear on how I am expected to support their execution

I demonstrate commitment, personal ownership and stick to decisions when taken
I plan for performance, taking into account the time and resources needed to deliver
I take personal responsibility for delivery even when outside my immediate area of responsibility

I execute decisions with quality on committed timeline
I take fast corrective actions when we are not on track
I see winning as when the whole plan is delivered, requiring me, if needed, to help team members deliver their actions
‘Open and constructive dialogue and feedback
Explicit agreements instead of assumed
‘One-team’
Silo thinking
Extensive discussions without decisions
Keeping everyone happy through suboptimal compromises

DISCOURAGE

ENCOURAGE
Commitment to the decision, but anticipating the unexpected
Taking personal ownership, even when it gets tough
Communicating to those needing to know
Reopening decisions without clear rationale for why
Blaming others
”Not my problem” statements

DISCOURAGE

ENCOURAGE
Focus on what is needed for delivery and disciplined follow up and tracking
Anticipate consumers and customers needs
Seek, share and utilise best practices to increase performance
Excuses
Failure to anticipate issues leading to non-delivery
Failure to disclose issues in a timely way

DISCOURAGE

ENCOURAGE

Слайд 5

LET’S START WITH ALIGNMENT
ALIGNMENT
ACCOUNTABILITY
ACTION
I understand our objectives and how my

DISCOURAGE

ENCOURAGE

Слайд 6

WHAT IS IT?
Here is the dictionary definition:
an arrangement in which

two or more things are positioned in a straight line or parallel to each other (e.g. The problem is happening because the wheels are out of alignment with each other).
an agreement between a group of countries, political parties, or people who want to work together because of shared interests or aims (e.g. New alignments are being formed within the business community).
It is not about seeking agreement at all cost or reaching a consensus.
The agreement to be aligned only arises as we gain both an understanding of 1) our respective, relative position as well as 2) the shared nature of our interest.

Слайд 7

AS TRIPLE A LEADERS WE NEED TO…
ALIGNMENT
I understand our objectives

and how my own priorities will ensure we deliver them
I proactively engage with relevant internal and external stakeholders
I insist on clear decisions being made and communicated and am clear on how I am expected to support their execution
‘Open and constructive dialogue and feedback
Explicit agreements instead of assumed
‘One-team’
Silo thinking
Extensive discussions without decisions
Keeping everyone happy through suboptimal compromises

DISCOURAGE

ENCOURAGE

First we will map out our context to understand how objectives are distributed throughout out network and maximize the effectiveness of the relationships we need to have aligned.

Then we will look at how we can coach others to clarify expectations and support execution.

Слайд 8

MAPPING OUT OUR RELATIONSHIPS
If we want to know where and how

to align, we must first map out the terrain.
On your own, map out your relationship network on page 6 of your workbook following the guidelines for steps 1, 2, 3 on page 5 of the workbook.

Слайд 9

5 DIMENSIONS OF RELATIONSHIPS THAT WORK
First two are the necessary condition

for a relationship to exist:
UTILITY – there is value in me entering in the relationship.
RECIPROCITY – the relationship is worthwhile for the other person.
The next three ensure the relationship is sustainable and sustained:
SAFETY – promises are kept and confidentiality maintained.
WARMTH – the relationship is fun.
MAINTENANCE – the relationship is straightforward both practically and emotionally.
Go back to your map and follow steps 4 and 5 on page 5 working out which of the dimensions you have for each of the relationships.

Слайд 10

AS TRIPLE A LEADERS WE NEED TO…
ALIGNMENT
I understand our objectives

DISCOURAGE

ENCOURAGE

First we will map out our context to understand how objectives are distributed throughout out network and maximize the effectiveness of the relationships we need to have aligned.

Then we will look at how we can coach others to clarify expectations and support execution.

Слайд 11

WHY DO WE CARE ABOUT COACHING
Coaching is a conversation with a

structured framework that leaders use to help others make decisions, commit to actions, and produce results.
Coaching is relentlessly and regularly managing performance

Слайд 12

COACHING AS TRIPLE A ACCELERATOR
There are three types of coaching (A,

B and C):
Coaching for ALIGNMENT – get agreement to the pursuit of your goal.
Coaching for BREAKTHROUGHS – supporting others to achieve their goals (i.e. fulfill their ACCOUNTABILITIES)
Coaching for CHECKS-INS AND FEEDBACK – assess progress and provide feedback (i.e. focus ACTION)

Слайд 13

THE GROW MODEL
The GROW model* is one of the most widely

used and effective ways to think about coaching.

*The GROW model used here along with the ABC of coaching is based on the work of Alan Fine author of ‘Your already know how to be great’

Слайд 14

ALIGNMENT KEY LESSONS
Alignment is not the same as agreement.
When it comes

to being aligned and creating a culture of alignment, as Triple A leaders, we must be always mindful of the depth and breadth of our network as well as the health of the relationships within it.
Our ability to foster alignment relies on our ability to create clarity through coaching (using the GROW approach).

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LET’S TURN TO ACCOUNTABILITY
ALIGNMENT
ACCOUNTABILITY
ACTION
I understand our objectives and how my

DISCOURAGE

ENCOURAGE

Слайд 16

Here is the dictionary definition:
the fact of being responsible for

what you do and able to give a satisfactory reason for it, or the degree to which this happens (e.g. There were furious demands for greater police accountability.)
In the definition above accountability relies on a personal and reasoned commitment to outcome. It needs us to act decisively and accept/own outcomes willingly.

WHAT IS IT?

Слайд 17

AS TRIPLE A LEADERS WE NEED TO…
Commitment requires clarity so first

we look at how we can drive performance by removing ambiguity and help people make choices.

Then we will look at how we can coach others for performance breakthroughs by challenging them to take on challenges and opportunities.

Слайд 18

PERFORMING IN AMBIGUITY
Dilemmas are OOH/OOH propositions (i.e. “on the one hand…on

the other hand...”) where both propositions carry equal value and are equally desirable or indeed undersirable.
There are two ways to deal with dilemmas:
through legislation/prioritisation
by reconciling both equally desirable propositions to create innovative solutions
The first is easy to do if we are aware of the dilemmas our people face. The second is the one we will be working on today.

Слайд 19

AS TRIPLE A LEADERS WE NEED TO…
Commitment requires clarity so first

we look at how we can drive performance by removing ambiguity and help people make choices.

Then we will look at how we can coach others for performance breakthroughs by challenging them to take on challenges and opportunities.

Слайд 20

THE SKILL/WILL MATRIX
Once we have clarity that enables accountability we need

to help people achieve their goals through coaching.
The SKILL/WILL matrix* helps us navigate the complexities of coaching.
It provides us with some options for our GROW conversations.
Be mindful that most people will visit most of these quadrants at different times (sometime on the same day and for different tasks),

*The SKILL/WILL matrix can be found in Max Landsberg’s ‘The Tao of coaching”

Слайд 21

ACCOUNTABILITY KEY LESSONS
Accountability is a personal commitment to deliver and a

willingness to own the outcome.
When it comes to being accountable and creating a culture of accountability, a Triple A leader:
reconciles the dilemmas we face in order to help others perform by creating clarity (Dilemma thinking and Disney keys)
coaches for breakthroughs in performance (the SKILL/WILL matrix).

Слайд 22

FINALLY LET’S LOOK AT ACTION
ALIGNMENT
ACCOUNTABILITY
ACTION
I understand our objectives and how

my own priorities will ensure we deliver them
I proactively engage with relevant internal and external stakeholders
I insist on clear decisions being made and communicated and am clear on how I am expected to support their execution

DISCOURAGE

ENCOURAGE

Слайд 23

UNDERSTANDING ACTION
Again no surprises in our process! Here is the dictionary

definition:
the fact or process of doing something, typically to achieve an aim (e.g. this problem will require swift action from the government).
Actions are not the same things as activities.
Actions create value. Thinking about an outcome does not make it happen!

Слайд 24

AS TRIPLE A LEADERS WE NEED TO…
First we need to ensure

that quality decisions are made in a way that leads to simple and fast implementations.

Then we need to ensure we spend our time as leaders in the most appropriate way to support colleagues either by helping them win in the actions they take or course correct in their delivery.

Слайд 25

SPEEDING UP DECISION MAKING
The 5 roles of RAPID* decision making:
RECOMMEND –

the person who will recommend the course of action (normally only one and the most qualified)
INPUT – the R may seek some targeted input from others on the recommendation (this can be ignored)
AGREE – in some circumstances there may be some input that cannot be ignored and needs to be conveyed to the decision maker (e.g. legal or regulatory). It is not however a veto.
DECIDE – the person who has the decision making power in this instance
PERFORM – whomever will have to execute the decision (their input may have been sought but does not have to be).

*The characteristics of decisions along with RAPID are described in the HBR article “Who’s got the D?” by Bain Management Consultants

Слайд 26

PRACTICE
Turn to page 27 of your workbook.
At your table identify a

critical decision (either a recent one the proved to be tricky to make or one you know you have to make)
Individually write down who you think is in each of the RAPID roles.
Then, as a group, discuss your individual results and agree on how it should be taken using page 28 to record your findings.
Be ready to share your insights in plenary.

Слайд 27

WHEN TO PLAY AND WHEN TO COACH
The IN the business lens
What

is the nature of my task (i.e. my deliverables)?
What is the nature of my team (i.e. their coaching for breakthrough needs)?
The ON the business lens
How do I create value for the enterprise (i.e. build capability)?
How do I increase collaboration in the enterprise (i.e. spread accountability across my network) ?
The OUT of the business lens
Why do we do what we do (i.e. anticipate disruptions)?
Why do we have a right to exist (i.e. find sources of clarity in ambiguity)?

Слайд 28

PRACTICE
On page 34 of your workbook you will find a page

with 3 columns (one for IN, one for ON and one for OUT)
On your own, look at your diary for the last 3 to 4 weeks and allocate the activities you undertook (conversations, meetings etc.) in one of the column (of course some may go to more than one).
Once you have done so, go to page 35 and shade in the pie chart to represent the ratio of time you spend IN/ON/OUT of the business.
Together at your table, discuss your individual findings using the questions on page 35 to guide your conversations.
Be ready to share your findings in plenary.

Слайд 29

ACTION KEY LESSONS
Action is defined as doing something in order to

achieve a goal. It is not the same as unfocused activity.
To help build a culture of Action we must spend our time creating processes that support colleagues’ actions and free us to support them in the delivery of their objectives (working IN/ON and OUT)
We must make sure we speed up execution by making it easier for our colleagues to take faster and simpler decisions (RAPID).
Having done so we must trust in our networks (the trust equation) to perform and coach for performance to ensure delivery (the GROW model).

Слайд 30

OUR ROLE IS TO HELP EMBED A TRIPLE A CULTURE ...
ALIGNMENT

ACCOUNTABILITY

ACTION

I understand our objectives and how my own priorities will ensure we deliver them
I proactively engage with relevant internal and external stakeholders
I insist on clear decisions being made and communicated and am clear on how I am expected to support their execution

DISCOURAGE

ENCOURAGE

Слайд 31

… ARMED WITH SOME NEW TOOLS.
ALIGNMENT
ACCOUNTABILITY
ACTION
I understand our objectives and

how my own priorities will ensure we deliver them
I proactively engage with relevant internal and external stakeholders
I insist on clear decisions being made and communicated and am clear on how I am expected to support their execution

DISCOURAGE