Leadership & Management JamesGraening

1. Leadership & Managementwww.JamesGraening.com Leadership Training Strategic Business Planning & Building Winning Teams “the art of empowering people”

2. Agenda • Introduction • Build & Motivate Your Team(s) • Leadership in Action • Strategic Business Planning • Empowering Teams, • Organizational Structure • Operational Model • Next Steps…

3. Introduction • Your name… • Your Company • Your Responsibilities • What would you like to get out of this training?

4. Build And Motivate Creating the winning teams for the implementation of Strategic Business Planning

5. Build & Motivate…Steps Plan the direction of the business/area Embrace cooperative action of delegation Motivate and encourage others, empower Determine specific issues and values Walk the talk, “do the do” Prioritize steps Take action! Expect to WIN !!!!!!!!!!

6. Plan the Direction • Developing a vision – understanding and leveraging recurring themes and values • Selling the vision -- presenting a compelling vision of a possible future • Enlisting others -- asking for help, showing how they can make a difference • Defining the company message to customers

7. Embrace Cooperative Action, Empower People Initiating Team Planning Meetings Planning, setting team goals Agree to cooperative expectations Empowering followers Encouraging initiative Delegating authority Coaching, monitoring Tracking performance Providing constructive feedback

8. Motivate & Encourage Others • Acknowledging and agreeing to the mission, vision from planning • Recognizing individual and team success contributions • Giving positive feedback • Celebrating accomplishments • Reinforcing teamwork • Rewards programs

9. Determine Specific Issues, Review Values • Review the current situation • Interview and evaluate for relevant information • Assess and determine issues, obstacles, conflicts • Determine the values and principles relative to moving forward • Prioritize the issues, obstacles, conflicts • Set forth initial action items • Formal action plan

10. Leadership in Action Empowering Teams, Organizational & Operational Excellence

11. Walk the Talk, Exemplify, “Do the do” • Involvement -- setting an example of personal commitment • Aligning actions with values • Committing to quality outcomes • Helping solve problems • Being persistent

12. Prioritize Steps • What is the goal – Objectives? • What is required? Obstacles? • What gives the greatest return, reward? • What steps will we take first • Based on initial goals • To overcome objectives • To provide return on investment, rewards

13. Take Action! Win all the time! • Action Plan – Based on expectations, objectives to address issues, values • Individual Action Items • Who will do it? • When will it get done? • What resources are needed? • How will we measure?

14. Law of the Inner CircleManaging Your Teams 5 types of people to bring into your inner circle: • People with potential value • People with positive value • People with personalvalue • People with production value • People with proven value

15. Strategic Business Planning Transforming Businesses by Empowering Teams

16. Determine Current Situation • Core Values • Competencies • Mission • Vision • Purpose • Message • Interview leaders • Business Segments • Leaders’ direction • Future of business • Offerings benefits • Marketing “pitch”

17. Issues & Obstacles • Growth of business • Training, learning • Financial metrics • Succession plan • Communications • Technology • Business structure • Existing staffing • Coaching, mentoring • Profitability Dir/Ind $ • Future leaders, techs • Operational model • Software, marketing • Organizational chart

18. Goals & Actions • Existing staffing • Coaching, mentoring • Profitability Dir/Ind $ • Future leaders, techs • Operational model • Software, marketing • Organizational chart • Evaluations/profiles • Curriculum, program • Financial statements • SBP sessions, meet • Roles/Responsibilities • Systems, processes • DMP Protocols

19. Action Plans – Who? When? • Evaluations/profiles • Curriculum, program • Financial statements • SBP sessions, meet • Roles/Responsibilities • Systems, processes • DMP Protocols • Managers – monthly • Outsourced, costs • Metrics, leaders, peers • Effective meetings • Surveys, results • Acc’ting, service, sales • Work delegation structure and accountability

20. Empowering Teams,Organizational-Operational Culture, Communications Protocols

21. Communications ProtocolFrom “Clearing Communications Lines”, Steven R Covey • Perception and credibility problems • Attitudes and behaviors necessary • Words and relationships, understanding • Objective and subjective, our world, theirs • Communications skills and motivational • Logic and emotion • Sympathy and empathy

22. Perception and Credibility Problems • Definition of “personality conflicts” • Communications breakdowns • Thinking you see the world as “you” are • Seeing the world and situations as they are • Always right and refusing to listen • Perception is the root and must be addressed • What, where, when why? • Are there another set of shoes to wear? • Are there another set of questions to ask?

23. Attitudes and behaviors necessary • Essential to clearing the lines of communication • Assume good faith, do not question sincerity • Care enough about the relationship to listen and commit to resolve • Be open to influence and change of actions • Listen to understand • Speak to be understood • Start from a common perspective • Move slowly and educate – eliminate perception

24. Words and Relationships • Words mean something • How about their perspective FIRST? • “How Can I Help You With This?” • Relationship IS critical to communication • The one-to-one relationship, privacy • Allow others to express themselves • How will I respond with care?

25. Objective and Subjective • Our world and their world and somewhere in between • Your private subjective world, the world “inside your pretty little head” • The real world and the “alignment” • Experience and learning can change minds • A changed mind is a changed behavior • A different role, responsibility and situation

26. Communication Skills vs. Motivational Level • Just “the tip of the iceberg” understanding • The visible the “illustrative” • Getting way below the surface takes skill • Defensive, protective, manipulating = losing • Selfishness and predictability • Empathetic listening – listen deeply and genuinely as often as you can

27. Logic and Emotion • The content and intent of the situation and the words • Two different languages; ‘the touchy, feely observation and the factual premise” • Demonstrate a clear understanding of the opposing position • Articulate the commonality and then the differences

28. Sympathy and Empathy • Courage, patience and inner security • Listen, listen and then listen some more • An attitude of empathy is “serving another” • Listen • Understand • Illustrate, demonstrate • Collaborate

29. Empowering Teams 2 Organizational Structure Operational Model

30. Organizational Structure • Yours…

31. Organizational Structure

32. Operational Model • Yours…

33. Operational Model Teams - Meetings Office D/B Service Leaders Sales Field Shop

34. Value Chain - Business Segments Commodity - Service - Value Add Value - Market Maker

35. Next Steps…. Your Action Plan…

36. The Next Steps…Your Action Plan • Team building and questioning, listening • Embrace Cooperative Action • Servant Leadership Model • Know People Profiles and Characteristics • Self Assessment and Evaluation • Facilitating Strategic Planning • Communications Protocols • Empowering Teams, Operational Models • Tracking your progress

37. Action Plans - Individuals Issues Prioritized Actions Determined Action Items Assigned Time Frames Determined Tracking Mechanism Key Meetings & Follow-up Transforming the Business - Adjusting

38. Your Action Plan: • __________________________________ • __________________________________ • __________________________________ • __________________________________James Graening 330.807.6648 • jgraening@neo.rr.com • www.JamesGraening.com • www.GrowHVAC.com • www.RobertWilkos.com