Tag Archives: governance

How to get back on track when a project goes awry.

Storyboard blocks_v5_finalWhen a project goes awry  and no longer performing according to plan:

  • Assign a single capable person to serve as Project Manager (PM) responsible for the entire project through to completion if one is not already assigned or if the one assigned has proven ineffective.  The PM should be someone who has previously been successful in similar circumstances in terms of project scope, scale, and complexity.  If someone with requisite experience is not available to serve as PM then arrange for the experienced person to serve as a close adviser to the PM until a new plan is in place and performance relative to the new plan is on track.
  • Have the PM work with the client, the project team, management, and advisers to pull together a revised plan. Review the plan thoroughly with the PM, the project team, and with outside stakeholders, including the client, to be sure the path to completion, all the way through to client acceptance, is well formulated, understood, agreed to, and sensible.

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How to Aim High and Do Better with intelligent goal setting.

Bank Plan

Set goals to get the results you want base
Figure-1: Under Promise and Over Deliver

Bankers and investors want to know how things will turn out with a high degree of certainty in order to manage downside risk. Consequently, organizations that take professional money learn to conservatively state what they will accomplish to have a high probability of achieving plan ith intelligent goal setting. When actual results exceed plan there is cause for celebration as suggested by the under-promise and over-deliver lines graphed in Figure-1. Continue reading

How to think about and work with outsiders to systematically get help in a way that increases the odds of success.

Get HelpLearning to Get Help or to work with outsiders is one of the top two factors that account for success in maturing a start-up into a credible organization on track to long term growth and performance according to a plan.

Early stage CEO’s at first often think it is a sign of weakness to need help and when they finally do experiment with getting help they often find it frustrating ultimately because they misuse those they enlist.

It helps to think in terms of five types of outside support:

  • Celebrities to draw attention
  • Advisers to provide best practices and perspective based on experience
  • Peers to provide mutual support and community
  • Coaches to provide advice and counsel  to increase personal effectiveness
  • Governors to provide a consistent point of accountability and help with strategy, focus, and access to resources

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Leadership development curriculum content for top executives, and those who aspire to become top executives, is now also available on Amazon.

IntelliVen blog content is now available as interactive content.
High-end leadership development curriculum content now available on Amazon.

Whether one wants to change personal habits, implement a new information system, improve a business process, get team members to work together, increase a community’s appreciation for diversity, or even to topple a monarchy, taking seven actions driven by seven disarmingly simple truths will individually and collectively help achieve the goal.

Manage to Lead: Seven Truths to Help You Change the World is a workbook that top educators, consultants, and executives use to help their students, clients, and staffs become effective leaders of strategic change. Manage to Lead serves as the core content for a class in Organization Leadership, Analysis, Strategy, and Development at one of the top Organization Development masters programs in the United States.

The workbook was introduced in the spring as interactive, digital content and is now also available in softcover from Amazon or as an iBook from iTunes. It introduces a straightforward framework to describe and assess any organization and provides a structured approach to plan and implement next steps for an organization as it strives for long-term growth and performance.

Those searching for high-end leadership development curriculum content should consider placing Manage to Lead at the center of their program. Contact the author to request related teaching artifacts including: Continue reading

How to think about and to organize Projects, Clients, and Offering Managers.

Clients and Offerings
Figure 1: A business with project that deliver offerings to clients.
Projects
Figure 2: Project managers deliver offering value on time, on target, and on budget.

Organizations that offer solutions to clients manage: Projects, Clients, and Offering managers as suggested in Figure 1. Managing each requires different skills and seeks to achieve different goals as outlined below.

Project Managers, see Figure 2, deliver offering value to specific clients on time, on budget, and on target. Project Managers are also counted on to extend and expand engagements in order to deliver even greater value over a longer time frame. Continue reading

How to test for and secure top team alignment on key matters to improve the odds of long term growth and performance.

Get AlignedLeadership teams need to get clear about:

Countless other day-to-day matters that will eventually impact long term organization performance and growth demand similar attention.  Many leaders struggle to reach a good, a better, or even a best solution to each.  Continue reading

Introducing Manage to Lead: Seven Truths to Help You Change the World as an interactive digital workbook.

Many intelliven.com blog posts are based on the slides and lecture notes from a masters class in Organization Development called Organization Analysis and Strategy offered at American University and taught by Peter DiGiammarino.  These posts and other material from class, including:

  • Work problems,
  • Templates,
  • Graphics,
  • Slide shows, and
  • Assessments

are available  from Amazon as a softcover workbook or from iTunes as an iBook titled Manage to Lead: Seven Truths to Help You Change the World.

Selected intelliven.com blog content is now available as a workbook from Amazon or as an iBook from iTunes.

Whether one wants to change personal habits, implement a new information system, improve a business process, get team members to work together, increase a community’s appreciation for diversity, or even to topple a monarchy, taking seven actions driven by seven disarmingly simple truths will individually and collectively help achieve the goal.

Manage to Lead presents a framework to describe and assess any organization. It also provides a structured approach to plan and implement next steps for an organization as it strives for long-term growth and performance.

Readers are invited to select a familiar organization on which to apply the tools and templates introduced throughout the workbook. Exercises in each chapter produce essential elements for the organization’s annual strategic plan and lay the groundwork for implementing that plan.

Readers can package the key elements from Organization Exercises to form a strategic plan that communicates how the organization sees itself and where it is headed. At the end of the year leaders can compare actual results with what was described in the strategic plan to study what happened, why what happened was different than plan, what is to be learned from that, and what to do differently going forward as a result.

Repeat the process over several years and compare actual to planned results year-to-year to see the organization mature, perform, and grow to its full potential.

How to use the Change Framework to turn initiatives into action.

changeIf the leader thinks s/he knows what needs to change and that everyone is aligned, ask: “How do you know your team knows what you want to do; why don’t we ask them just to verify? If they all say what you expect them to say, a positive step towards getting what you want done will have been taken just by bringing it to the center of their attention. If it turns out that some or all of the team are not as aligned as expected, then remedial steps can be taken.”

Survey the leader’s top team and ask them each:

  • To describe the current state, that is: how things are today.
  • What really good things happen if we change and what really bad things happen if we do not?
  • To describe how things would be in the future if their ideal changes were successfully implemented.
  • What needs to be done in order to get from where things are today to where things would ideally be next?
  • What will make it hard to do what needs to be done in order to get from today to the targeted next state?

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Four questions an organization needs to ask every performance period in order to perform, learn, and grow to its full potential.

It is impossible to control what you cannot, and what you do not, measure. For every important thing that the organization does, decide what is most important to monitor and then watch carefully to know how things are going.

If what to monitor is not known then:

  • Watch everything and whittle away what turns out to not be useful and keep watching what turns out to be useful.
  • Study similar organizations to learn what they track.
  • Look up industry analysts and market researchers to find out what they watch.

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