Upload
sherilyn-gallagher
View
212
Download
0
Tags:
Embed Size (px)
Citation preview
2015 Area Conference on Leadership
Presented by the Grand Lodge of Minnesota Leadership Education
Committee
Agenda
Introductions / WelcomeAgenda for the dayKeynote speakerWorking Session 1Lunch Working Session 2&3Town hallClose
Goals for this session
Provide to our participants– Specific Tools & Training that can be
applied immediately– Ideas & Concepts which can be used long
term– Communication & Exchange of information
with GL Leadership
Gather from our participants- Feedback on session Format & Future topics
Keynote Introduction & Speech
• BREAK ~10 min
– Training with team exercises next
Working Session Introduction
Topic Lecture/Discussion
Break into teams, complete exercise
Regroup and share results
THE ELEVATOR SPEECH
An ‘Elevator Speech’ aka ‘Elevator Pitch’
Definition
A short, prepared speech which establishes an idea, provides differentiation and then creates an opportunity for reengagement (hook)
Goal To provide information to the recipient and create an opportunity or even expectation that they will engage in further conversation on the subject.
Elevator Speech
What So WhatWhere How TryReview
Common exampleSomeone sees your ring, a logo on a shirt or bumper sticker and asks about Masonry.
What do you say? How do you answer?
How long until they get the glazed look on their face?
A good elevator speech will provide some information and maximize the chance for continued conversation.
What So WhatWhere How TryReview
Example Uses
Scenario
Any new idea
Requesting an appointment
Expressing a position or stance
ExampleA new lodge branding and website or supporting a new cause
Time on the grand master’s calendar (or boss or politician etc.)
For instance: dues changes or city zoning changes
What So WhatWhere How TryReview
Components of an Elevator Speech
• Introduction
• Explanation of the value proposition/differentiation
• Hook for further engagement
What So WhatWhere How TryReview
What makes this an elevator speech effective?
• Succinct ~ 20 – 30 seconds long• Accessible• Practiced / Flows
What So WhatWhere How TryReview
Accessibility
"Freemasonry is the subjugation of the Human that is in Man, by the Divine; the conquest of the Appetites and Passions by the Moral Sense and the Reason; a continual effort, struggle and warfare of the Spiritual against the Material and Sensual. That victory--when it has been achieved and secured, and the conqueror may rest upon his shield and wear the well-earned laurels--is the true Holy Empire.“ Source: Albert Pike. Morals and Dogma.What So WhatWhere How Try
Review
Example: “Freemasonry is the world’s largest, oldest and best-known gentleman’s fraternity. It is based on the medieval stonemason guilds who built the great castles and cathedrals of Europe. Modern Freemasons use the tools, traditions and terminology of those stone masons as allegories for building temples in the hearts of men. It’s said that we are a secret society. We do indeed have secrets – secrets that each individual man has to discover for and about himself. It’s not for everybody. Maybe it’s for you.” – Chris H (well known masonic author)
Discussion: Other Examples/stories
When in the past has something like an elevator speech been useful?
Building an Elevator Speech
• Identify your goal• Write the speech
– Introduce the topic– Communicate the differentiation– Engage with a question
• Put it all together• Practice
What So WhatWhere How TryReview
Helpful Tips - making it better
• Practice• Remove what isn’t essential• Pay attention to non-verbal
communication• Keep it real
What So WhatWhere How TryReview
Group Exercise Example: What is Freemasonry?• Goal:
• Intro:
• Differentiation:
• Hook:
What So WhatWhere How TryReview
Team instructions
Select a scenario
The team works on the elevator
Each group will present the results of their work
What So WhatWhere How TryReview
Recap
Key points to the elevator speech• Accessible• Context• Practice: Verbal and non-verbal delivery• Brief with a good flow and cadence
A communication tool which can be used in a variety of situations
What So WhatWhere How TryReview
CONCEPT DISCUSSION: CONTINUAL IMPROVEMENT
Continual Improvement • Always trying to get better
• Formalized practice– Increased focus– Set priorities– Control the change (planned/deliberate)– Track improvement
What So WhatWhere How TryReview
Continual Improvement
Identify Plan
Implement
Review
VOICE OF THE CUSTOMER 101
Introduction
Voice of the customer is a label applied to the in-depth process of capturing a customer’s expectations, preferences and aversions.
Coming from a market research discipline this is a formal practice of collecting and analyzing information and building inputs for future action.
What So WhatWhere How TryReview
Voice of the Customer
What So WhatWhere How TryReview
Gather information/feedback on what our customers want/need
Use that to help drive plans for future activity or changes
Voice of the Customer & Continual Improvement
Identify Plan
Implement
Review
What So WhatWhere How TryReview
Member engagement / health check
Event planning (social, fraternal, charitable)
Design or Decision Making
Continual improvement (Stated meetings, mentorship, etc)
What So WhatWhere How TryReview
Voice of the Customer
Voice of the Customer
• Secrete 3 Step Process:
What So WhatWhere How TryReview
Identify our Customers
Get their input (ideas / feedback)
Define Requirements (plan input)
Have a goal
Voice of the Customer
Determine GoalIf you don’t know where you’re trying to go, you’ll never get there.
Identify what information you want to
gather and result
Address a Problem
Create a new event/product
Overall Health Check
What So WhatWhere How TryReview
IMPROVE LODGE MEETING EXPERIANCE
Voice of the Customer
Who is our customer?
What So WhatWhere How TryReview
Better Meeting Attendance
Social Event
Charity / Fund Raiser
Membership Development
Voice of the Customer
Gathering Desires / Feedback
There are all sorts of methods for gathering data, several are:
Surveys
Interviews
Focus Groups
What So WhatWhere How TryReview
It’s important to consider the benefits and challenges of each method
Survey
Attributes• Can gather data from larger groups• Standardized questions / data points• Various methods: online, phone,
mail, in person
Response rate can be a challenge, this is sometimes off-set by the use if incentives.
Voice of the Customer
What So WhatWhere How TryReview
Interviews
Attributes• Can be casual or formal
• Experiential questions tend to elicit greater insight
• Generally, smaller pools, more personal and harder to develop statistics without a survey component
Voice of the Customer
What So WhatWhere How TryReview
Focus Groups
Attributes• Can be casual or formal
• Verity of formats: Town Hall Style, Group Interview or Brain Storming etc…
Group dynamics can add value or present a challenge – takes more planning to set ‘the stage’
Voice of the Customer
What So WhatWhere How TryReview
Interview Example: What makes a good meeting
Q: Tell me about the worst lodge meeting you’ve attended?A: Well, one of the worst meetings I’ve ever attended, the officers were reading the ritual out of their books and still making mistakes. The master had no set agenda and the people attending got into side conversations. The meeting dragged on and on and when it was finally time to close, I dreaded sitting through the closing. I felt as if the officers hadn’t invested in the meeting, then it didn’t make sense for me to carve out time to attend.
Q: What in our mind makes a successful meeting?A: Since I run meetings as part of my job, I don’t have a lot of tolerance for inefficient meetings. Good ritual work really sets the tone for the meeting, and I rarely recall the reading of the minute but I do recall a number of good LEO’s. What So WhatWhere How Try
Review
Example: What makes a good meeting
Q: Tell me about the worst lodge meeting you’ve attended?A: well, one of the worst meetings I’ve ever attended, the officers were reading the ritual out of their books and still making mistakes. The master had no set agenda and the people attending got into side conversations. The meeting dragged on and on and when it was finally time to close, I dreaded sitting through the closing. I felt as if the officers hadn’t invested in the meeting, then it didn’t make sense for me to carve out time to attend.
Q: What in our mind makes a successful meeting?A: I like seeing my brothers, having some food and may a drink after lodge. Since I run meetings as part of my job, I don’t have a lot of tolerance for inefficient meetings. I find that good ritual work really sets the tone for the meeting but it doesn’t really stand out unless there are lots of mistakes. I guess I rarely recall the reading of the minute but I do recall a number of good LEO’s.
Perceived investment on the part of the officers
Lack of organization / execution (Logistics) -
Value / Desire
Expectation
What So WhatWhere How TryReview
Voice of the CustomerExample: Stated Meeting
Lodge Selection• Consistent night • Accessible location • Sufficient seating
During the meeting• Clean Ritual - Expectation• Efficient Agenda & Execution• LEO – Value Add/Want• Start/Finish on time - Expectation• Reading of the Minutes – Place for
improvement?Style/Setting• Formal
Brotherhood• Refreshment(before or after) - Value
Add/WantWhat So WhatWhere How Try
Review
Voice of the Customer
What So WhatWhere How TryReview
Primary Goal: Improved Meeting Logistics Key items
ITEM ACTION
Start and Finish On Time – meetings open late because people are still getting to the lodge room
Have officers ready on time, drop the gavel and open, if people are outside they can wait until the open is complete
Hold the important items early, close at the published time.
Efficiently Run Meeting – things seem chaotic and disorganized, we spend a lot of time on things that don’t server the craft
Have a specific agenda in advance, per-publish as much as possible to save timeMake the agenda fit the meeting schedule
LEO – Too often LEO’s get cut short or skipped because we run out of time.
Move the LEO to earlier in the meeting, make it a priority
Ritual – Officers reading from the books
Expectation – Know the work - practice
Voice of the Customer
What So WhatWhere How TryReviewAttribute Category Respondents Current Capability Areas for
improvement recommendations?
Start & finish on time
Expectation Most Usually start within 10 minutes but meetings often run late
Efficient Agenda and Execution
Secondary Few The lodge relies on a default standing agenda which doesn’t always account for ‘extra’ items
Have specific agendas developed in advance, pre-publish as much as possible to save time
LEO Secondary Most Sometimes the Leo needs to be shortened or causes the meeting to run late due to other business
Move the LEO to earlier in the meeting
Lower/Softer Lighting
Suggestion Few Use existing lighting – overhead florescence
Replace the lights with softer lighting
More Formality of Dress
Suggestion Few Most officers dress in a shirt and tie however many members tend to the casual
Set the expectation of more formal attire (Note:
Primary Goal: Improved Meeting Logistics Suggestions
ITEM ACTION
Lower/Softer Light in Meetings – The bright light seems too harsh
Can check out with the members, try an experiment to see if different lighting is more appealing
More Formal Dress / Dress Code – I think we’d take it more seriously if we had a more formal dress
Check with the officers, see if they would support more formal dress and ‘lead the way’. Maybe start with degrees.
Exercise Gathering information
Based on the provided scenario
Identify the goal of the information gathering effort
Select a method or methods
Develop some example questions
What So WhatWhere How TryReview
Voice of the Customer
Guidance
• Know what you’re looking to understand
• Know your audience• 3-7 key pieces if information• Be ready to accept what is provided
What So WhatWhere How TryReview
Voice of the Customer
Key Behaviors when Soliciting Feedback
Be availableBe attentive
Be activeBe appreciative
What So WhatWhere How TryReview
Voice of the Customer
MANAGING CHANGE
Voice of the Customer & Managing Change
Identify Plan
Implement
Review
What So WhatWhere How TryReview
Managing Change
Change is a reality of life. It can be scary, exciting, exhausting, disruptive and sometimes all consuming however without change, there is no growth.
~someone wise
What So WhatWhere How TryReview
Managing Change
As leaders we deal with changes.
The goal of change management is to ensure the least disruption and derive the greatest chance of success from the change in question.
What So WhatWhere How TryReview
Managing Change
This is accomplished through careful and deliberate planning for every phase of the change:
What So WhatWhere How TryReview
Requirements Development
Communication
Execution Support
How many people have experienced the following:
Managing Change
What So WhatWhere How TryReview
• Initiatives announced and never executed
• One year wonders
• Announcements met with argument or
dismay
• Activities or announcements ignored or
avoided
Some examples:
Managing Change
What So WhatWhere How TryReview
• New activities
• Physical changes
• Budget/Dues changes
Managing Change
Understand the Change
What So WhatWhere How TryReview
A change should be purposeful
• Understand the issues/drivers for the change
• What will be changed• Expected Result
Managing ChangeWhat’s impacted or impacting a change
What So WhatWhere How TryReview
• Technical/ Organizational
• Environmental
• Emotional
Managing Change
Understanding the Audience
How will the impacted people react to the change?
What actions can be taken to build support?
What assurances are needed to smooth things post
change?
What So WhatWhere How TryReview
Managing Change
Change Logistics
How long will this take to effect?
Will it take more work/time/money? Is there required
practice or investment to make successful?
What is needed to support the change long term?
How will the change be communicated?
What So WhatWhere How TryReview
Managing Change
Example: Improve the Lodge Meeting Experience
What So WhatWhere How TryReview
Make changes to ritual and operations to improve the lodge experience and improve meeting attendance.
ITEM
Start and Finish On Time
Efficiently Run Meeting
LEO.
Clean Ritual
What So WhatWhere How TryReview
Example: Improving the Lodge Experience
Start and Finish On Time• Need to make sure officers are in place to start on time, agenda
supports ending on time.• Communicate this to our Brothers a month in advance and at dinner
prior to the meeting.• No special development needed.• Some Brothers might feel it’s too structured or not like having to wait
outside if they are late – be ready to address
Efficiently Run Meeting • Meet with officers to develop agenda, have secretary print them,
pass them out to the members at the start of the meeting, communicate that we’ll be doing this from now on.
• Make sure the officers are on board with the work and keep to the agenda
LEO Presentation• Master to make sure the LEO is ready, get officer buy in• Schedule LEO to present early in the meeting, stay consistent month
over month• Communicate the change to the Brothers
Clean Ritual ***• Ensure officer support, schedule practices, ask DR or members
for assistance• Development: Practice – No announcement needed
Managing Change
Example: Improve the Lodge Meeting Experience Suggestions
What So WhatWhere How TryReview
ITEM Approach
Dim Lights Do some voice of the customer work and see if the members would be interestedMaybe try it out at a special event or for part of the meeting
Formal Attire Easy to implement for officers (if they support).Once established discuss with brothers the If & When of formal attire
Managing Change
What So WhatWhere How TryReview
Considerations in Change Implementation
Established Support
Narrative (how, what, when & why)
Logistics execution
Managing Change
What So WhatWhere How TryReview
Post Change (Closing The Loop)
Was the expected result attained?
How as the change received?
What went well, what could be
improved?
Is additional investment needed?Hint – can feed back into voice of the customer or other review activity
Team Exercise Based on the provided scenarios
Discuss:Issue/DriverConstraintsExpected Change ApproachPreparationResult
Draft a Message / Announcement
What So WhatWhere How TryReview
Managing Change
Things to keep in mind
• Change must be balanced with continuity
• Always consider the human element
(emotions)
• Have reasons for the change (expected
benefit) and verify support
• Build support with key stakeholders prior to
the large announcement
What So WhatWhere How TryReview
Managing Change
10 Minute Break
-Dialog with Grand Lodge Members
next
Closing