PCCYFS 2012 Annual Spring Conference Strategic Change, Part 1: Developing a Future- Directed Skill-Set Presented By: Tom Woll

PCCYFS 2012 Annual Spring Conference

Strategic Change, Part 1: Strategic Change, Part 1: Developing a Future-Developing a Future-

Directed Skill-SetDirected Skill-Set

Presented By:Tom Woll

PCCYFS 2012 Annual Spring

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Strategic Change Initiative, LLC

“Creating Success out of the Chaos of Fear”

Tom Woll, Facilitator


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Future-DirectedSkill-Set Training©


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A 2-Part Training for the

Times of Great Change


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Part I :Skill Set

Recommendations


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I. Decision Making


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1. Strategy is the efforts we put forth to change our organizational behavior so we can improve our competitive advantage in support of our Mission.


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2. We need to learn to be able to limit our strategic initiatives to the one or two key changes that we need to make in support of our Mission.


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3. We need to make sure our Boards are full partners in any strategic change initiatives we undertake and that plans are in place for ongoing updates to the Board.


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4. We need to learn to channel the energies of our entire organization to help us accomplish the Board authorized changes we adopt.


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5. We need to learn to build persuasive cases to support our changes and connect these cases to our Mission and turn the case into a story that we tell 300 times.


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6. We need to involve our staff in the development of the Implementation Plan for our Strategic Change Initiative because people best support that which they help to create.


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7. We need to develop new methods to send ongoing information updates to our staff and to get ongoing feedback from our staff about the change process itself.


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8. We need to identify the internal and external barriers we’ll have to overcome in order to successfully implement our Strategic Change Initiative.


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9. We need to develop a plan to overcome the barriers.


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10.We need to be absolutely clear about what it is we seek to do and genuinely flexible about how it is we seek to do it.


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II. COMMUNICATIONS


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1. We need to train all staff who have direct contact with our key partners in the process of interviewing to help us to gather and process vital information.


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2. We need to be able to set up an early warning system from this information we gather and process to help us to avoid being surprised by changes in our internal and external environments.


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3. We need to be able to formalize a process for sending and receiving messages.


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4. We need to develop the clear and simple messages that we want to send to all of our partners regarding what we hope to accomplish with our Strategic Change Initiative.


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5. We need to train our Leadership Team in the process of sending these clear and simple messages whenever they speak inside and outside our organizations.


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6. We need to create ongoing internal Town Hall forums to allow us to speak directly with our staff regarding the change process and to allow our staff to get answers to their questions.


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7. We need to identify the Rumor Leaders within our organizations and give them access to our Leadership Team members so that we can enlist their support in helping us to send our clear and simple messages.


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8. In an ideal world, 20% of our staff will be trained to communicate with the other 80% of our staff.


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9. Communications in these times needs to be a more formal and dynamic and ongoing process than we have experienced in the past.


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10. We need to develop an ongoing Communications Plan for our Strategic Change Initiative that will ensure that we reach our five key partners on an ongoing basis:


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a. Providers (our staff).b. Purchasers (our customers).c. Consumers (our recipients).d. Interdependencies (our

peers)e. Governors (our Board).


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III. PARTNERSHIPS


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1. Our staff will be called upon to develop much more sophisticated internal partnerships than ever before.


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2. The program and services we offer must learn to operate in an interdependent and integrated fashion with one another.


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3. Stand-alone services that are not interdependent and integrated will have difficulty producing the outcomes that will be required of us.


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4. Our leaders have not been trained to work together in the ways that will be required.


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5. We have to offer the training to our leaders to enable them to be successful in working with other leaders with whom they have no direct hierarchical relationship.


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6. The concept of “sharing” outside program boundaries is hard to sell without the context of Mission.


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7. We need to practice forming internal partnerships before we can learn to develop external partnerships.


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8. External partnerships are more complex to form because they go beyond traditional organizational and Mission boundaries.


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9. External partnerships are more likely to be successful if, in their formation, they include the development of a Shared Mission.


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10. A Shared Mission allows us to adopt a servant leadership perspective as we humbly seek ways to share our resources to help accomplish the Joint Mission.


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IV. MANAGEMENT AND ADMINISTRATION


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1. It is clear to most everyone that in these Times of Great Change, our jobs themselves need to change.


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2. We have to move from being managers of our organizational cultures to being leaders of our Strategic Change Initiatives.


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3. Managers of our organizational cultures can behave in ways that are largely hierarchical because the rules are clear and it is our job to enforce the rules.


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4. Leaders of our strategic change have to behave in ways that are largely persuasive because the rules are unclear and we need to help change the rules.


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5. In order to change the rules, we need to get the votes.


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6. There are hundreds of ways for our staff to block our needed changes: we ultimately only proceed with their concurrence.


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7. We cannot hope to get the concurrence of our staff through traditional, hierarchical ways: we have to learn to engage our staff in persuasive ways.


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8. We have to build a persuasive case for our needed changes and turn it into a story and then tell that story 300 times throughout our organization.


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9. We are charged in these times to be far more political in our approaches: we act as agents of change and we are charged with the responsibility of selling a new story to a reluctant and frightened audience.


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10. Only leaders who are very “present” with their staff are generally successful in making such a sale.


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Post-reform Mission-driven Business PlanDevelopment


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Following 645 interviews over the past 21 months, I have developed a “collective wisdom” construct for what I believe will be the essential elements for post-reform, mission-driven business plan development.


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I believe there are ten key dimensions every organization will need to consider in the development of a Mission-driven business plan to guide us into the future:


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1. Expand your base.a. Diversify your revenue

streams.b. Consider serving new

populations.c. Consider serving a broader

geography.


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2. Build your continuum.a. Seek to manage the “next”

service.b. Think of “three property”

monopoly sets.c. Build the continuum with

integration in mind.


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3. Fill any holes.a. Think strategically about

your service mix.b. Develop or partner for

“next” services.c. Develop services that will

facilitate shortening durations of service.


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4. Move into the community.a. Join community networks.b. Develop relationships with

community providers.c. Develop partnerships that

will help facilitate family stability.


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5. Integrate everything you offer.a. One philosophy.b. One set of skills.c. One end result: family stability.


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6. Teach your staff to work together.a. Tomorrow’s notion of

competition will be different.b. Teamwork will be the most

critical skill.c. Teamwork will allow you to

survive.


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7. Identify new opportunities.a. Become proficient in

Strategic Marketing.b. Everyone interviews and

feeds back.c. Prepare for an explosion of

new service development.


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8. Cut your overhead costs.a. Study all your

organization’s expenses.b. Make the tough decisions:

reduce your cost-structure.c. Learn to successfully run a

“flat” organization.


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9. Organize everything for outcomes.a. Get very close to service

delivery. b. Know how everything works

and what gets results.c. Change monthly whatever

isn’t working.


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10. Make sure your staff know how to follow the leader.a. One vision.b. One mission.c. One direction.


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I’d like to offer ten additional foundational elements for a future-directed mission-driven business plan.


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“Collective wisdom” suggests that every organization needs to train its leaders to:


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11. Act as mission-driven business agents.a. Always seek feedback on the

organization’s performance.b. Always seek feedback on

emerging community needs.c. Always seek feedback on

ways to enhance your organization’s “brand.”


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12. Work their budgets.a. Develop and monitor

dashboards to allow weekly reviews of performance.

b. Make weekly adjustments to ensure success.

c. Assume responsibility to devise ways to make the budget work.


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13. Design and implement new services.a. Move away from services

that aren’t working.b. Move to new services that

meet emerging community needs.

c. Plan to redesign all services every 18-36 months.


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14. Listen to hear and respond to genuine concerns of their staff.a. Learn to differentiate

between complaints and concerns.

b. Work with direct service staff so you understand the demands on them.

c. Identify and teach the new skills staff need to be successful.


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15. Think and act from a family perspective.a. Family stability will be the

goal of our efforts.b. Learn to join with families.c. Become experts in trauma

recovery.


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16. Accept ongoing change as a way of life.a. Accept that it won’t “settle

down again.”b. Never permit yourself to

become complacent.c. The New Marketplace will

demand ongoing adjustments.


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17. Learn to implement change rapidly.a. Understand your

organizational culture and how it works.

b. Use coaching as the primary organizational culture change tool.

c. Learn the new skills and teach them yourself.


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18. Reduce the length of stay or duration of service.a. Understand how treatment

works.b. Narrow the treatment

agenda.c. Develop effective “next”

steps.


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19. Know the intimate details of the treatment process.a. Develop a treatment

dashboard.b. Personally observe and

adjust the treatment process.

c. Redesign all services to produce the needed outcomes.


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20. Always look for ways to improve performance.a. Become experts in

customer service.b. Become experts in

consumer service.c. Become experts in trauma

recovery.d. Become experts in family

stability.


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Some might say that these twenty items probably don’t fit into any traditional design for a business plan. But these aren’t traditional times.


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Collective wisdom suggests that today’s real-time mission-driven business plans need to be connected to specific skill-sets (core competencies) that we will teach and monitor with all our leaders.


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All our leaders need to come to feel the business plan in ways that were never needed before.


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All our leaders need to be trained to make daily and weekly adjustments that will impact the bottom line.


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After our leaders are trained, they need to be empowered to “develop the business” that they are responsible for running.


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That’s the biggest change in a real-time, post-reform, mission-driven business plan. Leaders have to accept responsibility to run their portion of the mission as a business.


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Strategic Change Initiative, LLC“Creating Success out of the Chaos of

Fear” Tom Woll, Facilitator

3804 Clay Mountain Dr.

Medina, Ohio 44256

Phone: (330) 725-3908

[email protected]


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Strategic Change Initiative, LLC

“Creating Success out of the Chaos of Fear”

Tom Woll, Facilitator

Documents

PCCYFS 2012 Annual Spring Conference Strategic Change, Part 1: Developing a Future- Directed Skill-Set Presented By: Tom Woll