Tag Archive: leadership

The Office Version of Vitamin D

VITAMIN_D
As I write this, it is a rare sunny winter day in Toronto, with blue sky and small fluffy snowflakes floating from the few clouds I can see. And because of this, I have altered my working location from my comfortable but dark basement office to my bright dining room table.

Why? Because I need sunshine. As much as I also enjoy the winter months, I crave sunshine! It lifts my mood and my spirits and my outlook and just makes everything better.

It occurred to me this morning that many of you do not have the luxury of working in your sunny dining room, and instead are holed up in your windowless office or cubicle. You may or may not have the opportunity to get outside and hold your face up to that sunshine, and you’ll go home after it’s dark, counting the days until spring.

And we wonder why we feel grumpy, edgy, or anxious this time of year.

There’s a reason for it, actually. Research shows a strong link between exposure to the sun, Vitamin D levels, and the incidence of Seasonal Affective Disorder (or SAD). Just a few minutes a day of unprotected (i.e. no sunscreen) exposure to sunshine are enough to maintain adequate levels of Vitamin D, boost levels of the “happy hormones” seratonin and dopamine, and thus ward off the symptoms of SAD.

Sounds easy enough.

What if you can’t get natural sunlight?

If you live in climates with a lot of winter cloud, decreased daylight hours, and frigid temperatures, it can be a real challenge to get yourself outside and bask in what little sunlight there may be. So what do you do?

Well, aside from taking a Vitamin D supplement, there are other things you can do at work (and at home, for that matter) to trick your brain into increasing its production of those “happy hormones.”

And guess what? The tricks involve process improvement and leadership – YAY! Our favourite topics.

5 Ways to Get Your Office Version of Vitamin D

  1. Create some goals that will really make you happy to achieve, and then attack them in small bites. January is a great time for process improvement projects! When we achieve goals and cross things off a list, we create a little celebration in our brain that releases dopamine. The trick here is to make sure it’s a goal that will make you feel good, like fixing something you’ve always wanted to fix, and then actually celebrating, even if it’s just with a fancy latte or a glass of wine after work.
  2. Break your “To Do” list into little tasks that are easily crossed off so you can achieve #1 above! It’s a lot harder to cross off “Fix The Widget Process” than it is to cross these things off:       (and P.S. – the items below could be broken down even further)
    • Define improvement opportunity
    • Engage team
    • Collect data
    • Draw the current process
    • Brainstorm opportunities
    • Test ideas
    • Implement solution
  3. Think about continuous improvement vs. one-time improvement initiatives. If you know what your next goal is before you finish your current one, you can smooth out the dopamine “hits” into a flow.
  4. Recognize the accomplishments of your team (in the way they want to be recognized). As we teach in our leadership courses, people are very individualistic in the way they prefer to be recognized, and as long as you consider the individual, then each thing that you do – email, bonus, quick word of thanks – will give THEM a dopamine hit.
  5. Remember things that went well. Interestingly, the brain has trouble telling the difference between what you’re achieving now and what you’ve achieved in the past. In either case, it produces seratonin! So if you’re having a crappy day, or if one of your team members is feeling down, talk together about when things went well, and build on that.

So when you’re down because it’s another grey day and it feels like spring will never get here and you wish that those stupid ads for southern vacations would go away because you can’t take one this year and you just want to put your head down on your desk and take a nap…

Try making a list of little tasks and just crossing off a few. You’ll start to feel better in no time!

Until next time,

Ruth

 

Sources:

After Leading Process Change….

Did you miss us?  Ruth and I were saying that this is probably the longest we haven’t blogged. Don’t worry, we are back and in full force now!

In today’s blog I wanted to share some highlights of our 2-day course, “Leading Process Change,” which we delivered on November 5 & 6. We had a a great diverse group of participants, from the Ontario Government, Telus, Blackberry, and two web development firms, just to name a few.  It was a total blast.  We shared our experiences in change and leadership and learned basic process improvement skills too.

Day 1

Screen Shot 2014-11-28 at 9.03.23 AM

On day 1 we whizzed through the Whiteboard Way. It was a lot of material to cover, and using a business case, we helped our team of participants to:

1. Define It – Define a specific problem in an organization, without assumptions, without solutions, and using specific data to isolate the issue.

2. Draw It – Use basic process mapping techniques to visually represent a process clearly.

3. Analyze It – Look for opportunities to improve (like bottlenecks, duplication, and roles & responsibility conflicts).

4. Imagine It – Imagine a future state using brainstorming techniques.

5. Prove It – Use data to ensure that the new process performs better than the original process.

6. Sell It – Use excellent communications and stakeholder engagement skills to ensure that the process change is communicated effectively.

 

Day 2

On day 2 we covered a wide range of leadership topics to help participants learn how to guide a change – from embedding process improvement within strategic plans, to using emotional intelligence to increase people’s buy-in, and even how public relations plays a role (care of our excellent guest speakers)! And as well we covered basic communication, relationship building, and change management skills too!

We were really pleased to get some great feedback from participants:

“Love it. I will definitely bring the knowledge back.”

“Great back and forth engagement.”

“Great idea to combine change (of any kind!) with leadership —> practical tools & advice in simple, accessible language. Love it.”

Now it’s on to new and exciting projects to come….what do you want to learn next?

Let us know on Twitter @whiteboardcons!

*Special thanks to our awesome photographer Sara Beasley @Sarabeesphotography, www.sarabeesphotography.com

Until Next Time,

Nicole

 

 

 

 

Business Process What Now?

process3Picture a business networking dinner, wherein each participant gives an overview of their business, including target market, main products/services, and current concerns. You’ve been listening to some of the dozen or so professionals give concise overviews, and are taking notes – keenly interested in connecting with one or two (using Nicole’s Networking Advice), and thinking you might have some good feedback for a few others. Then it’s your turn, and you stand and give the “elevator pitch” you’ve honed to a thing of beauty. And… people look at you like you have two heads.

That has happened to both Nicole and me in recent weeks, and we were quite taken off guard! We thought we had worked hard to describe what we do (business process improvement) in a way that is easy to “get.” And we have, for the most part – just not in the elevator pitch (2-3 sentences) format that is crucial in networking events and casual conversation.

Clearly it’s something we need to work on.

One of the things that is so interesting to us, and has been since we started this business, is the varying degree of understanding (or lack thereof) of what “business process improvement” is. Being a process geek myself, I assume everyone is constantly thinking how they would improve things, and therefore inherently “gets” what business process improvement is. Not so!

Let’s start by defining a couple of terms:

process1A process can be defined as a series of actions or steps that are undertaken in order to achieve a particular outcome. Some common examples that may resonate with you – think of the steps that are involved in each:

  • going through security screening at the airport
  • filling out your year-end tax forms
  • getting ready to leave the house each morning
  • making a martini or a latte
  • grocery shopping

When we say “business” process, we are referring to processes that happen every day at work in order to achieve a specific outcome. Do these sound familiar?

  • recruitmentprocess 2
  • performance evaluations
  • business expense claims
  • invoicing
  • customer service
  • production
  • strategic planning
  • approvals
  • scheduling

Each of these (and dozens of others) happens every single day in most businesses, and if you’re lucky, they are smooth and efficient and wonderful and everything goes well all of the time and all your employees and customers are happy with them.

No? Well then.

If one of your business processes is somewhat less than perfect and causes you grief, if you go home on Friday night and think, “if only we didn’t have to do THAT thing,” if you get feedback from your customers that they are sick of having to do the same thing over and over with the same (unsatisfactory) results – well then my friend, you have a business process problem that needs improving.

Or, if you have an outcome or metric that is not performing as well as it should be, most likely there is a broken business process in there somewhere, and you need to figure out which one it is, uncover it, and fix it without adversely affecting any of the other processes that it impacts.

There are many ways to approach business process improvement – ours is one that focuses on engagement and leadership skills as a means of making improvements “stick.” It’s different than other more rigid methodologies, yet it uses elements from several of the most popular, including Six Sigma, Lean, Appreciative Inquiry, and Methods Time Measurement. We like to be professional and fun at the same time, and show people what business process improvement is, how it works, and how it can make their organizations better, faster, and cheaper.

Got it? Excellent. Now we just need to get that into an elevator pitch. Any suggestions? Tell us in the comments below!

Until next time,

Ruth.

You Should Come to This Course. Yes, You.

Leading-Process-Change

Our regular readers will know by now that Nicole and I are upbeat, positive people and we get excited about a lot of things. So, when I tell you that we are SUPER EXCITED about our upcoming course in November, please trust that it is not hyperbole.

Why are we so over-the-top and ridiculously excited?

Well, because we believe this course is innovative, and innovation is a good, positive, wonderful thing.

You’ve heard us talk about The Whiteboard Way© before (click here or here). We believe that our method of Process Improvement is what organizations need in order to take the first step into a Process Improvement culture. Often organizations hear about the buzz words – continuous improvement, process improvement, Six Sigma, Lean Six Sigma, TQM, etc – and they go bananas implementing a new program.

And so many of them fail. I’ve seen it happen in three major organizations in both the private and the public sectors.

They fail because they haven’t set themselves up to succeed – they have not considered the importance of change management, culture shift, and stakeholder engagement. It’s as bad as if someone all of a sudden decided they want to be a farmer, and so they bought a big field and started sticking seeds in the ground, without tilling the soil, removing rocks, adding fertilizer, and ensuring the earth is rich and ready to receive the seeds.

Enough of the analogy. You get what I’m saying, and hopefully many of you are nodding your heads and saying, “yup – been there, done that.”

Our new course, Leading Process Change, offered Nov 5 & 6 in Toronto, examines the intersection of Process Improvement and Leadership Principles and enables the learner to influence change and develop a process-based culture. Everyone can benefit from this course, especially if they are responsible for, or thinking about, process improvement in their organization. (Click to Tweet)

You need to come to this course. Yes, you.

What? You don’t think you’re at the right level in your organization to attend? To that I say, pfftrespectfully, PFFT.

Whether you are an employee on a team in an organization who wishes you knew how to influence change so people would listen to your ideas, or a VP trying to figure out why you can’t make process improvements stick, (or somewhere in between), this course is for you.

We have designed the course in two modules, so that people can come to one or both.

  • Module 1 – is all about The Whiteboard Way©, and focuses on the basics of Process Improvement without getting all fancy shmancy and needing expensive software or textbooks.
  • Module 2 – examines essential skills in making sure that change sticks. We have expert speakers on how to communicate & promote your change initiative, how to work process improvement into your strategic planning, and how to be aware of your own emotional intelligence and its impacts on others.

More information is here in this link. I encourage you to read it, and then sign up and bring anyone else who needs to be there (which is everyone, so…). We have discounts for Earlybirds (before October 18th), former students, members of BNI or Verity, and employees of the OPS. And discounts can be combined!

I hope to see you at our course. I promise it will be fun – our past students have rated our training consistently in the top box! (Oh, and the lunch will be fantastic!)

Ruth.

PS – if you have any questions, just shoot us an email at info@whiteboardconsulting.ca/staging.

3 Steps to Better Networking

We do quite a bit of networking for business here at Whiteboard.  It can be alot of fun, and it can be draining and frustrating.  Networking is a great way to build your business. An even more profound way to look at it is to imagine the people you meet as your sales team!  Instead of trying to sell YOUR product or service to everyone that you meet, what about learning about ways that the both of you can act as referral partners for one another?

BadNetworking-199x300It is painful to see how poorly networking can go if not done properly. Someone is selling you something you aren’t interested in, AGAIN! How do you find the RIGHT people to network with, and most importantly how do you break the ice with that person? (Any APP developers out there? I have a genius networking app I’ve been dreaming about…..)

Ruth and I consider Whiteboard to be that sweet spot between process improvement and leadership.  The same self-discovery coaching principle we teach to leaders and managers applies to networking. Good ice breakers help build the right connection, without you “selling” to them before you’ve built a relationship.  Networking is like coaching.  Get your network partner to self-realize that you are someone they should do business with.

3 Steps to Becoming a Power Networker

1. Tell me about…/Tell me more…

So often we get so excited about our business that we just go wild. Use these first two phrases to learn and discover more about the person you are talking to.  One of our WORST networking experiences is 3 days after we’d just gotten a new website, we met with a website developer who started an hour-long networking session telling us about how we should re-do our website.  Let’s just say Ruth had her director face on. She was not happy.  Or last week, when the divorce attorney asked us both within 30 seconds if either of us were married. Yuck.

Tell me about/ Tell me more about:your business, your clients, how you got started, your business partner, your employees, your personal life.

What ever YOUR angle is, get people to start talking! Pick a specific “nugget” and get them to tell you more. Actively listen for more nuggets so you can ask more questions.

2. That sounds a lot like XYZ….

images (6)Use this information to tell a SHORT brief story about how something in step 1, happened to you. Don’t go on-and-on.  And despite your brain DYING to tell this person how your business, idea, product will be perfect for them, take some time to go to step 3.

I’ve had a similar experience. Can I share a similar story with you?

You are building a RELATIONSHIP.  Not a buyer and seller interaction – but a real relationship with this person!

3. LEVERAGE & Ask more OPEN ended questions.

What are open ended questions?  Any question that does not yield a yes or no answer.

  • How is XYZ working for you?
  • What kind of feedback do you get on XYZ?

Take your nuggets and get them to ask you more.

This is also a great time to set the stage for a followup conversation (especially when you are at a networking event and want to speak to more people):

  • I would love to know more about you/your XYZ, When do you have some time next week to chat?
  • You’ve really got me thinking about you/your XYZ, and I’d like to pick your brain about it some more. When are you available?

Wait, Nicole got blogitis again, and  she forgot to tell me about the part where I get to pitch my business.

No, I didn’t.  You don’t get to pitch your business.  GASP. In fact, I’d like you to wait until they ask you the open ended questions about you and your business. Remember that people learn coaching techniques and networking techniques by observing others.  Be their role model.

And even when I am talking about our business, I’m still asking more questions that they may be a little more self interested in, like:  Tell me about process improvements that you have worked on? Tell me about how it worked? Tell me about the types of training that your company offers/delivers/has done in the past? How did it go?

And because we are like that, I made you a quick little Networking Planning Checklist so you can prepare for your next event. Good luck!

Networking horror stories? Did these tips help?  Let us know @whiteboardcons #Networking.

Stay tuned as we feature the speakers in our Leading Process Change Course for the next few weeks.  Learn more about the special expertise they bring to the table!

Until Next Time,

Nicole

Two Things I Learned This Week From Students

teacherThis week I taught a two-day course on behalf of the Centre for Leadership and Learning in the Ontario Public Service (OPS). It’s called “Management Essentials,” and is for non-managers who want to either learn more about how management is expected to perform within the values and objectives of the OPS, or to understand what it takes to become a manager – thus being able to assess their own skills gaps and build them up accordingly.

This is a great course, and I enjoy teaching it so much not only because the materials are current and relevant, but because the people who attend generally WANT to be there (vs. being “told” to take a course in presentation skills, or “how to write a briefing note”). Teachers reading this will agree that when people attend because they want to, they are generally much more engaged and the class has more energy.

This was true this week – a great class filled with 35 interesting people from many different areas of the OPS, with differing levels of experience and terrific stories to bring life to the material.

As I drove home I reflected on a couple of standout things that I learned from the class, and thought I’d share them with you in this week’s blog:

One: We need to remind people, over and over again, that THEY are responsible for their careers and their professional development.

Situational Leadership Model

One of the conversations we had (a couple of times) relates to the last blog post I wrote (Does Your Manager Like People). We had just finished discussion on the Situational Leadership model of applying directive vs. supportive leadership techniques. This tool is a BIG hit with people – while complex at first, it is extremely helpful for new managers when they need to accept and learn that their natural, or comfortable, style of learning may not be appropriate in all situations. It helps them assess, adapt, and communicate in a more effective way.

A student approached me at the break and said, “this is AMAZING. I think my manager missed this subject when she was promoted and attended manager training.”

“Ah, bless your heart,” I thought.

I made sure to share with the class that in most organizations, there is no training to become a manager. (As an aside, I may enjoy a little too much dropping those bombs and watching the reactions.) The conversation that followed was an important one, as people realized that it is up to them to learn how to be a good leader.

A great manager should be encouraging their teams to learn and grow, develop career goals and job shadow, take courses, or broaden their perspectives. In the absence of a great manager, many people flounder and future talent may be lost.

Two: There are employees out there who want to innovate, change, and improve, and we need to find and harness that energy more effectively.

After the “manager training is up to you” conversation, there was a slight shift in energy, with more questions aimed at the application of the course material in a practical way to help people apply for and win new jobs.

One question came from a young man who likes his job very much, has been with the OPS for about five or six years with no complaints, and who is starting to feel frustrated. “I’m naturally inquisitive and process-oriented. I see people do the same things over and over with the same results, but no one takes the time to stop and fix the process so that things improve. Where are all the process jobs???”

Not an easy question to answer. Of course there are process jobs out there, and within the Ontario Government there are specific areas that are more process-focused than others. The trick is in finding those job descriptions and being able to read between the lines and know that certain phrases indicate a culture of process improvement more than others.

The real key is meeting the right people. This student was taking control and doing the right things – taking courses, asking questions, discussing his goals and dream job criteria with people, and being open to new opportunities. By doing so, he was exposing himself to more people who might be able to point him in the right direction.

I’d love to see the process-focused culture shift happen more quickly – not only in the OPS but in other private-sector organizations as well. Imagine if more job descriptions included a requirement for some type of Innovation Thinking, or the ability to demonstrate a process-improvement focus as part of regular job functions.

I may be biased, but I think that a process focus culture is the next big thing required in business today. If we could find these naturally process-oriented people and maximize their energy, we could shift our thinking from “process improvement or day job” to “day job through process improvement.” (Click to Tweet)

I teach again in a couple of weeks… can’t wait to see what my students teach me then!!

Until next time,

Ruth.

3 Leadership skills I learned from Joan Rivers

Love her or hate her, Joan Rivers represents more than cringe-worthy celebrity fashion bashing and plastic surgery.  She was part of my childhood growing up. I would nervously glance over at my Macedonian Nana, watching Joan’s latest antics, her mouth and eyes wide with shock, waiting for her to become wildly upset. Suddenly she would burst into infectious laughter and I’d be relieved we wouldn’t have the change the channel.

In recent years, Joan fed my insatiable hunger for celebrity gossip, either providing it herself, or providing me great scathing material to copy so I could provide hilarious fashion commentary for my friends when out for drinks.

joan 2

Despite an image that often resonated more with plastic surgery or her latest offensive comment, she somehow managed to forge a role in women’s leadership. Let’s look beyond her shameless obsession with looks and see that she did in fact serve as a role model and inspiration for women, overcoming blatant sexism to rise up as one of America’s first female standup comics.

3 Leadership Skills I learned from Joan Rivers…

1. Say it like it is.

Joan sure did not have the “nice filter” that we in business have seemed to grasp on to.    A good leader has the ability to not only provide the right recognition and rewards when necessary, but can also provide great critical feedback.  DISCLAIMER: I am NOT suggesting that we use sarcasm, teasing, and ridicule to provide feedback to our teams.  In fact, it was that razor sharp tongue that created a 3 decade long dispute with the Tonight Show – we don’t want that at work. No thank you. What we can do is channel a bit of that blunt, “say it like it is” attitude to just SAY what we need to say. Even if it is hard, or we don’t want to hurt someone’s feelings.

2. Be humble.

Joan’s humour was often self deprecating.  The greatest leader’s and bosses have the ability to recognize their strengths and weaknesses, and rather than fear their weaknesses and hide them, be okay with who their are.  Let’s be honest here. I’ve been using self deprecating humour since birth. But as a leader, sometimes I had this fear that if I showed my team that I wasn’t perfect they wouldn’t respect me. Not necessarily true. Demonstrate a humble attitude that tells the team: “I can’t do it all I need your help.” It is this kind of attitude that brings a group of individuals to works together with you as their boss to become and interdependent team -one that achieves more than every individual could do on their own.

3. Be Funny.

Work is serious. Your job is serious.  Issues at work are serious.  But, it’s okay to laugh.  It’s okay to make things light and fun, and to be serious when appropriate.  Again, I cannot profess that Joan taught me how to be funny (I was already incredibly hilareous). But her passing reminds us to share some laughs with our teams in her memory.

To conclude. I am hilarious, but also very humble, and when I channel my inner Joan, I can also tell people what I need to tell them without fear of hurting their feelings.

I’ve learned from my dealings with Johnny Carson that no matter what kind of friendship you think you have with people you’re working with, when the chips are down, it’s all about business. – Joan Rivers

Tell us about your inner Joan @whiteboardcons, #JoanRivers.

Until Next Time,

Nicole

 

How an Extrovert Became Introverted

How an Extrovert Became Introverted

I’m having an identity crisis. After years of being the world’s biggest extrovert (to quote one of my friends, who I do not believe was attesting to my outstanding theatrical ability , “…the most dramatic person I’ve ever met.”), I think I’ve become an introvert. Here’s the kicker.  I’m strangely not upset about it, given my historic distaste for those weird quiet folk. I might be actually sighing in relief and embracing my new me.

Our training curriculum on leadership, communication, relationship building, change management, and coaching focuses a great deal on both self-awareness and diagnosis of the personality and communications styles of our teams, peers, and colleagues.  To better how to understand others we must better understand ourselves (click to tweet). With this recent revelation on my newfound introversion, I am suddenly in a place to re-discover and understand my new self. After years of being horrified at the reserved, quiet, and thoughtful personas of my introvert friends because I couldn’t understand them, I suddenly have to be one. And maybe rather than my standard self-loathing/self-deprecating comedy routine, I can instead learn to leverage those introverted characteristics that I once loathed.

Extroverts have long been touted as great leaders, and in fact many introverts have adopted extrovert traits to better fit in to the traditional mold of extrovert-leaders. A plethora of management material focuses on how extroverts can better deal with introverts or how introverts can be more like extroverts.  But maybe just like me, the times are changing and we can embrace and leverage our quiet and thoughtful allies more strategically. introvert-vs-extrovert

Let’s Review: Introverts Vs. Extroverts

Extroverts

  • Outgoing
  • talkative
  • energetic
  • assertive
  • likes to lead
  • prefers group activities
  • derives energy from other people

Introverts

  • reserved
  • derives energy from solitary behaviour
  • enjoys activities alone or one-on-one (rather than in groups)
  • analytical/detail oriented
  • observe before participating/speaking
  • thoughtful
  • make up a smaller amount of the population
  • enjoy working independently

Managing the “others”

Exploit the Extroverts

  1. Let them lead.  As a former extrovert, please let us take the lead on something.  Please let us interact with ALL the people. Even if you cannot trust us to be the boss of everything, give us SOMETHING to manage.  Give us the OK to assert ourselves, burst with energetic excitement, and try not to drive everyone else nuts.
  2. Leverage their social credits.  Extroverts love to network – so let them.  Let them handle luncheons, breakfast networking meetings, boat cruises and so on and so forth. Then, go back to #1.

Invigorate the Introverts

  1. Let them think.  Let the early talkers talk. Let the opinions be heard.  And then invite the thoughtful response of the introvert be heard, when they are ready. Don’t assume just because they haven’t said anything yet, that there isn’t something brilliant lingering in there.
  2. Let them recharge.  Let them have time to re-coup and re-energize – alone.  Then, they are ready to go back to #1 and think some more.

Back to Me.

So what happened to me?  To be fair, there is still a great deal of extrovert lurking there within me.  Introversion and extroversion aren’t categorical, they are on a continuum.  Maybe I’m just visiting the introvert side for a bit?  Some theories suggest that introversion tends to express itself more as we age (like wrinkles and grey hair weren’t enough to worry about).  Others suggest that our needs at a certain time in our lives dictate our expression of these personality traits.  This makes sense, after 10 years of doing alot of independent desk work, I’m suddenly facilitating, teaching, selling, and networking 24/7 .  Previously I derived my energy from social activities. And now I derive energy from a day-ful of teaching, but need a Netflix marathon or four hours of obsessive reading of a certain Scottish Historical Fiction Saga in order to recharge.

After years of interrupting you to tell you about my story, I’m much happier listening to yours and silently judging you (JUST KIDDING!). Maybe I’m old. Maybe I’m tired. Maybe I’m “on” at work and need to be “off” the rest of the time.  Whatever the cause, I’m embracing the new me.  And embracing all those creepy quiet introverts I interuppted for the last 34 years. Sorry guys. I get you now. Want to share your introvert/extrovert transformation?  Talk to us on Twitter @whiteboardcons using the hashtag #introvertsarethenewextroverts #exploittheextroverts or #invigoratetheintroverts.

Until next time,

Nicole

Beginners Guide: Using Appreciative Inquiry for Process Improvement

This week, as I finish my certification process in Appreciative Inquiry (AI), I thought I’d give our readers a little understanding of how we’ve used AI and applied it to our process work.

Our  process background has led us to focus on gap assessment and gap analysis as a primary methodology for seeking process improvements and identifying opportunities for improvement.  Our facilitation methodology was usually centered around questions like: “What is your pain point?” Or “What is the one thing you would change?” Or “What would make things better?”

This type of gap assessment methodology is highly successful and works extremely well in organizations that:

  • Have a strong (positive) organizational culture
  • Are accustomed to process improvement or are seeking it out
  • Have process aptitude or orientation
  • Are resilient to change

We’ve applied the AI methodology to our Process Improvement Part One and Part Two courses (part of the Whiteboard University Curriculum that we’ll be offering this fall).  Our Whiteboard Way teaches the following concepts:

  1. Define It! Learn to develop a problem statement to effectively describe a potential process improvement project.
  2. Draw It! Use basic process mapping tools to graphically represent the process at hand and begin to identify possible areas for bottlenecks, duplication of effort, or unclear roles and responsibilities.
  3. Imagine It! Use tools like a fishbone diagram to effectively search for root causes, and thus possible solutions to the problem identified in step 1.
  4. Prove It! Use data to demonstrate how the improved process could be measured against current performance.
  5. Talk About It! Effectively communicate process changes throughout the organization to support uptake of the new process and manage progress throughout.

We applied AI methodology (and Summit framework) in the following 2 steps of the Whiteboard Way:

Screen Shot 2014-07-24 at 11.07.37 AMTools We Use

Opportunity Map

Following an exercise to identify problem statements from a number of groups, the problem statements are collected and documented on a whiteboard. Process improvement project problem statements are then reframed  in the positive using AI methodology to talk about the ideal process or ideal experience to generate future state discussions that feature best-in-class processes.

Using multicoloured dots, individuals from each table group are able walk to the whiteboard and “vote with their feet”  on the top 3-4 projects that are of most interest to each individual.  The top 3-4 winning projects are then spaced around the room and participants are asked to join the project that is of most interest or that the participant feels could provide the most value from a knowledge perspective. For the most part teams naturally tend to be naturally evenly distributed, but wherever necessary shift to create somewhat equal participation between groups.

Using the opportunity map creates a great deal of engagement in the group. We have noticed that every person who joins a new project group has a vested interest in the outcome, and their excitement and engagement is palpable right away – versus teams being forced to work on pre-defined problem statements.

The re-shuffling of table groups based on working on the new problem statement of their choice truly helps to capture not only individual engagement, but the appropriate level of knowledge base within the group.

AI Questions/Reframing

In order to facilitate the Imagine It! portion, we first use traditional process improvement methodology using a fishbone diagram to determine possible root causes for the problem statement.  This is where traditional process improvement would end – what we do differently is ask them to then consider the possible root causes, and using AI question techniques begin to envision a future state for the problem.  The guided questions for each problem/opportunity statement are as follows:

  1. What is the current strength of this process?
  2. What are you proud of?
  3. Can you tell a story of when this process worked well?
  4. What are the key themes of success? (Using the Fishbone diagram as a guide: People, Processes, Materials, etc.)
  5. What does this process look like in one year, once it has been reengineered and is working effectively?
  6. What measures can we use to see how successful the new process is (versus the old process)?
  7. What things need to be done in order to get there?

The teams are then able to effectively leverage current components of the process that work the best, identify what needed to change, and what needs to happen in order to make that change.

Reflections on impact on participants

Using this new style of questioning is a fundamental change from classic process improvement.  Often during the Imagine phase there is a great deal of change resistance to changing the process, especially when certain parts appear to be working. Leveraging the parts of the process that work well allows that resistance to diminish significantly. The “pain points” and “what is the one thing you would change” conversation in a typical gap assessment tend to devolve into “personnel issues” rather than process issues. Often people determine that it in fact was not the process that was broken, but the owner of those process steps that is to blame for the variability in the outcome of the process.

The AI methodology  paired with gap analysis allows participants to steer clear of the negative, and focus on positive process improvements that are more fruitful than those that develop from pure process gap analysis alone (Click to Tweet).

Reflections on AI

While traditional gap assessment methodology is still a large component of process improvement initiatives, the use of AI is very effective when there is significant resistance to change or organizational culture issues that tend to draw negative conversations rather than opportunities.  This is completely normal for process improvement where users of a process experience the effects of the change curve, namely first disbelief in the efficacy of the methodology, anger possibly due to fear of the unknown or lack of skills to execute the newly developed process,

New questions or observations

It would be interesting to document a process improvement project that used AI exclusively as a methodology against one that used gap analysis to assess whether the improvements using AI could in fact yield better results.

Our opinion is that differing methods work for different individuals, so blending the two approaches meets the needs of all stakeholders and will yield the best possible approach to engage a wide variety of thinking styles and communication styles.

Want to know more about AI and process improvement?  Send us a note.  Have any interesting AI stories?  Join the conversation on Twitter @whiteboardcons.

Until next time,

Nicole

 

Coffee Talk: Explaining Whiteboard’s Sweet Spot

Screen Shot 2014-07-17 at 12.50.36 PM“I thought you did process improvement,” said my friend.

“We do,” I responded, stirring my decaf soy skinny mocha (new fave drink, for those keeping track).

“But you just taught a course on Coaching, and another on Executing Flawlessly.”

“Yeah, and?” I was sure there was a question in here, but wasn’t clear yet on what it was.

“I don’t get it. What do those have to do with process improvement? That’s process mapping, and finding efficiency, and statistics. You’re talking about leadership skills in those other courses.”

Ah, the lightbulb came on. And my first thought was, “Really? Isn’t it obvious?” My second thought was “Ruth, don’t be rude. Clearly this is not as obvious a concept as you seem to think.” In fact, most people Nicole and I talk to are not quite sure how to explain the niche that Whiteboard Consulting has carved for itself.

“Hmmm,” I stalled for time as I gathered my thoughts. “OK, you’ve done some process improvement at work, right?”

“Well, we’ve only done a little bit. My boss is trained in Lean Six Sigma and has been teaching us a little at a time. It seems ok, but it takes a really long time to implement and most of us don’t have the time to dedicate to it. It’s crazy, because Sherri, my boss, clearly loves this stuff but has trouble explaining it to some of the people who are more cynical. We’ve got people with 30+ years of experience, and you can’t tell them about changing the way we do things when the processes work just fine for them. And it’s so involved! I mean Lean has all these steps that you have to do, and meetings, and charts – people don’t have time for it all, and so the ideas they come up with just don’t stick. I really don’t get it. No offense,” he added hastily.

“None taken,” I said. “What else do you know about process improvement?”

He thought a minute while he chewed his blueberry scone. “To be honest, not much. I know that a buddy’s company tried to implement Six Sigma and spent a ton of money on training and then ditched it after a year. But I also know that there are people who are successful at it – I mean, you and Nicole have obviously had great experiences or you wouldn’t be doing what you’re doing.” He shrugged. “I don’t know why it works for some and not for others.”

“Think about it this way,” I began. “If your boss could do one thing differently to make her process improvement efforts more successful, what would it be?”

“One thing? That’s hard because there are a bunch – she needs to be able to actually explain why this process stuff is necessary, and put it in the language we’ll all get. And that’s not easy because we all come from different backgrounds at work. And then there’s the time to get things done and the tendency to allow things to just slide by. No one has the time, so stuff gets dropped and there are no consequences. Why should I kill myself over something if no one really cares enough to hold me accountable? The whole thing is inconsistent and so it just doesn’t stick with people.”

“Right, so if your boss was better able to coach you on what needs to be done, communicate why it needs to be done, understand the cultural resistance for how it’s being done, help people make time for the work, and hold people accountable to their tasks… that would make it successful?”

“For sure. Absolutely. But you’d have to teach her how to… oh… I see what you did there. Nicely done.”

We both laughed. “See,” I said, “so many of the more formal process improvement efforts require a HUGE investment in time and money, and companies take them on before fully assessing whether the organization is ready to change. They expect people to be thrilled to change their processes when first of all, they’re perfectly happy doing what they’ve always done, and secondly they’re terrified that process improvements will mean job cuts. Then everyone’s day jobs kick in, and draw attention away from what the goals were, and things slide, and it becomes this swirl of doom. Nothing gets done, and process improvement efforts get a bad name.”

“Swirl of doom. Did you just make that up?”

“Sort of, yeah. We also call it the vortex of insanity. Take your pick. But seriously – Nicole and I recognized this long ago, and set up Whiteboard Consulting with its own little niche: we are the company that teaches the initial steps of process improvement that prove themselves and start to shift the culture. We also teach the leadership components that are essential to supporting the success of the initiatives. You just can’t do one without the other. Well you can, I guess, but you’ll likely screw everything up.”

“Are you saying Lean Six Sigma is the wrong way to go?”

“No! No not at all,” I said quickly. “You know I’m a black belt in Six Sigma, and obviously I loved it or I wouldn’t still be doing it almost 15 years later. We just feel that those big programs are, for a lot – not all, but a lot – of businesses, too much, too soon. We teach the baby steps first, and if the culture is then ready for the big guns, then by all means, launch the formal stuff. Whiteboard Consulting’s sweet spot is where process and leadership meet.” (Click to Tweet)

“That sounds like a good tag line.”

“It does, doesn’t it. I may have to do something about that. Now enough about work, let’s discuss the season ender of Game of Thrones and whether Jon Snow really does know a thing or two after all.”

———

Until next time,

Ruth.

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