Completed Staff Work Handout PDF

Completed Staff Work Al Bengco Facilitator  AGENDA FUNDAMENTALS PROBLEM SOLVING OF COMPLETED STEPS STAFF WORK CHOOSING PARTNERING THE BEST WITH YOUR ALTERNATIVE PRINCIPAL...

Completed Staff Work Al Bengco Facilitator  AGENDA FUNDAMENTALS PROBLEM SOLVING OF COMPLETED STEPS STAFF WORK CHOOSING PARTNERING THE BEST WITH YOUR ALTERNATIVE PRINCIPAL PRESENTING COMMUNICATING YOUR CLEARLY RECOMMENDATIONS  WHAT IS CSW? A management concept that emphasizes fully developed and actionable recommendations or solutions presented by staff to decision- makers.  WHAT IS CSW? A single proposed recommendation that Has been thoroughly analyzed. Represents the best recommendation possible. Simply requires approval or disapproval.  WHAT CSW LOOKS LIKE IN PRACTICE 1. Comprehensive Research and Analysis Example: A staff member tasked with preparing a market entry strategy for a new industry. The completed staff work includes deep market research, competitor analysis, potential risks, and opportunities. The analysis should be complete, accurate, and based on credible data. No significant gaps in information remain, and all relevant factors are considered, such as local regulations, cultural nuances, and financial implications.  WHAT CSW LOOKS LIKE IN PRACTICE 2. Well-Structured Recommendations Example: A report on cost-saving measures in a department. It presents specific, actionable recommendations such as renegotiating supplier contracts, adopting new software, or consolidating teams. The pros and cons of each option are outlined clearly, making it easy for the decision-maker to choose without further clarification.  WHAT CSW LOOKS LIKE IN PRACTICE 3. Anticipation of Questions or Objections Example: Proposing a new internal policy. The staff member has already anticipated potential objections (e.g., budget, resistance to change, or impact on other departments) and provides preemptive answers. Alternative options or contingency plans are included in case certain aspects are rejected or challenged.  WHAT CSW LOOKS LIKE IN PRACTICE 4. Fully Executable Plan Example: The IT team preparing a cybersecurity enhancement proposal. The staff work includes a detailed, step-by-step implementation plan that identifies the required resources (budget, personnel), timeline, and key performance indicators (KPIs). Potential risks are flagged with mitigation strategies in place, ensuring a smooth execution if approved.  IS IT CSW? ASK FIRST… Is it the best recommendation? Do you have sufficient evidence or support the findings and recommendation? Have you answered all the likely key questions? Are you confident in presenting this to the President of the organization?  THE ULTIMATE TEST If you were the decision maker, would you be willing to sign the paper you have prepared and stake your reputation on its being right? STAFF INITIATIVE LEVEL SITUATIONAL LEADERSHIP Situational Leadership is a flexible leadership style where leaders adapt their approach based on the needs and maturity level of their team members. Key Concept: Leaders vary their style depending on the follower's competence and commitment levels. SITUATIONAL LEADERSHIP Directing (S1): Leader provides specific instructions and closely supervises tasks. Best for employees with low competence but high commitment. Coaching (S2): Leader guides and motivates, providing both direction and support. Ideal for those with some competence but low commitment. SITUATIONAL LEADERSHIP Supporting (S3): Leader facilitates and encourages, giving more autonomy. Used when employees are competent but lacking confidence or motivation. Delegating (S4): Leader hands over responsibility for decision-making. Best for highly competent and committed employees.  THE TWO-WAY STREET THE LEADER’S STAFF MEMBER’S RESPONSIBILITIES RESPONSIBILITIES Provide clear objectives Find data to support recommendations Provide necessary resources, time and Analyze data access to information Work out details Provide criteria for the Come up with alternatives best solutions Forward the best recommendation  4 QUESTIONS 1) How does CSW benefit leaders in the organization? 2) How does the practice of CSW benefit staff / employees? 3) What are the consequences of not practicing CSW in the team / organization? 4) What strategies help you practice CSW?  AGENDA UNDERSTANDING PROBLEM SOLVING COMPLETED STEPS STAFF WORK CHOOSING PARTNERING THE BEST WITH YOUR ALTERNATIVE PRINCIPAL PRESENTING COMMUNICATING YOUR CLEARLY RECOMMENDATIONS  WHY PARTNER WITH YOUR PRINCIPAL Your boss is your #1 Customer. Your boss can improve your work life, affect job satisfaction and set your workload -- YOUR PRESENT. Your boss can drastically influence your career growth They can open doors and provide you with opportunities. --YOUR FUTURE. YOU are in charge of your relationship with your boss.  THE TWO-WAY STREET THE LEADER’S STAFF MEMBER’S RESPONSIBILITIES RESPONSIBILITIES Provide clear objectives Find data to support recommendations Provide necessary resources, time and Analyze data access to information Work out details Provide criteria for the Come up with alternatives best solutions Forward the best recommendation  THINGS YOU HAVE TO KNOW What is your principal’s role in the organization? What is your role in the organization? How is success measured at their level? What are expected of you? How does your boss What are your key strengths communicate? and assets? What motivates them? What resources are available What are their pain points? to you? What are their strengths? What are their weaknesses?  STRATEGIES FOR PARTNERING WITH YOUR BOSS Be coachable. Provide solutions, not problems, and avoid surprises Understand the boss’s management style Know your boss’s priorities, agenda, and pain points Use the boss’s strengths and compensate for their weaknesses Strive to be a credible internal consultant. Own your expertise.  AGENDA UNDERSTANDING PROBLEM SOLVING COMPLETED STEPS STAFF WORK CHOOSING PARTNERING THE BEST WITH YOUR ALTERNATIVE PRINCIPAL PRESENTING COMMUNICATING YOUR CLEARLY RECOMMENDATIONS SHANNON-WEAVER COMMUNICATION MODEL WHO IS TO BLAME FOR MISCOMMUNICATION? THE SENDER or THE RECEIVER? SHANNON-WEAVER COMMUNICATION MODEL CHANNEL MESSAGE ENCODING DECODING NOISE FEEDBACK SENDER RECEIVER  COMMUNICATION ELEMENTS 10% THE WORDS YOU USE WORDS 40% HOW YOU SAY IT VOICE 50% NON-VERBAL BODY LANGUAGE THE 5 Cs of COMMUNICATION C lear C omplete C oncise C ohesive C onsiderate  THE 5 Cs of COMMUNICATION CLEAR Is your main message easy to understand? Did you use the right words to convey your message?  THE 5 Cs of COMMUNICATION COMPLETE Did you provide enough information for the reader to make an informed decision? Did you provide the context?  THE 5 Cs of COMMUNICATION CONCISE Make every word count. Use simple words and stick to what is necessary.  THE 5 Cs of COMMUNICATION COHESIVE Does everything support your purpose? Does everything make sense together?  THE 5 Cs of COMMUNICATION CONSIDERATE Is the receiver ready to receive the message? How can they best understand the message?  CONTROLLER STRENGTHS Confidence and presence Orientation to solve problems Primary Concern: Great at giving directions RESULTS “Let’s get it done AREAS OF CONCERN NOW!” May seem unapproachable Can be insensitive to others TASK-ORIENTED Impatience with others May seem intimidating Blunt, demanding approaches FAMOUS CONTROLLERS  SUPPORTER STRENGTHS Good listeners Can present unbiased view and hence gain people’s trust Primary Concern: Empathetic and supportive RELATIONSHIPS “Let’s get it done AREAS OF CONCERN Can seem to lack confidence PEACEFULLY!” Don’t challenge contrary ideas PEOPLE-ORIENTED Can be indecisive May be indirect and vague May be hesitant to implement needed change FAMOUS SUPPORTERS  ANALYZER STRENGTHS Have great attention to detail Communicates with organized and clear structure Primary Concern: Their suggestions are specific and their claims are backed by data QUALITY “Let’s get it done AREAS OF CONCERN RIGHT!” May overwhelm others with excess information TASK-ORIENTED Can be overly concerned with perfection Tend to hamper other’s creativity by sticking to the rules Little need for affiliation with others FAMOUS ANALYZERS  PROMOTER STRENGTHS They are charismatic and have an Primary Concern: infectious energy RECOGNITION They can connect easily with people Their optimism drives people to action “Let’s get it done TOGETHER.” AREAS OF CONCERN PEOPLE-ORIENTED Their plans usually lack details They lose focus and get distracted easily Can be disorganized They have a strong need to be liked FAMOUS PROMOTERS  DEALING WITH THE CONTROLLER BOSS Make communication brief and to the point Respect their need for autonomy Be clear about rules and expectations Let them feel that they are in control Show your competence Stick to the topic Show independence Eliminate time-wasters  DEALING WITH THE SUPPORTER BOSS Assure them and show your commitment Let them know how things will be done Maintain a consistent and secure environment Use sincere appreciation Build a personal connection with them Give them time to adapt to change  DEALING WITH THE ANALYZER BOSS Give clear expectations and deadlines Show dependability Demonstrate high standards Be ready to support arguments with data Be objective Give them time and space to think  DEALING WITH THE PROMOTER BOSS Approach them informally Be relaxed and sociable Let them verbalize thoughts and feelings Keep the conversation light Provide written details Recognize them publicly for their accomplishments Use humor  WORKING WITH DIFFERENT PERSONALITIES 1. ACCEPT. Conflict is a natural and essential part of life. 2. MIRROR. Learn to listen, observe and understand where others are coming from. Use their perspective and preferred language to build connection and influence. 3. COLLABORATE. Find ways to collaborate using your combined strengths. Where others are weak, offer your strengths.  AGENDA UNDERSTANDING PROBLEM SOLVING COMPLETED STEPS STAFF WORK CHOOSING PARTNERING THE BEST WITH YOUR ALTERNATIVE PRINCIPAL PRESENTING COMMUNICATING YOUR CLEARLY RECOMMENDATIONS  “If the only tool you have is a hammer, you tend to see every problem as a nail.” – Abraham Maslow CSW STEPS  SWOT ANALYSIS STRENGTHS WEAKNESSES INTERNAL EXISTING OPPORTUNITIES THREATS EXTERNAL POTENTIAL SWOT Analysis is a useful technique for understanding your present state or starting point before planning.  ACTIVITY - SWOT ANALYSIS STRENGTHS WEAKNESSES What can you improve? What advantages do you have? What should you avoid or stop doing? What do you do better than anyone else? What do customers want you to be What unique resources can you draw upon better at? that others can't? What factors lead to customer What are your people’s strengths? dissatisfaction? What causes delays? OPPORTUNITIES THREATS § What other markets remain untapped? What new technology or strategy can we Is changing technology threatening your take advantage of? position? What interesting trends can we take What are competitors doing? advantage of? What could threaten your What change or innovation will bring operations/sustainability? significant growth? FORCE-FIELD ANALYSIS Use this tool to identify driving and restraining forces to change initiatives. Factor 3 Factor 4 Factor 5 Factor 1 CHANGE Factor 1 INITIATIVE Factor 2 Factor 2 Factor 3 Factor 4 DRIVING FORCES RESTRAINING FORCES Factors that help facilitate change Factors that stifle progress  AGENDA UNDERSTANDING PROBLEM SOLVING COMPLETED STEPS STAFF WORK CHOOSING PARTNERING THE BEST WITH YOUR ALTERNATIVE PRINCIPAL PRESENTING COMMUNICATING YOUR CLEARLY RECOMMENDATIONS  DRILL-DOWN DIAGRAM EMPLOYEE NOT SHOWING UP FOR WORK FAMILY DISCIPLINE PROBLEMS PROBLEM RECENT GUIDELINES FINANCIAL BIRTH OF DIFFICULTIES UNCLEAR CHILD An alternative and more flexible method for getting to the root of the problem is the Drill-Down Diagram.  FLOWCHART A flowchart uses graphic symbols to depict the nature and flow of the steps in a process. It helps you zero in specific delay or problem steps. SWIMLANE DIAGRAM A swimlane diagram is a type of flowchart that delineates who does what in a process. It provides clarity and accountability by placing process steps within the horizontal or vertical “swimlanes” of a particular employee, work group or department.  ISHIKAWA OR FISHBONE DIAGRAM Mostly Bad work ethic defective T EN inc lac PM no en on ma ko E UI L sis outdated reg anc int ft OP EQ ten ra ula e PE ini no dge tD r ng bu all t A oc INCREASING a te CUSTOMER d COMPLAINTS No SOP on handling EN complaints messy counters PR V IR OC no licie ON lac aint ule ES po m hed re s M k o ena S sc lev EN f r nc an T eg e t ula r The fishbone diagram is a great tool to get to the root causes of a problem. OTHER AREAS TO STUDY Equipment Process People Environment Materials Management Culture Laws/Policies CSW STEPS  SCATTER DIAGRAM Variable B Variable A The scatter diagram is a quality tool used to decipher trends that may indicate correlation between two factors or variables.  SCATTER DIAGRAM What contributes to increasing customer complaints? No. of customer complaints Jan Feb Mar Apr May Jun No. of missed orders POSITIVE Correlation  SCATTER DIAGRAM What lessens number of morning gym sessions? Number of morning gym workouts 1 2 3 4 5 6 Number of Netflix series finished per week NEGATIVE Correlation  SCATTER DIAGRAM What is a good way to reduce employee tardiness? Number of tardiness incidences 0 100 200 300 400 500 Amount of efficiency bonuses per month (in pesos) NO Correlation  THE PARETO PRINCIPLE 80 percent of output is produced by 20 percent of input. 80 percent of outcomes are from 20 percent of causes. The Pareto Principle states the importance of the “vital few” or “critical few” and helps in prioritizing problems.  THE PARETO PRINCIPLE What are the causes of attendance infractions? OCTOBER 2024 E F A B C D G H Cause of Infractions  THE PARETO PRINCIPLE What are the most common causes of process delays? 2024 E F B C G H A D Employee memo types  AGENDA UNDERSTANDING PROBLEM SOLVING COMPLETED STEPS STAFF WORK CHOOSING PARTNERING THE BEST WITH YOUR ALTERNATIVE PRINCIPAL PRESENTING COMMUNICATING YOUR CLEARLY RECOMMENDATIONS  WRITING THE PROBLEM STATEMENT Identify the change that you want to happen. Make it SMART. Set a target and timeline. Identify additional requirements, if any. Examples 1. Within 6 months, to fill up 15 vacant positions in the ICT Department. 2. To reduce vendor accreditation process time from 3 working days to 1 working day by end of Feb 2025 3. To implement a training intervention targeting CSW by end of Q4 2024 without exceeding 300K budget CSW STEPS  MIND MAPPING Mind Mapping can help you organize your thoughts and build content. A few minutes before  A. B. Blue & Black White & Gold ADVERSARIAL THINKING PARALLEL THINKING  THE SIX THINKING HATS Six Thinking Hats is an important and powerful technique to look at decisions from a number of important perspectives. This forces you to move outside your habitual thinking style and helps you to get a more rounded view of a situation.  THE SIX THINKING HATS FRAMEWORK Confusion is the biggest enemy of good thinking. We try to do too many things at a time. Juggling with six balls at a time is rather difficult. Tossing up one ball at a time is much easier. Six Hat Thinking does one thing at a time and in the end, the full picture emerges. WHO WAS RIGHT?  THE WHITE HAT = FACTS AND DATA With this thinking hat, you focus on the data available and other information that you need. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them.  THE RED HAT = FEELINGS AND INTUITION Wearing the red hat, you look at the problem using intuition, gut reaction, and emotion. Also try to think how other people will react emotionally. Try to understand the responses of people who do not fully know your reasoning.  THE YELLOW HAT = BENEFITS & POSITIVITY The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it.  THE BLACK HAT = ISSUES & OBSTACLES Using black hat thinking, look at all the negative sides of a project or decision. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them. THE GREEN HAT = NE W IDEAS & CREATIVITY The Green Hat stands for creativity. This is where you can develop creative solutions and strategies. It is a freewheeling way of thinking, in which there is little criticism of ideas.  THE BLUE HAT = FACILITATOR HAT The Blue Hat stands for process control. This is the hat worn by people leading meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, etc.  ACTIVITY - THE SIX THINKING HATS White Hat: FACTS & DATA Red Hat: FEELINGS & Information we know INTUITION Information we would like Express feelings and to know opinions freely Information that is missing What we feel in our gut How are we going to get How people feel about it that information Black Hat: ISSUES & OBSTACLES Yellow Hat: BENEFITS & The pessimistic view POSITIVITY Why things might not work The optimistic view out What makes the idea Points out thinking that does work? not fit the facts, experience, What are the advantages regulations, strategy, values and benefits? Points out potential problems and risks BLUE Hat: THE FACILITATOR Green Hat: NEW IDEAS & CREATIVITY “Control” hat Creative solutions Organizes the thinking Other alternatives and Sets the focus and possibilities agenda What have we not tried yet? Summarizes and Combination of ideas concludes Ensures that the rules are observed CSW STEPS  “Should we get a dog?” PROS CONS Fun Added Gives responsibility unconditional love Cost Companionship Cleaning up Security Alters routine Part of the family Traveling Issues Exercise Noisy barking Training Pros and Cons Grid This is a simple but effective decision-making strategy that allows you to look at the situation from different angles, considering advantages and disadvantages of a certain decision.  Choosing a New Supervisor from Multiple Candidates Criteria Arthur Sonia Roger Technical Competency x ok ok Projects Run (minimimum of 3) ok x ok Education ok ok x Tenure (at least 5 years in ok ok x current position) People Management skills x ok ok Simple Decision Matrix A decision matrix analyzes which is the best option based on number of criteria it meets.  CRITERIA TYPES LIMITS Primary considerations If unsatisfied, disqualifies the option Examples: Cost, Time, Legality, etc. NEGOTIABLES May or may not be satisfied Varying in degrees Covers a wide range depending on the decision maker May be of differing value depending on values/beliefs of the decision-maker Where to go for family vacation? Criteria Value (1-5) Baguio EK Boracay Fresh Air 4 4 4 4 Entertainment for 4 3 5 4 kids Entertainment for 2 4 3 5 Adults Cost (no more than 5 3 5 x PhP35,000) 16+12+8+15 16+20+6+25= 16+16+10+x= TOTALS =51 67 42 Weighted Matrix A weighted decision matrix assigns values to criteria as met by the alternatives. How to choose best software for new HRIS? Criteria Value (1-5) Home-grown Borrowed Off-the-shelf User-friendliness 4 4 2 3 Compatibility with 4 3 5 2 existing system Training Hours 2 4 3 5 needed Time (Must be 5 2 5 x ready by Dec 2024) 16+12+8+10= 8+20+6+25= 12+8+10+x= TOTALS 46 59 30 Weighted Decision Matrix A weighted decision matrix assigns values to criteria as met by the alternatives. CSW STEPS  PRESENTING YOUR CSW STATEMENT OF THE PROBLEM / BACKGROUND Why do we need to resolve the issue? What do we stand to gain? Who are the stakeholders? What is causing the problem? What data is supporting this? What are the facilitating factors and hindering factors? Stakeholder issues ALTERNATIVE COURSES OF ACTION What are the advantages and disadvantages of each alternative? What makes each a good choice? YOUR RECOMMENDATION What action steps should follow? How will success be monitored and evaluated? PRESENTING YOUR WORK  PSDM TOOLS RECAP APPLYING THE TOOLS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS 1. Create a SWOT of your division / department / unit or flowchart one of your processes. Point to an important weakness/threat that you would like to address.  PSDM TOOLS RECAP E F A B C D G H 2. Find the possible root causes and identify one critical cause to work on.  PSDM TOOLS RECAP 3. Concentrate on one root cause and identify at least three possible solutions.  PSDM TOOLS RECAP Criteria Value (1-5) Software 1 Software 2 Software 3 User-friendliness 4 4 2 3 Compatibility with existing system 4 3 5 2 Training Hours needed 2 4 3 5 Time (Must be ready by April 2019) 5 2 5 x 4. Set your criteria and identify the best solution.  PRESENTING YOUR CSW STATEMENT OF THE PROBLEM / BACKGROUND ALTERNATIVE COURSES OF ACTION YOUR RECOMMENDATION  Q&A WHAT ARE YOUR QUESTIONS? Connect with me. @thefoundrylearninglab