making a difference ronnie malcolm, director, rrm (uk) at the knowledge transfer hub
TRANSCRIPT
Making A Difference
Ronnie Malcolm, Director, RRM (UK)at the Knowledge
Transfer Hub
Ronnie Malcolm: [email protected]
Ronnie Malcolm: [email protected]
manage
self
others
teams
change
Ronnie Malcolm: [email protected]
Too busy to be better?
No immediacySignificant
ImmediateSignificant
No immediacyInsignificant
ImmediateInsignificant
Enhanced performance
With varying willingness to engage across the population
Time
Denial
Anger
Blame
Selfblame
Pit ofconfusion
Acceptance (of reality)
Actionplanning
Shock
Energy
Initialexcitement
Source: E Kubler-Ross, On Death and Dying
Typical stages of change
Ronnie Malcolm: [email protected]
16 indicators of readiness for change
1. Support from a senior level2. All levels of management
committed3. A culture of managed risk
taking4. Encouragement and reward for
CI5. Articulation of the need for
change6. Clear vision of a positive future7. Specific performance measures8. Integration of change effort
9. Benchmark against ‘world class’10. All employees understand
customer needs11. Reward for innovation and root
cause solutions12. Flexible and cooperative13. Effective communication at all
levels14. Track record of implementing
change15. Employees take personal
responsibility16. Decisions made quickly.
Ronnie Malcolm: [email protected]
Defining Reality
• SWOT• More / Less• Start / Stop / Continue• www/ebi?
Ronnie Malcolm: [email protected]
Inspirational Leaders
• Six elements:– Genuinely care about their people– Involve everybody– Show lots of appreciation– Ensure work is fun– Show real trust– Listen a lotDTI / CMI Survey
Ronnie Malcolm: [email protected]
Leadership Lessons from the Dancing Guy
https://www.youtube.com/watch?v=fW8amMCVAJQ
Ronnie Malcolm: [email protected]
How do you spend your time / expend your energy?
Policy
Planning
Implementing
Doing
Ronnie Malcolm: [email protected]
Laws of time
• Parkinson’s Law:- work expands to fill the time available
• Pareto Principle:- everything that is not indispensable is useless
• Drucker:- don’t get efficient, get effective
Ronnie Malcolm: [email protected]
Free yourself!• recognise detrimental, inbuilt, restrictive messages
• they determine our ‘working style’
- ‘Be perfect’- ‘Make an effort’- ‘Try to please’- ‘Hurry up’- ‘Be strong’
• we spend 80% of our time responding to unconscious drivers
Ronnie Malcolm: [email protected]
Checklist for an ideal day
• When you get up you are alert, relaxed and positive
• Your agenda for the day is already planned
• You meet briefly with your team
• You spend an hour working alone
• You deal with interruptions effectively
• You use your breaks
• You have a light, nutritious lunch
• You are effective in all correspondence
• Your meetings are well prepared and run smoothly
• Your appointments are planned and well prepared
• You balance short, medium and long term
• You plan the next day
Let’s get busy being better.
Let’s get MAD!