tolero solutions - available workshops 2012

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Exclusive Features and Benefits ORG360 Program ― Business ―

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Your partner to Improve Your Yield on employee performance.

Contact: Scott Span – President, Tolero Solutions

http://www.workplacestars.com/tolerosolutions

1+240 863 2063: [email protected]

Phone: 240-863-2063 • Email: [email protected] • Web: www.tolerosolutions.com

Session Title: Where Are We Going and How Do We Get There

Conducting Strategic Planning and

Session Summary:

A solid strategy is the cement and mortar in the foundation

organizations don’t have a detailed and actionable strategy developed. If they do

developed it often lacks the actionable

In today’s rapidly evolving business environment, organizations are often forced to remain competitive

by adapting a culture of rapid change, yet

changes. Developing, updating and

New product and service developments, increased or decreased growth, or other external

environmental factors may have led the organization to

Creating and or updating a detailed strategy is often forgotten

Why conduct strategic planning? What are the components of

successful strategy?

This program will teach participants:

• So why conduct strategic planning?

o Plan for change

o Manage for results

o Provide customer support

o Increase adaptability

o Promote communication

o Guide management decisions

o Remain future-oriented

• What should be considered

• What are the key components of a solid

• Who should be involved in strategic planning

• How should the strategy be introduced

• How often should strategic planning occur

implementation process

• Tools, tips and templates for developing a mission, vision and strategic components

communication and change planning tools

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2063 • Email: [email protected] • Web: www.tolerosolutions.com

Session Title: Where Are We Going and How Do We Get There

Conducting Strategic Planning and Executing a Successful Strategy

is the cement and mortar in the foundation of any successful organization, yet many

organizations don’t have a detailed and actionable strategy developed. If they do have the

often lacks the actionable components for success.

n today’s rapidly evolving business environment, organizations are often forced to remain competitive

ting a culture of rapid change, yet all too often the strategy is not updated to reflect these

updating and communicating the organizations’ strategy frequently doesn’t occur


environmental factors may have led the organization to change direction and stray from the

updating a detailed strategy is often forgotten. So why is strategic planning important?

What are the components of development and execution of

participants:

strategic planning?

Manage for results

Provide customer support

Increase adaptability

Promote communication

Guide management decisions

oriented

ed in developing a solid strategy

components of a solid strategy

Who should be involved in strategic planning and how should they be involved

How should the strategy be introduced and implemented

How often should strategic planning occur and what should you consider it during

Tools, tips and templates for developing a mission, vision and strategic components

communication and change planning tools


Session Title: Where Are We Going and How Do We Get There?

Strategy

of any successful organization, yet many

have the strategy

n today’s rapidly evolving business environment, organizations are often forced to remain competitive

is not updated to reflect these

communicating the organizations’ strategy frequently doesn’t occur.


stray from the strategy.

is strategic planning important?

development and execution of a

and how should they be involved

during the

Tools, tips and templates for developing a mission, vision and strategic components including

2


Session Description & Learning objectives:

• Where are we now?

o Internal/external environmental assessment

o Customer and stakeholder identification

• Where do we want to be?

o Mission

o Vision

o Targets

o Initiatives

o Objectives

• How do we measure our progress?

o Performance measures and Key Performance Indicators (KPIs)

• How do we get there?

o Supporting strategies and initiatives

o Action plans

o Tracking system

• Provide participants with the components of an actionable and successful strategy including

mission, vision, targets and measures

• Offer participants with a starting point, list of considerations, prior to beginning strategic

planning

• Provide real life examples of a successful strategic planning process that can be used as a

model for guiding the development and implementation of a new mission, vision and strategy

• Provide a foundation of understanding for the unique and sometimes daunting task of

implementing, developing and or updating a strategy and conducting strategic planning

• Offer an overview of strategic planning including definitions of specific terminology often used

in the strategic planning process

• Teach participants the importance of having a communications and change approach as part of

strategic planning and highlight a sample methodology

• Inform participants of some of the possible roles and responsibilities changes that may occur

associated with strategic planning

• Highlight some of the pitfalls and challenges of a strategic planning and offer tips for success for

both leaders and employees

What need, problem or issue the session addresses:

Often organizations are not certain where to start and what to include when conducting strategic

planning. The session will provide a process to participants for asking and answering certain questions

necessary for successful strategic planning. This session will address the strategic planning process,

where to begin, what to include, and how to execute, implement and measure strategic changes. The

components of a solid strategy will be provided, including a focus on both internal and external factors.

Expected take-aways for the participants-what they will learn and how they will benefit:

At the end of the workshop, participants will have a process for conducting strategic planning and

implementing a strategy. They will receive tips of how some organizations have successfully overcome

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the challenges of strategic planning and implementation. Participants will benefit from leaving the

session, with a process, tools and templates used with success in past strategic planning efforts, and an

overall high level approach (inclusive of a change management and communications process) for

strategy development and strategic planning.

Lead Contact (Presenter/Facilitator):

Scott Span, MSOD

Phone: 240-863-2063 Email: [email protected]

Session Details:

• Preferred Format: Face to Face (short version can be customized for virtual delivery)

• Length: Offered in short and extended formats – 2 hour and 4 hour workshops, additional

customization is available

• Maximum number of participants: Various depending on desired organizational outcomes and

format

Content Focus:

• Strategic Planning

• Mission and Vision Development

• Change Management

• Strategic Communication

• Leadership Development

• Process and Requirements Definition

• Team Performance

Biography:

Facilitator: Scott Span, MSOD, is President of Tolero Solutions, an Organizational

Development and Change Management consultancy. Tolero Solutions specializes in

developing people and organizations to be more responsive, focused and effective

to facilitate sustainable growth. Scott successfully delivers organizational

improvement solutions to staff teams, individuals and organizations in multiple

areas including change management, with a focus on the integration of people and

technology, culture change, leadership development, engagement, retention, performance and

sustainability. He has He is an author on various topics of organizational development and the creator

of the Recruitment and Retention Lifecycle ™. His results have not only helped achieve desired goals,

but have also increased personal growth and development, leading to a more efficient and effective

work environment. He holds a Masters in Organization Development (MSOD) from American University

and the NTL Institute. He is also certified in the (FIRO-B) FIRO Element B behavior instrument powered

by The Human Element. Additionally he holds Process Mapping and Balanced Scorecard Certifications.

He may be reached at [email protected].


Session Title: Bridging the Generation Gap: What

Session Summary:

Generational diversity in the workplace is not going away

exist between the generations. Are you having difficulty

“doesn't get it?” Do you experience frustration when your ideas are dismissed because you

“lack experience or are considered “old school

consider acceptable workplace behavior?

your head” when trying to communicate with those from other generations in your

organization? If issues of ageism and generational values seem to surface more

and you’re feeling at a loss about how to communicate

workshop is for you!

Welcome to the contemporary workplace populated by T

Baby Boomers, Generation X'ers, Gen Y, and Millennials, five generations whos

different formative life experiences over the past 50 years

personal and professional values and attitudes

challenge work relationships across generational boundaries.

boundaries is imperative to being competitive in today's

In this program, participants explore the differences and similarities of

cohorts, events that have helped shape their valu

the workplace and with each other.

interactive exploration of their own an

communications practices.

This program is designed to help participants:

• Understand their own and others

work in today's organizations

• Appreciate work and life perspectives of other age cohorts

• Avoid “trigger points”, those intergenerat

satisfying work relationships

• Increase awareness and understanding

meaningfully engaging others across generational boundaries

1


dging the Generation Gap: What Are “They” Thinking?

Generational diversity in the workplace is not going away – and neither are the tensions that

exist between the generations. Are you having difficulty understanding why your manager


or are considered “old school?” At a loss as to what your “younger” employees

consider acceptable workplace behavior? Do you find yourself “rolling your eyes” or “scratching


issues of ageism and generational values seem to surface more

s about how to communicate and what do about them

mporary workplace populated by Traditionalists (yes they’re still around)

oomers, Generation X'ers, Gen Y, and Millennials, five generations whose radically

different formative life experiences over the past 50 years have helped shape both their

personal and professional values and attitudes. Today's generational differences uniquely

challenge work relationships across generational boundaries. Understanding and b

to being competitive in today's business environment.

In this program, participants explore the differences and similarities of the various

, events that have helped shape their values and attitudes, and how they

the workplace and with each other. “Younger” and “older” participants come together in a

exploration of their own and other age cohorts' values, work orientations

program is designed to help participants:

and others “generational views” and the impacts they have

work in today's organizations

Appreciate work and life perspectives of other age cohorts

points”, those intergenerational tensions that derail productive and

satisfying work relationships

understanding amongst those in other generational cohorts by

others across generational boundaries


hinking?

and neither are the tensions that

understanding why your manager


?” At a loss as to what your “younger” employees

Do you find yourself “rolling your eyes” or “scratching


issues of ageism and generational values seem to surface more frequently -

and what do about them – then this

(yes they’re still around),

e radically

have helped shape both their

. Today's generational differences uniquely

rstanding and bridging these

.

the various generational

es and attitudes, and how they engage with

participants come together in an

work orientations, and

and the impacts they have on

that derail productive and

amongst those in other generational cohorts by

2


• Create organizational practices and policies that foster creative and satisfying working

relationships among age cohorts


Scott Span, MSOD


Session Details:





format

Content Focus:

• Diversity and Inclusion

• Communication

• Engagement and Retention


• Generational Management



• Provide a foundation of understanding of the differences and similarities of the various

generational cohorts in the workplace

• Offer an overview of how the events that have helped shape the generational cohort values

and attitudes, expectations, styles and communications practices can be a point of tension

• Help leaders, managers and employees maximize productivity and best engage and retain

the full cross generational cohort of employees

• Provide the generations some practical tools and tips for communicating and working with

one another

• Further enrich personal growth and development of participants by providing participants

the opportunity for discussion and learning by sharing their own views and experiences on

this topic

3



A solid understanding of the views of the various generational cohorts can help a potential

employer to best recruit, engage and retain employees. Connecting with the various

generations can be a difficult prospect. Many managers and leaders find themselves frustrated

when trying to communicate with, and maximize productivity from, the various generational

cohorts. This session will help to alleviate some of that frustration and provide tools, tips, and a

model to address cross generational differences when trying to recruit, engage and retain those

that make up the diverse and rapidly growing multi-generational workforce.


At the end of the session, participants will have a basic understanding of the various

generational cohorts, how their views were shaped, who they are, how they function, and how

to best recruit, engage, and retain them while maximizing their performance. Participants will

benefit by having a better understanding of some cross generational differences and how they

may minimize and address them to maximize potential and productivity.

Biography:






areas including change management, process and technology, culture change,

leadership development, engagement, retention, performance and sustainability. He has He is an

author on various topics of organizational development and the creator of the Recruitment and

Retention Lifecycle ™. His results have not only helped achieve desired goals, but have also increased

personal growth and development, leading to a more efficient and effective work environment. He

holds a Masters in Organization Development (MSOD) from American University and the NTL Institute.

He is also certified in the (FIRO-B) FIRO Element B behavior instrument powered by The Human Element.

Additionally he holds Process Mapping and Balanced Scorecard Certifications. He may be reached at

[email protected].


Session Title: You Don’t Just Flip the Switch:

Session Summary:

Even the best Enterprise Resource Planning Systems (ERPs) are only as good as the people that use them

and the people that help the organization prepare for their implementation. Many

prepared for the multiple initiatives and actions

technology. Getting people to use new technology requires

obtaining and maintaining buy-in and support

requires strategic communication, a clearly understood strategy, strong committed leadership and a

detailed change management and governance plan.

and other new technologies because they don’t understand why the technology i

will help them do their jobs. They often feel overwhelmed by the processes, terminology, and technical

nature of this type of change. This w

concerns and help lead to successful implementations

*You may also view our whitepaper

your people to successfully adopt the use of

website at: http://tolerosolutions.com/useful

This program will provide participants:

• Tips for success during tech

• An overview of a communications and governance approach

• An overview of ERPs including definitions of specific terminology often used in technology

implementations

• Highlights of certain pitfalls and challenges

initiatives

• A summary of definitions a

implementations

• Real life examples of successful organization and change management processes that can be

used as a model for guiding the implementation of new technol


Scott Span, MSOD


1


You Don’t Just Flip the Switch: Integrating People and Technology


and the people that help the organization prepare for their implementation. Many organizations are

the multiple initiatives and actions needed for successful implementation of such

technology. Getting people to use new technology requires more than just training – it requires

in and support. To achieve success a new technology implementation

communication, a clearly understood strategy, strong committed leadership and a

detailed change management and governance plan. Often employees resist the implementation of ERPs

and other new technologies because they don’t understand why the technology is necessary or how it


workshop will provide tools and information in an effort to ease these

to successful implementations.

r on this topic entitled, Integrating People and Technology

the use of new and emerging technologies. It is available on

http://tolerosolutions.com/useful-resources/whitepapers-articles

participants:

hnology change initiatives for both change leaders and employees

An overview of a communications and governance approach for technology ch

n overview of ERPs including definitions of specific terminology often used in technology

pitfalls and challenges that often occur during technology

and sample roles and responsibilities associated with ERP

eal life examples of successful organization and change management processes that can be

used as a model for guiding the implementation of new technology


2063 Email: [email protected]


Integrating People and Technology


organizations are not

implementation of such

it requires

. To achieve success a new technology implementation

communication, a clearly understood strategy, strong committed leadership and a

Often employees resist the implementation of ERPs

s necessary or how it


effort to ease these

echnology: Enabling

available on our

h change leaders and employees

hange initiatives

n overview of ERPs including definitions of specific terminology often used in technology

y change

bilities associated with ERP

eal life examples of successful organization and change management processes that can be

2


Session Details:





format

Content Focus:

• Technology (ERPs)

• Change Management

• Strategic Communication


• Process and Requirements Definition



• Educate the audience on ERPs, helping to alleviate any feelings of being overwhelmed and

unprepared that may arise when faced with the challenge of integrating an ERP within the

organization

• Provide a foundation of understanding for the unique and sometimes daunting task of

implementing an ERP

• Offer n overview of ERPs including definitions of specific terminology often used in technology

implementations

• Teach participants the importance of having a communications and governance approach and

highlight a sample methodology

• Inform participants of some of the possible roles and responsibilities changes that may occur

associated with ERP implementations and how to map current to future to roles

• Highlight some of the pitfalls and challenges of a technology change initiative and offer tips for

success for both change leaders and employees

• Provide real life examples of successful organization and change management processes that

can be used as a model for guiding the implementation of new technology

• Several useful tools and real life examples will be presented that will demonstrate how some

managers have successfully overcome the challenges of merging people and technology within

their organizations


This session will address the frequent problems many organizations face when dealing with the

implementation of ERP and other new technologies. It provides a foundational understanding of what

an ERP effort encompasses, and some of the necessary and sometimes unique actions required for a

successful implementation. The workshop will provide an overview of a holistic and systems approach to

technology change management.

3



At the end of the workshop participants will have a basic understanding of ERPs, what they are, how

they function at a high level and why they are important. (and in some cases such as in Gov't why they

are mandated). Tips of how some managers have successfully overcome the challenges of merging

people and technology within their organizations will also be highlighted. Participants will benefit from

leaving the session, with tools and templates used with success in past ERP efforts, such as change

management processes, terminology and definitions, an ERP glossary, and an overall high level approach

(inclusive of a change management and communications process) for managing the integration of

people and technology. Participants will also learn sample roles and responsibilities, and gain tips for

success aimed at both change leaders and employees.

Biography:






areas including change management, with a focus on the integration of people and

technology, culture change, leadership development, engagement, retention, performance and

sustainability. He has He is an author on various topics of organizational development and the creator

of the Recruitment and Retention Lifecycle ™. His results have not only helped achieve desired goals,

but have also increased personal growth and development, leading to a more efficient and effective

work environment. He holds a Masters in Organization Development (MSOD) from American University

and the NTL Institute. He is also certified in the (FIRO-B) FIRO Element B behavior instrument powered

by The Human Element. Additionally he holds Process Mapping and Balanced Scorecard Certifications.

He may be reached at [email protected].