DISCERNING THE CONTEXT | IDENTIFYING PROGRAM IDEAS | | DEVELOPING PROGRAM OBJECTIVES | DEVISING TRANSFER-OF-LEARNING PLANS | MAKING RECOMMENDATIONS AND COMMUNICATING RESULTS | | | BUILDING A SOLID BASE OF SUPPORT | | SORTING AND PRIORITIZING PROGRAM IDEAS | DESIGNING INSTRUCTIONAL PLANS | | | | | FORMULATING EVALUATION PLANS | SELECTING FORMATS, SCHEDULES, AND STAFF NEEDS | COORDINATING FACILITIES AND ON-SITE EVENTS pic-projects.jpg GLOBAL CELLULAR

Your requirement is to plan a new program designed specifically to improve the corporation’s ability to recruit and prepare new managers for senior level leadership positions. The organization is a telecommunications company very similar to Sprint which has a corporate university to handle its training needs. Your team is from this corporate university, with some added members from the corporate front offices.

This working group was put together by the Vice President in charge of the corporate university. He was tasked to work on this topic by the CEO because of significant turnover in the ranks of senior leadership. Not only has there been a problem keeping highly qualified individuals in these positions, but some of those that have been placed in these positions have not proven themselves to have been ready for such a leadership challenge. There does not appear to be any difference between those unprepared senior leaders who were hired from within the company and those who were recruited from the outside. This problem is costing the company significant money and turmoil and the CEO wants it stopped. Your group is tasked to create the program to solve this problem.

Two members of your working group are from the corporate university and have extensive background in training and adult education. A third member of the group is from the corporate Human Resources Office and is there as a resource on personnel policy and expectations of senior leaders. The fourth member of the group is an executive assistant to the Chief Operating Officer, who has been very vocal about how poor senior leadership has been and what should happen if the corporate university can’t find a way to turn this trend around. He sees it as a training problem first and as a hiring problem second.

Your final product, due to the CEO no later than Nobember 17th, is a collaborative Wiki detailing the program you recommend with all of the educational and administrative issues worked out and any problems identified. One of the members from the corporate university has extensive experience with the Caffarella model and has convinced the rest of you as to its utility. You have determined to use her model to guide your deliberations and the organization of your Wiki.

You have time to research this organization and the specific program you must plan. Many resources exist for your use; research is part of program planning. Any additional information you believe you need may be gained from Dr. Martin.

external image mgt_leadership.jpgDISCERNING THE CONTEXT


Summary: To build an educational program that addresses the rapid turnover of senior executives in the company, the corporate university team sought to understand the situation by querying current and former company members, as well as examining the current operating environment. Information gathered to discern the context reflects the following:

The people involved:
a. Mid-senior executive level (those departing the organization), pay, job expectations, and subordinates were not significant factors that influenced their departure.
b. Responses that declined comment about the top senior executives indicated a relationship climate issue.
c. At the top executive levels, a host of issues were identified, including poor problem solving, communication, and time management skills.
d. Senior leadership identified the need to increase communication, both between individuals and departments.
e. The need for managers to transition into effective executive leaders was also identified.

Current environment outside the company:
a. Telecommunications has fared well in the current economic downturn due to the perception of the need and demand for communications throughout the range of customer opportunities.
b. Increasing demands for new services and increased capacity will require the company to innovate in order to maintain competitive.


Some of the means to discern the context and the results of this effort:
Survey of senior leaders and employees to determine the quality of the work environment:
1. Do I Know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor or someone at work seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of the company make me feel my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone at talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?

Interview with Chief Executive Officer:
Q1. What training should your subordinates have received to be more successful?
A - Time Management – They had a tendency to not manage time; couldn't make the jump from middle to senior manager
Q2. What are your expectations of new senior management?
A - Accomplish all tasks within the time frame and resources available, if unable to meet those expectations then I would expect a firm analysis of why. Everything they do must speak to cost benefit analysis
Q3. Exit interviews showed issues with senior executives (SE). What training could we provide to senior executives to help retain new senior management?
A - SE haven’t mentored like they should. They have had manager training but little leader training. They must mentor managers. Role of SE is to prepare the next level of SE.
Q4. How effectively did subordinates communicate with you?
This has been an issue. They are good at email, but fail to have a thorough and complete rational thought within their communication. Typically the email is a quick answer without thinking through how to answer the problem themselves. They don't work through before voicing their problem. Bottom line: they are not writing/communicating well.
Q5. How did you communicate to subordinates?
A - Impersonal methods are used too much. There has not been enough face to face. The SEs have been spending too much time on computer or in meetings. SEs are not adequately involved on personal level with the senior managers that are turning over. They have not communicated clearly expectations which results in a negative view of the disappointment in results. There has been very little feedback or dialogue.
Q6. How responsive were subordinates to what you communicated?
A - Too responsive actually. They need to spend more time on collective thought and problem solving. Their responses need to be more personal. Everyone should read Death By Meeting which talks about how to hold short meetings and have more personal communications. Disagreement is ok, needs more critical thinking.
Q7. How did you solicit subordinate input?
A – I didn't do this enough. Occasional I would send an email, but I didn’t enforce enough personal interaction. I have been too aloof and electronically oriented. SEs must get back to leadership. Need to solicit more input. Our meetings probably aren't the most effective.
Q8. What are your impression of subordinates satisfaction, workplace environment, and inter-departmental communication?
A - Pretty good environment but doesn't mean much if the environment isn't adequately meet people’s needs. Issue at hand shows there is an issue in the corporate culture. My impression of subordinate satisfaction is/was problematic. SEs are all too worried their our rice bowl and not productive enough. Inter-departmental communication could improve. Too career oriented, need to give people more space.

Other factors considered in discerning the context:
· Current business environment
· Major competitors
· Customer satisfaction
· Company organizational strategy and vision
· Ethics and competence


IDENTIFYING PROGRAM IDEAS

Ideas were generated through outside research of corporate education programs, group brainstorming, senior leadership interviews, and analysis of questionaire responses. A highly structured needs assessment was conducted as a means of ensuring potential power issues were resolved appropriately. The current workgroup became the staff and set about determining context, purpose, and objectives. Respondents were chosen as well as the techniques appropriate to determine context from people who were no longer members of the company. Data was collected and identified a centrally important need, as well as many related needs. The results of the needs assessment are incorporated into this report and have informed the proposed educational program plan.

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Corporate training programs:
University Corporate Training Courses
Harvard Business School Executive Training
Circles Of Excellence
Corporate Leadership Training**

Needs identified:
  • A one on one meeting with the Chief Executive Officer, Chief Financial Officer, Chief Operations Officer, Corporate Legal Representative - this will ensure that a personal relationship is developed with the senior executives and the new manager has a understanding of their vision and expectations
  • An overview of the corporate strategy and vision
  • An orientation to the company, including facilities, function, and philosophy
  • Training on meeting management (Book Reading - Death by meeting)
  • Mentorship for new managers and existing leadership (a possible outsourced opportunity to get a fresh look from the outside)
  • Training to improve and understand the importance of interpersonal relationships for leaders/managers
  • Training to improve effective communication
  • Time management
  • Formalize team building into the company through socials, sports, and retreats



external image objectives.jpgDEVELOPING PROGRAM OBJECTIVES

The workgroup considered what the corporation needs new leaders to learn and what changes should be expected from that learning, both from the new executives and from company performance. The workgroup decided that the program objectives should mirror the objective focus of the company: Profitability, Productivity, Retention, and Customer Satisfaction (P2RC). Our program must improve each of these areas to be considered viable and a success for the company to sustain.

Profitability Objectives - Evaluated by quarterly and an annual review of department performance
- The program objective would be to increase profitability by retaining a more efficient profitable manager and leader.
- The manager produced from the training will have the skill set to leverage the capability of his/her subordinates to meet the more clearly defined expectations of his/her senior executives.
- They will be able to identify and implement more efficient methods to improve profitability.

Productivity Objectives - Evaluated by quarterly and an annual review of department performance. Review of performance report and subordinate survey.

- Manager will be able to reduce the distractors to subordinates
- Make meetings more efficient
- Communicate more effectively with superiors and subordinates

Retention Objectives - Evaluated by HR on the retention of "quality" subordinates within department
- Reduce turnover within the department
- Understand risk/reward system to motivate subordinates
- Fairly and completely evaluate and mentor subordinates to ensure satisfaction with work environment and expectations

Customer Satisfaction Objectives - Evaluated through customer satisfaction reports, supervisor performance evaluations, and surbordinate surveys

- Manager has three customers to satisfy: supervisor, subordinate, and external customer (when applicable)
- Training should improve each type of customer satisfaction resulting in better performance

Additionally our program had the following objectives with both measurable and non-measurable outcomes:

Orientation Objectives:

  • Understand the history of the Company
  • Understand the policies and legal specifics of operations
  • Understand the structure and function of departments within the company
  • Understand their own department and their concerns
  • Equip them with the necessary tools to be successful

Other Program Objectives
  • Acquire an in-depth understanding of core business functions and build foundational skills to integrate these functions across the organization
  • Examine new techniques and technologies for driving results throughout the company, even in a downturn
  • Formulate a holistic approach to identifying problems, formulating solutions, and adapting to change
  • Build strategic skills for effective decision making and implementation
  • Expand their capacity to lead cross-functional initiatives and corporate projects amid challenging global markets
  • Develop a personal leadership philosophy that reflects greater knowledge, capabilities, and confidence



DEVISING TRANSFER-OF-LEARNING PLANS

  • 2 Week Training Program
  • Combination of guest speakers, sit-down 1-1 meetings, advanced readings to prepare for each day of orientation/training and to ensure active learning
  • An outline of what learning obj participants wish to pursue - leave time during the second week to address objectives
  • Assign a mentor from senior executives - Pre-arrange lunch
  • Include time dedicated to the CEO, COO, CFO, and Legal/HR
  • Education staff will coach the participants through the program
  • Follow up sessions must be anticipated and prepared, based on observed program outcomes and environmental adjustments
  • Schedule a periodic review of the program, including evolved executive perspectives (hindsight benefit)


MAKING RECOMMENDATIONS AND COMMUNICATING RESULTS

  • Quarterly report of training completed
  • Collect data from program participants, following the training and 6 months later.
  • Show cost savings based on higher retention
  • Highlight success of new hires
  • Continuing education program for senior leaders
  • Bi-annual meeting to discuss corporate education success and solicit ideas for future training
  • Annual reunion meeting with trainees to address program success and ideas for implementation



PREPARING BUDGETS AND MARKETING PLANS


Program Expenses:
Development Costs: contained within Corporate University budgetArtWeb20.jpg
Delivery Costs:
- Hotel Lodging: $90 per person per night
- Hotel Facilities: $100 per hour (conference rooms)
- Restaurant: $18 per person per meal ($8 continental breakfast daily)
- Golf Course: $65 per person greens fees

Assuming 20 participants for 12 days, approximate total costs are: $49,440

Evaluation Costs: contained within Corporate University budget and company operating budgets

Program Financing: per Corporate University budget




BUILDING A SOLID BASE OF SUPPORT

  • Periodic review with CEO for vision and strategy of the company, for the alignment of educational program goals

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  • Form a bi-annual company processes and functions work group to capture lessons learned, review procedures and policies, and provide a voice for all company members, from the CEO to the janitor
  • Emphasize the history of the company in public forums
  • Publicly recognize senior executives efforts in self-development and continuous learning activities
  • Incentivise continuous learning by sponsoring selected company members and their families

through a company scholarship fund
  • Explore the possibilities of charitable donations to local community schools
  • Ensure a senior company representative attends local community town hall meetings
  • Legal department to cover policies and legal considerations of the organization and market
  • Survey Board members for ideas
  • Work with budgeting for expanding costs while also documenting long-term savings
  • Follow quarterly reports to ensure program objectives match market realities
  • Conduct semi-annual meetings to report success and generate ideas for future training
  • Conduct exit interviews with personnel who depart the company


SORTING AND PRIORITIZING PROGRAM IDEAS

The workgroup focused on the problems identified while discerning the context. Along with those focus areas we decided to sort and prioritize our training based upon:
- The company strategy and vision
- Senior leadership guidance
- Effective negotiation skills required to navigate situations in which power is a central issue
- Ways to maximize communication and cultivate a climate that listens to multiple voices through a variety of means, especially group facilitation
- How, when, and what risks to take
- Ethics - standards that meet the vision of the company



DESIGNING INSTRUCTIONAL PLANS


The foundation of the training will be based upon self awareness and an awareness of others and their unique personalities and learning styles. Some examples below are the type of assessments that will be used prior to the leadership training which can help executives/managers understand their own personality and

others and how those differences effect the workplace. This will lead to a better understanding of interpersonal communication and understanding that everyone works differently and can offer important strengths to a team.

The Factor of Fi​ve Personality (Big Five)
Personality Test
Personality Research Papers
Interpersonal Relationship Tips

Additionally to establish some standards in meetings and leadership, the new managers will be required to read Death by Meeting - the book requested by the CEO. The book will be given as assigned reading prior to the leadership training course and highlighted throughout the training.

Other Required Readings:

Readers Guide for Death by Meeting

external image Telecommunications.364113957.jpg

Tips for Effective Meetings
Meeting Model
Mentorship Article Abstract-
Problem Solving Using SWOT
SWOT Exercise and Other Team Building Exercises

7 steps to problem solving

7 Habits of Highly Effective People PowerPoint


FORMULATING EVALUATION PLANS


Objective
Evidence
Instrument
Collection Location

Profit
- Increase profitability by retaining a more efficient profitable manager and leader.
- Have the skill set to leverage the capability of his/her subordinates to meet the more clearly defined expectations of his/her senior executives.
- Identify and implement more efficient methods to improve profitability.
Evaluated by quarterly and an annual review of department performance
After 2 Week Training Session

Retention
- Reduce turnover within the department
- Understand risk/reward system to motivate subordinates
- Fairly and completely evaluate and mentor subordinates to ensure satisfaction with work environment and expectations
Evaluated by HR on the retention of "quality" subordinates within department
After 2 Week Training Session

Productivity
- Reduce the distractors to subordinates
- Make meetings more efficient
- Communicate more effectively with superiors and subordinates
Review of department performance. Review of performance report and subordinate survey
Quaterly and annually

After 2 Week Training Session

Customer satisfaction
- Manager has three customers to satisfy: supervisor, subordinate, and external customer (when applicable)
- Training should improve each type of customer satisfaction resulting in better performance
Evaluated through customer satisfaction reports, supervisor performance evaluations, and subordinate surveys
6 months and 1 year after completion of training

Familiarization and Orientation with
company processes and functions
Demonstrates how the company works and interacts well with other departments
Follow up interview/survey of effectiveness or orientation
After the program completion and ongoing.

Awareness of the economic environment,
profitability, and productivity
Demonstrated grasp of the environment and key factors that affect the company and its success
Performance Evaluation Reports
After the program completion and ongoing throughout career

Team Building
Cohesive and productive department
Survey - superior and subordinate
At end of training session

Follow up:
6 months and 1 year after training

Mentorship
Participants are retained and senior leader values are reflected in day to day transactions
HR report of retention within department and survey of SEs
6 months and 1 year after training

Analysis and Problem Solving
Participants demonstrate knowledge of analysis processes and implement processes during daily operations
Practical exercise during training
Performance evaluation reports
Department performance reviews
During training session

Bi-annually

Time Management
Participants demonstrate effective time management skills and incorporate time management into daily operations
Practical exercise during training
Performance evaluation reports
Department performance reviews
During training session

IAW performance review schedule

Effective Communication
Participants demonstrate clear and concise oral and written communications that meet published company standards
Practical exercise during training
Performance evaluation reports
Department performance reviews
During training session

IAW performance review schedule



SELECTING FORMATS, SCHEDULES, AND STAFF NEEDS

The following program schedule was devised:
Week #1:


Monday
Tuesday
Wednesday
Thursday
Friday
AM
Orientation
Meeting with CEO
Team Building
Interpersonal Relationships
Mentorship
PM
P2RC
Meeting with COO
Meeting with CFO
Legal and HR meetings
Social / Team building with spouses

WEEK #2

Monday
Tuesday
Wednesday
Thursday
Friday
All Day
Problem Solving
Critical Thinking
Time Management
Effective Communication
Social/Team Building Golf Tournament

Coordinate individual meetings /locations with assistants
1:1 meetings will be at the office/work station of current employee - non attribution and private
Basic structure and speaking points will be provided to each member of the meeting
Personal overview/background of individuals will be provided to both meeting members in advance
Basic refreshments - coffee/water/snack - time appropriate



COORDINATING FACILITIES AND ON-SITE EVENTS


A central conference room for all other outsourced programs. Audience always less than 5-1
Golf course
Restaurant
Hotels
Conference center

Instructional materials (dry erase boards, laptop computers, wall screen projectors/'one eye')
Orientation materials (name tags, lobby signs)

external image logo.gif

For a recommended facility that can sufficiently house the conference and it's participants,
see the Double Tree website: http://doubletree1.hilton.com/en_US/dt/index.do?WT.mc_id=1DT2RE4Doubletree5Home