Transformational Project Excellence

Every organisation has deep reservoirs of talent that are not achieving their full potential. There are many reasons why full potential is not achieved and excellence is not cascaded throughout an organisation.

You will no doubt have your own list, but after working with organisations for many years I have found a set of 20 reasons why talent is not realising its full potential - let's explore, then look, hear and feel a holistic leadership development process that is focussed on talent maximisation, barrier elimination and results acceleration....

Resource:
Covey's 7 Habits of Highly Effective People
https://www.sachem.edu/assets/north_important_information/seven_habits_of_highly_effective_people.pdf

TED Spark: 4 ways to keep growing in a changing world
https://www.linkedin.com/pulse/4-ways-keep-growing-changing-world-ted-conferences-kuyhe/

Episode Transcript

Speaker 1 (00:07):
Hello again everyone, and welcome back to our Dream their
Dazzle show. Last week we explored why individual transformation matters.
What I said to you and what I found over
the years. If you want to, if you're trying to,

(00:30):
if leaders are trying to cultivate organizational accent, they must
start the inner journey. Do themselves first, start the internal
journey of individual access. It's the inner journey before public perfectory.

(00:51):
With that mind, I'd like to talk about our or
your transformational leadership proge that you're you're involved in to
make a difference a tremendous uplifting your organization. To help
us with that, it's trying to explore what resources we have.

(01:19):
I believe that every organization has deep reservoirs of talent.
They are not really achieving their full potential. You could
say there's many reasons why this isn't achieved and excellence
isn't cascades throughout our organizations. I'm sure you've got your

(01:41):
own list, but I've worked with quite a number throughout
the world, as I mentioned previously, and including different sectors,
I found a set of twenty reasons why our talent
isn't realized its full potential. I'll share with you my list.

(02:05):
What would you add to this number? One uninspiring leadership,
two unclear expectations. Three low levels of trust and respect.
Four a culture of compliance rather than commitment rather than creativity. Five,

(02:28):
A lack of or a constantly changing strategic direction. Six
low levels of accountability. Oh, it's nothing to do with me,
it's not my job. Seven they're wrong performance metrics. What
is it you're actually measuring? Does it add value? Eight?

(02:53):
The creation and tolerance of addition gage workforce? Low levels
of critical objective thinking. Ten poor or no strategic prioritization
and decision making a living low levels of rewards and recognition.

(03:19):
That's just the way we do it here. There's nothing
to recognize. Good job, job, well done. Thanks. That simple
world of thanks, meaning it from the heart makes such
a difference. Twelve. A lack of disciplined execution falling through

(03:41):
thirteen really important, no fun, no joy in the workplace.
Fourteen little or no coaching or mentoring, no assistance, no
no really good positive feedback. Fifteen wrong people, wrong role?

(04:01):
Probably whare of that? One? Sixteen no process for continual
improvement for sharpeningness, saw for overcoming barriers sixteen neggertive mindset
eighteen seen is quite a lot double standards. Senior leaders

(04:23):
doing one thing inspect something else from the rank and file.
It's not what I not what I do, it's what
you do. Nineteen Seeing workers and customers is broken, they
need to be fixed. Twenty unhappy customers based on poor

(04:48):
inferior products or service. What would you add to that?
Whether you work in a startup company with say ten workers,
or a mature organizing would say twenty five thousand workers,
Cascading excellence through your organization requires leaders to engage in

(05:09):
a continual leadership development process. It's a bit impowerment, I
call it, particularly in safety leadership without title, and it's
focused on talent maximization, barrier elimination and results acceleration, and

(05:31):
no one certain terms of this is what transformational leaders do.
So what I'd like to speak about, just for a
little while today is is how you'll design a holistic
leadership development project and dive headlong into increasing your business performance.

(05:57):
First of all, talent maximization starts with the premise that
you really do have talented people working for you. If
you don't, that's a separate management issue, but will not
be talking about not addressing it here, assuming you do.

(06:17):
In order to convert the skills and talents of workers,
you must identify the workers who are evangelics, people who
want to make the missionaries could be called. That may
be an off a strong word, but the evangelical for
what everyone what you what? We want to accompanish the

(06:41):
workers have the mindset and skills set that's not only
supportive of the management, senior leadership team, but their enthusiastic
committed people. Think about your project. Clarify who you've been
for of who represents the best mindset, the best skill set,

(07:04):
the best experience, the greatest passion, the greatest energy, and
the greatest creativity. Name your top three of five people.
What talent do they bring to this project? Next, let's
look at barrier elimination. We can have the smartest, hardest

(07:27):
working workers on the planet, but they'll never produce accelerated
business results if the one and only things standing between
them and greater results is not limited. We're talking about
barriers and obstacles. Barriers can be culture, processory, attitudinal, communication related,

(07:54):
leadership compensation. You get the idea behind it in order
to get or cascade, elegance, elegance, I get it throughout
your organization. Let's call elegant excerpts. We should be less

(08:18):
interested in the symptoms of lower performance and be more focused.
It's the root causes that, once identified, help organization remove
barriers permanently. That was part of my role on peak
performance and particularly when it was involved in Human factor's

(08:42):
root cause analysis. Get down to the very bottom, very
bottom and identify from a human factor's organizational perspective, what
are some some of the things safety because across all
elements of business, and particularly when I worked in the

(09:03):
major act and Hazards area, what I would say to
you is anywhere that we've got a root cause, it's
conceived or found to be a barrier, I would say
that's also a lever for high performance. I'll put a

(09:25):
link to the UK's Health and Safety Executive Human Factors
area and you can see some of the topics this
may be worth exploring. So once you've identified the talent
you want or you need to achieve your project, it's
time to enter enlist them and conducting a force field

(09:49):
analysis to break down there is training forces to our
be project or big project or we build the promoting
forces for achieving breakthroughs. As a reminder, restraining and promoting
forces are as face restraining. What are the opposing barriers

(10:14):
to satisfying successful completion of your project? I said before
This can be people, process or plant or available resources.
You want to brainstorm the longest list possible with your
team promoting forces. What are the promoting forces that can

(10:37):
ensue you can secure a satisfying successful completion of your process? Again, people, processes,
plant or available resources. Identify your restraining promoting forces requires
you to look at address one. What's the result I

(10:59):
want to achieve? This is a foundational question for your
leadership project. Two? What are the matrix and value of
completing my project? What is it that gives us value?
How do I measure it? Three? What are the promoting
and restraining forces that must be a dress? Four? How

(11:22):
do I set priorities for the forces at play? What
do we need to address for second and third? Clarifying
ryank each one according to priority? Five? To what forces
will I give it immediate attention? Six? What new priorities

(11:43):
or promises for my leadership are required in order for
this project to be successful? Seven? This is a bit planning,
where's my calendard? What we're going to schedule each aspect
of a project into results acceleration. The results we want

(12:05):
in our project must be infused with emotion. Yes, the
what of the project must be clear, but the why
must be fully present as well. Without the emotion, but
now collecting to the heart the motion of the why,
the commitment necessary to do anything different or difficult just

(12:28):
won't be there. Leaders must be the primary even jealous
for the project. Another word evangelous may have a negative
connotation based in some political or religious and transigence, and

(12:53):
even jealous is someone who builds a critical mass or belief, support,
stjam and engagement for an idea or aspiration. In many ways,
leaders have to balance being open and receptive to input

(13:14):
as well as being single minded, driven and not taking
no for an answer. They have to hit the street
shouting what they believe and why it's important. Results acceleration,
especially it comes to cascading excellence through an organization, requires

(13:38):
this tremendous focus on the three dimensions of what we
discussed and the purpose principle requires high levels of love, talent,
and value. Leaders in turn link their strategic rout results
and leadership project and ways it connect the love the

(14:02):
half of the world, the talent others bring, and the
value they're committed to create. I believe that with the promise,
with a compelling leadership purpose, high value promises, and strategic priorities,
you we, your team, your organization can design a leadership

(14:26):
project that will not only provide transformation of value to
the people who matter most to you, but you can
design a repeatable, enjoyable project. It's more rewarding and enriching
for you. Next week, we'll talk about how to persuade

(14:46):
those with competing priorities to support your project using a
three part persuasion proces. Till then live life with per
and dream there and dazzle your world. Goodbye There,