Performance measures for CEOs

Performance measures for CEOs

Thoughts having read this...The Head of the Civil Service has no performance measures
https://www.bailiwickexpress.com/jsy/news/still-no-former-appraisal-process-gov-ceo/

Establishing performance measures for CEOs, regardless of the context, comes with its own set of advantages and challenges.

Here's a distilled look at the pros and cons:

Pros

Accountability: Performance measures ensure CEOs are accountable to stakeholders, including shareholders, employees, and customers, by aligning their actions and decisions with the organization's strategic goals.
Clarity and Direction: Setting clear performance metrics provides CEOs with a clear direction on what is expected of them, helping to align their efforts with the organization’s priorities and objectives.
Motivation and Incentives: Well-defined performance measures can motivate CEOs to perform at their best. Often tied to compensation packages, these measures can act as incentives for achieving or exceeding targets.
Performance Evaluation: They allow for a systematic evaluation of a CEO’s performance, facilitating fair and objective assessments based on predefined criteria rather than subjective judgments.
Strategic Alignment: Performance measures can ensure that the CEO's actions are closely aligned with the organization's strategic vision, driving cohesive efforts across all levels of the organization.

Cons

Short-Term Focus: There's a risk that CEOs may prioritize short-term gains to meet performance targets at the expense of the organization’s long-term health and sustainability.
Overemphasis on Quantitative Metrics: Reliance on quantitative measures might overlook qualitative aspects of leadership, such as team building, innovation, and corporate culture, which are harder to measure but critical for long-term success.
Pressure and Risk-Taking: The pressure to meet performance targets might encourage risky behavior or unethical practices, especially if the measures are overly aggressive or misaligned with ethical standards.
Complexity and Relevance: Establishing relevant and fair performance measures can be complex. Inappropriate metrics might lead to misaligned priorities or overlook critical areas of performance.
Adaptability Issues: In a rapidly changing business environment, fixed performance measures may become outdated quickly, potentially misguiding the CEO’s focus or efforts.

In essence, while performance measures for CEOs can drive accountability, motivation, and strategic alignment, they must be designed carefully to avoid incentivizing short-term gains over long-term value, encourage a balanced approach to both quantitative and qualitative aspects of leadership, and remain adaptable to changing business landscapes.

STRATEGY V IMPLEMENTATION (THINKING V DOING)

In today's world, the emphasis often falls on advice rather than execution. There's a premium placed on those who dispense guidance, while the act of putting plans into action is often regarded as menial or secondary. We often speak of leaders occupying the upper echelons, managers in the middle, and workers below them, yet implementation seems to fall by the wayside. We excel at generating brilliant ideas, crafting compelling narratives, and delineating visions and values. However, when it comes to executing these plans, we falter. Instead of acknowledging this failure as a shortfall in our strategy, we attribute it to resistance to change, insufficient resources, or time constraints, as if the strategy itself were flawless and destined for success if not for these external barriers. In reality, this is naive. A truly effective strategy is one that can be carried out, and the ultimate measure of success lies in its implementation. Thus, implementation reigns supreme.

Cultural Fit versus Performance Management

 

Cultural fit and performance are distinct aspects within the realm of human resource management. While cultural fit pertains to how well an individual aligns with the values, norms, and behaviors of an organization, performance refers to how effectively an individual meets the established standards and expectations in their role.

It's crucial to differentiate between the two because they address different dimensions of an employee's contribution to the organization. Cultural fit ensures that an employee's attitudes, beliefs, and work style are in harmony with the company's culture, fostering cohesion and alignment within the team. On the other hand, performance management deals with assessing and improving an employee's ability to meet job requirements and achieve desired outcomes.

When an employee performs poorly against agreed-upon standards and expectations, it's primarily a performance management issue rather than a cultural one. In such cases, the focus should be on identifying the root causes of the performance deficiency, providing necessary support and resources for improvement, and implementing appropriate measures to address the issue. While cultural fit may influence aspects of an employee's performance, it should not be conflated with performance management, as addressing performance issues requires a distinct set of strategies and interventions.

Exploring the Dynamics of Trust

 🌟 Exploring the Dynamics of Trust 🌟

Navigating the intricacies of trust is vital in fostering meaningful connections and driving success. From predictability to shared experiences, understanding its multifaceted nature is key.

✔️ Trust serves as the cornerstone of collaboration, enhancing productivity and innovation within individuals and organizations.

❗️ However, blind trust poses significant risks, necessitating a critical evaluation of information and a commitment to transparency.

Here are some reflections on what trust entails:

1️⃣ Predictability: Trust in consistency is valuable but must adapt to changing circumstances.

2️⃣ Friendship: Loyalty in friendship enhances collaboration but may cloud judgment.

3️⃣ Shared Values: Alignment fosters unity but should not stifle diversity of thought.

4️⃣ Agreement: Harmony promotes understanding but risks overlooking dissenting voices.

5️⃣ Supportive Disagreement: Open dialogue encourages growth but requires genuine acceptance of diverse perspectives.

6️⃣ Psychological Safety: Comfort fosters innovation but must not discourage accountability.

7️⃣ Shared Goals: Collaboration towards common objectives must consider ethical implications.

8️⃣ Rights: Trust ensures fairness but requires vigilance to prevent exploitation.

9️⃣ Rituals: Tradition builds identity but should not hinder progress.

🔟 Shared Experiences: Camaraderie strengthens bonds but demands inclusivity.

In fostering trust, authenticity and continuous growth are paramount. Let's unlock potential and drive success together!

See also longer discussion

Should we trust, or be trusted?
https://thinkingfeelingbeing.com/2024/03/26/should-we-trust-or-be-trusted/

Tim HJ Rogers
Consult | CoCreate | Deliver

#Trust #Collaboration #Leadership #Authenticity #Growth #Success #Consulting #Coaching #ChangeManagement #ProjectManagement #ChannelIslands

Are we evolving beyond human?

 

Our thinking is shaped by our past, whether it's influenced by nature or nurture, or our life experiences. At a deeper level, our thinking is influenced by our chemistry - what we consume, be it food or drink, and our DNA. These are all vital components that affect how we think, feel, and exist. Without these elements, we wouldn't be the same individuals. It's widely understood that the brain isn't the sole center of our thinking; rather, the nervous system extends throughout our bodies. This nervous system can inform or misinform us, as evidenced by phenomena like phantom limbs, gut reactions, uncomfortable anxiety, and heart-wrenching indecision. These functions highlight aspects of the human condition beyond the brain itself.

So, what happens to us as human beings when we no longer need to physically exercise or mentally stimulate ourselves? What if we no longer need to exert effort in learning new skills or providing for ourselves and our families? What if technology, biopharmaceuticals, and AI take care of these tasks for us?

If all these aspects of being human are replaced by technology, what defines our humanity? If these things become unnecessary or less essential in the future, are we evolving into something else, something beyond human, akin to how we evolved beyond apes? How comfortable are we with the notion of no longer being purely human, and what are the consequences of such a transformation?

Furthermore, if we aren't actively shaping the future but rather outsourcing decision-making to artificial intelligence and others, are we truly evolving or merely relinquishing control? Instead of transcending and expanding humanity, we risk regression, becoming less than what we once were. History provides examples; evidence suggests that Neanderthals were potentially stronger and more ingenious than Homo sapiens but ultimately succumbed to the collaborative power and ingenuity of our species.

In contemplating these questions, we must consider the trajectory of our evolution and the implications of our choices as we navigate an increasingly technologically driven world.

I'm excited about Dr. Eve Poole's talk. Can't wait to hear what she has to say!

DR EVE POOLE ROBOTS SOULS
Challenging Conventional Thinking on AI and the Human Element
https://www.leadershipjersey.je/robot-souls

Some thoughts on testing, test plans and test cases

Phase 1 – Testing if It's Ready for Testing

When conducting testing of a new product or system, it's important to recognize that there will be many different levels of testing. There will be the initial testing that needs to be done by a small cohort of people who are actively involved in the product. They will understand what the product is supposed to do and will be able to identify minor or major faults. These individuals understand the requirements and the system, enabling them to design suitable tests, identify any shortcomings, and determine necessary remedial actions. They are also responsible for assessing the importance of the problems and deciding whether the product is acceptable or not.

This initial testing may involve using dummy data or scenarios to isolate specific functions for testing. It ensures that the product is sufficiently prepared for wider user testing later on. Releasing a product for extensive testing with many users when it's not ready would be inefficient and costly.

During this phase, it's essential to document the tests accurately so that they can be repeated consistently by many users. Random testing can yield unreliable results, highlighting the importance of thorough, complete, robust, and consistent testing for ensuring product efficacy and confidence.

Phase 2 – Testing if Everything Works

The second stage of testing requires more coordinated efforts compared to the initial round. Testers need written test scripts to guide them through the testing process, outlining what tests to conduct and how to interpret the results. This phase not only evaluates the product's functionality but also assesses supporting processes, procedures, and policies, preparing for user acceptance.

Testing during this phase may involve using realistic data, either from previous records or redacted data, to simulate real-world scenarios accurately. It's crucial to compare the actual outcomes with expected results or with data from legacy systems to ensure consistency and accuracy.

Beyond functionality, testing in this phase also examines data quality. Even if the software functions correctly, errors in the data, such as poorly formatted addresses or names, can lead to failures. Developing policies and procedures surrounding product usage is also essential at this stage to ensure alignment with organizational protocols.

Phase 3 – Testing if We Are Ready to Accept and Use

The final round of testing occurs once there is complete confidence in the product, its functionality, data usage, processes, outcomes, and supporting documentation. This phase ensures that all criteria for go-live readiness are met, including data migration from legacy systems.

User acceptance testing in this phase validates the accuracy and completeness of data migration. Any problems encountered, whether cosmetic or functional, need to be addressed before proceeding. This phase serves as a final check to ensure readiness for full implementation.

Conclusion

By following this three-step approach or variations of it, organizations can iteratively build their knowledge, skills, and experience with products and data. Each step informs the next, enhancing the ability to use the system effectively and develop supportive policies and procedures. Additionally, it facilitates learning and training, enabling early-stage participants to support those involved in later stages effectively. Ultimately, this approach not only results in a well-tested product but also enhances the competence, capacity, and supportiveness of users throughout the implementation process.

Summary Guidance

Creating test plans and test cases is a critical aspect of software testing, ensuring that the software meets its requirements and functions correctly.

Test Plan:

1. Understand Requirements: Review the software requirements and specifications to understand what needs to be tested.
2. Define Test Objectives: Determine the goals and objectives of the testing process. What do you want to achieve through testing?
3. Identify Scope and Features: Determine the scope of testing, including which features or functionalities need to be tested.
4. Allocate Resources: Assign roles and responsibilities for testing. Identify the team members involved and the resources required.
5. Define Test Strategies: Determine the overall approach to testing, including types of testing (e.g., functional, non-functional, regression), test environment setup, and test data requirements.
6. Create Test Cases: Develop detailed test cases based on the requirements and specifications. Each test case should include a description, test steps, expected results, and any preconditions.
7. Set Test Schedule: Define the timeline for testing activities, including milestones, deadlines, and dependencies.
8. Identify Risks: Identify potential risks to the testing process and develop mitigation strategies.
9. Review and Approval: Review the test plan with stakeholders, obtain feedback, and make revisions as necessary. Once finalized, ensure it is approved by relevant parties.

Test Cases:

1. Identify Test Scenarios: Break down the requirements into testable scenarios that cover various aspects of the software's functionality.
2. Create Test Cases: For each test scenario, create detailed test cases that outline the steps to be executed, the input data, the expected results, and any preconditions or assumptions.
3. Prioritize Test Cases: Prioritize test cases based on factors such as criticality, complexity, and frequency of use.
4. Review and Refinement: Review the test cases to ensure clarity, completeness, and consistency. Refine them as needed based on feedback.
5. Organize Test Cases: Group related test cases into test suites or test scripts for efficient execution.
6. Prepare Test Data: Identify and prepare the necessary test data required for executing the test cases.
7. Execute Test Cases: Execute the test cases in the test environment according to the defined test plan.
8. Record Test Results: Record the outcomes of the test cases, including any deviations from expected results, defects found, and other observations.
9. Retest and Regression: Retest any failed test cases after fixing defects. Perform regression testing to ensure that changes or fixes have not introduced new issues.
10. Review and Reporting: Review the test results, analyze trends, and generate test reports to communicate the status and findings to stakeholders.
11. Closure: Once testing is complete and the software meets the acceptance criteria, obtain sign-off from stakeholders and finalize the testing process.

Key roles and responsibilities in testing:

1. Testers: These individuals are responsible for conducting the actual testing of the product or system. They may include both internal team members and external users who represent the target audience.

2. Cohort of Active Users: A small group of individuals who are actively involved in the product and understand its requirements and functionality. They play a crucial role in conducting initial testing and identifying any faults or shortcomings.

3. Test Script Writers: These individuals are responsible for creating detailed test scripts that outline the specific tests to be conducted, the expected outcomes, and criteria for pass or fail.

4. Test Coordinators/Managers: Individuals who oversee and coordinate the testing process. They ensure that testing activities are well-planned, executed efficiently, and aligned with project timelines and objectives.

5. Policy and Procedure Developers: Responsible for developing policies and procedures surrounding the use of the product. They ensure alignment with organizational protocols and standards.

6. Data Experts: Individuals with expertise in data management and quality assurance. They ensure that the data used for testing is realistic, accurately represents real-world scenarios, and is of high quality.

7. User Acceptance Testers: Individuals who represent end-users and are responsible for validating the product's readiness for acceptance and use. They provide feedback on usability, functionality, and alignment with user expectations.

8. Documentation Specialists: Responsible for documenting test results, issues encountered, and remedial actions taken during the testing process. They ensure that all testing activities are well-documented for future reference.

9. Training Facilitators: Individuals responsible for training users on how to use the product effectively. They provide guidance and support to ensure that users understand the product's functionality and how to follow established protocols and procedures.

10. Project Stakeholders: Individuals with a vested interest in the project's success, such as project managers, product owners, and key decision-makers. They provide oversight, guidance, and support throughout the testing process to ensure that project objectives are met.

By following these steps, you can create comprehensive test plans and test cases to ensure thorough testing of your software product.


Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

I CAN DO THAT HERE – THE LINK BETWEEN IDENTITY AND ENVIRONMENT

There is considerable debate surrounding the influence individuals have on shaping cultures. For instance, we often rely on leaders to establish a cultural tone that aligns with the mission, vision, and values of their organization. When individuals within the organization fail to work towards these shared objectives, discord may arise.

Moreover, it's acknowledged that the environment also plays a significant role in shaping individuals. In a toxic environment, even highly capable individuals may struggle to thrive. Conversely, in a nurturing and supportive environment, individuals with varying levels of skills and talents can achieve remarkable feats. This underscores the mutual influence between people and their surroundings, where either can shape the other.

Recognizing this dynamic is crucial as we navigate the process of cultivating a culture and fostering a sense of identity within an organization.

Let's examine these steps systematically.


I – IDENTITY
CAN / CANNOT – BELIEFS AND VALUE
DO – CAPABILITY / CAPACITY/ PERMISSION
THAT – BEHAVIOUR
HERE – ENVIRONMENT


In the intricate ecosystem of organizational dynamics, every element plays a pivotal role in informing and shaping the next, forming a symbiotic relationship that influences the organization's culture and effectiveness. From individual identity to beliefs, values, behaviours, capabilities, and the surrounding environment, each component interconnects to create a cohesive and impactful organizational framework. Let's explore how each element informs and shapes the next in this intricate dance of organizational dynamics.

1. Identity (I):
At the heart of every organization lies the individual and collective identity of its members. Identity encompasses the unique traits, experiences, and aspirations that define who we are within the organizational context. Our identity shapes our perceptions, attitudes, and interactions with others, laying the foundation for our roles and contributions within the organization.

2. Beliefs and Values (CAN/CANNOT):
Beliefs and values serve as guiding principles that inform our decisions, actions, and priorities within the organization. They reflect what we stand for and what we aspire to achieve collectively. Our beliefs and values shape the organizational culture, influencing the norms, rituals, and traditions that govern behaviour and interactions among members.

3. Capability/Capacity/Permission (DO):
Our capabilities, capacities, and permissions determine the extent to which we can enact our beliefs and values within the organizational context. Capabilities refer to the skills, knowledge, and resources we possess to fulfil our roles and responsibilities. Capacity relates to our ability to effectively utilize these resources. Permissions encompass the authority and autonomy granted to us by organizational structures and leaders to act upon our beliefs and values.

4. Behaviour (THAT):
Behaviours are the observable manifestations of our beliefs, values, capabilities, and permissions within the organizational environment. Our actions, interactions, and decisions influence the dynamics of the organization, shaping its culture and collective identity. Behaviours can reinforce existing norms or challenge them, driving change and evolution within the organization.

5. Environment (HERE):
The organizational environment provides the context within which identity, beliefs, values, capabilities, and behaviours unfold. It encompasses the physical workspace, cultural climate, social dynamics, and external factors that impact organizational life. The environment shapes and is shaped by the interactions among individuals and the collective identity of the organization.

Understanding the interconnectedness of these elements is essential for leaders and members alike as they navigate the complexities of organizational life. By recognizing how each element informs and shapes the next, organizations can cultivate a culture of purpose, collaboration, and innovation. Leaders can leverage this understanding to design environments that empower individuals, align behaviours with values, and foster a sense of belonging and fulfilment.

Now The Reverse

How Environment Affects Behaviour

It is abundantly clear that the environment, whether it pertains to the physical surroundings or the emotional atmosphere, exerts a significant influence on people's behaviour. Whether individuals find themselves in a crowded room or in a spacious setting, whether they are subjected to extreme temperatures or enjoy comfort, and whether they experience psychological safety or feelings of anxiety and distress, all of these environmental variables impact their behaviour. These factors shape individuals' thoughts, emotions, and actions, ultimately determining their behaviour.

How Behaviour Affects Capability/Capacity/Permission

Behaviour, in turn, plays a crucial role in shaping individuals' capacity, capability, and willingness to engage in various activities. The behaviours exhibited by individuals inform their ability to perform tasks, their skills, and their readiness to take on challenges. In environments where individuals are encouraged to question, explore, and take ownership of their actions, their behaviour fosters a sense of empowerment and capability. Conversely, in environments where compliance and obedience are prioritized over autonomy and initiative, behaviour is constrained, limiting individuals' capacity and capability to act.

How Capability/Capacity/Permission Affects Beliefs And Values

The capacity, capability, and permissions afforded to individuals within their environment significantly influence their beliefs and values. People's sense of agency, control, and their perception of themselves as either protagonists, victims, or antagonists are deeply rooted in their beliefs and values. When individuals feel empowered and in control of their circumstances, their beliefs may align with notions of self-efficacy and resilience. However, when individuals perceive a loss of control or experience situations that challenge their beliefs, feelings of victimhood, marginalization, anxiety, or fear may arise. This incongruence between what individuals believe should happen and what actually occurs leads to cognitive dissonance and uncertainty, shaping their beliefs and values accordingly.

How Beliefs And Values Affects Identity

Moreover, the impact of beliefs and values extends to individuals' sense of identity. The uncertainty generated by conflicting narratives between external influences and internal convictions can profoundly affect how individuals perceive themselves and their place in the world. Instances of gaslighting, where individuals begin to doubt their own perceptions and adopt external narratives, exemplify the complex interplay between beliefs, values, and identity. As individuals grapple with existential questions of morality, ethics, and belonging, their sense of identity becomes intertwined with their beliefs and values, presenting profound psychological and existential dilemmas.

In essence, the relationship between environment, behaviour, capability, capacity, permission, beliefs, values, and identity is intricate and multifaceted. Understanding these interconnected dynamics is crucial for creating environments that foster empowerment, resilience, and well-being, where individuals can thrive and realize their full potential.



Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

The Essential Role of Leadership in Fostering Success: 6 Questions to Determine Successful Leadership

In the dynamic landscape of modern workplaces, the significance of effective leadership cannot be overstated. Leaders serve as the architects of organizational culture, setting the tone for employee engagement, productivity, and ultimately, success. But what exactly defines successful leadership, and how can leaders ensure they're creating an environment conducive to growth and achievement?

6 Questions to determine successful leadership

I know what is expected of me at work
I have the materials and equipment I need to do my job right
I have the opportunity to do what I do best every-day
In the last 7 days I have received recognition or praise for doing good work
Someone at work encourages my development
At work, my opinions count

The answers lie in six pivotal questions that serve as barometers of leadership effectiveness.

1. Clarity of Expectations: Clear communication is the cornerstone of effective leadership. Employees need to know what is expected of them to align their efforts with organizational goals. When expectations are transparent, employees feel empowered and motivated to perform at their best.

2. Access to Resources: Providing employees with the necessary materials and equipment demonstrates a commitment to their success. Whether it's access to technology, training programs, or physical resources, leaders play a vital role in removing obstacles that hinder productivity.

3. Opportunity for Growth: Recognizing and leveraging employees' strengths is key to unlocking their full potential. Successful leaders understand the importance of aligning tasks with individual capabilities, allowing employees to thrive and contribute meaningfully to the organization's objectives.

4. Recognition and Feedback: Acknowledgment of employees' contributions fosters a culture of appreciation and motivates continued excellence. Regular feedback, both positive and constructive, reinforces desired behaviors and cultivates a sense of belonging within the team.

5. Support for Development: Effective leaders prioritize the growth and development of their team members. Whether through mentorship, coaching, or professional development opportunities, providing avenues for skill enhancement demonstrates a commitment to employee success beyond their current roles.

6. Valuing Employee Voice: Employees are more engaged and invested when they feel their opinions are valued and respected. Leaders who actively solicit input, listen attentively, and involve employees in decision-making processes foster a sense of ownership and accountability within the team.

Now, why are these aspects of leadership crucial, and how do they contribute to organizational success? The answer lies in the fundamental connection between employee engagement, productivity, and overall performance. Engaged employees are more committed, innovative, and willing to go the extra mile to achieve shared objectives. When leaders prioritize clarity, support, and recognition, they create an environment where employees feel valued, motivated, and empowered to excel.

The role of a leader transcends mere management; it encompasses mentorship, coaching, and inspiration. A successful leader isn't just someone who delegates tasks and oversees operations but someone who nurtures talent, cultivates a positive work culture, and champions the success of their team. By focusing on the six questions outlined above, leaders can assess their effectiveness and identify areas for improvement. In doing so, they pave the way for individual and organizational growth, driving success in an ever-evolving business landscape.


Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

WELLBEING STRATEGIES FOR TOURISM AND HOSPITALITY SECTOR

 A Mental Health Toolkit for organizations
https://thinkingfeelingbeing.com/2024/02/27/a-mental-health-toolkit-for-organizations/

QUESTION
Fostering resilience within an organization! How do you tailor strategies for diverse industries?

ANSWER
This is a really good question because although countries, communities, companies can all be very different, so also can people. And when providing support and guidance for health, fitness, well-being, and mental health, we need to think about the individual as well as the context.

Sometimes how we feel about the world is a function of all the hopes, fears, thoughts, and feelings within ourselves, or as a consequence of the environment around us. And so both need careful consideration if we want to bring about change for the better.

We can, however, identify clear requirements for happy humans. This is not unknown to us. The challenge, however, is how we provide that environment, product, service, or support in different contexts at different times, in different circumstances.

This, therefore, is the challenge for businesses. Not specifically what is healthy, happy, positive, productive for well-being and mental health, but more how can we support the people and create the environment where this happens?

WELLBEING

There is more to resilience and mental health than wellbeing strategies, but its is not a bad place to start!

Connect with other people:
Foster good relationships to enhance mental wellbeing.
Spend quality time with family and friends.
Engage in face-to-face interactions rather than relying solely on technology.

Be physically active:
Exercise not only improves physical health but also boosts mental wellbeing.
Find activities you enjoy to incorporate into your routine.

Learn new skills:
Acquiring new skills boosts confidence and self-esteem.
Take up hobbies or enroll in courses to stimulate personal growth.

Give to others:
Acts of kindness and giving improve mental wellbeing.
Volunteer in your community or perform small acts of kindness.

Pay attention to the present moment (mindfulness):
Practicing mindfulness enhances awareness and appreciation of life.
Focus on the present moment to positively impact thoughts and feelings.

STRATEGIES FOR TOURISM AND HOSPITALITY SECTOR

Connectivity Initiatives:
Encourage team-building activities and foster a sense of community among staff members.
Organize regular meetings or gatherings to facilitate face-to-face interactions.
Promote collaboration and communication across different departments or teams within the organization.

Physical Wellbeing Programs:
Implement wellness programs that include physical activities suitable for employees in the tourism and hospitality industry.
Provide access to fitness facilities or organize group exercises such as yoga sessions tailored to the sector's demands.
Encourage employees to participate in outdoor recreational activities, promoting both physical health and team bonding.

Skill Development Opportunities:
Offer training sessions or workshops to enhance employees' skills and competencies within the tourism and hospitality domain.
Provide opportunities for career advancement and professional growth through certification programs or specialized training relevant to the industry.
Support employees in acquiring new skills related to customer service, cultural competence, or crisis management.

Community Engagement and Giving Back:
Foster a culture of corporate social responsibility by organizing volunteering opportunities for staff members.
Collaborate with local communities or nonprofit organizations on initiatives that benefit the environment, cultural preservation, or social welfare.
Encourage employees to participate in charitable events or fundraising activities aligned with the organization's values and mission.

Mindfulness and Stress Management Practices:
Introduce mindfulness training sessions or workshops to help employees manage stress and improve mental wellbeing.
Provide resources and support for employees to practice mindfulness techniques, such as meditation or deep breathing exercises, especially during high-stress periods.
Create designated quiet spaces or relaxation areas within the workplace where employees can take short breaks to recharge and refocus.

Measuring Success KPIs, OKRs, or OBAs plus ROI

 Well done to Visit Jersey and everyone participating in the showcase of Jersey on TV's The Apprentice.

I am a huge fan of data-driven decision-making and certainly seeing measures of progress and performance, whether these are KPIs, OKRs, or OBAs. The key thing, I think, in business, is to ensure that efforts are rewarded, and so any expenditure should somehow produce a ROI. That may or may not be a financial return, but there certainly should be a reward for our efforts.

These measures show us what's working, what is effectively moving the dial on what we consider to be important and valuable, and allow us to see where more investment should be poured. For example, for every £100 spent on tourism advertising, is the return is 10,000 of GDP growth in the economy? Money well spent justifies more investment should be made.

I am delighted to see the success of tourism and the increased amount of web traffic at Visit Jersey as a consequence of the TV program The Apprentice. [a 215% increase in visitors to our website (Jersey.com) as the episode aired]

Source
https://www.linkedin.com/posts/visit-jersey_jersey-on-bbcs-the-apprentice-visit-jersey-activity-7166792332636332033-oMqc?utm_source=share&utm_medium=member_desktopa

The challenge must be to understand if that 215% increase is for that particular day, week, month, or longer. And does 215% represent 100 people, 1000 people, or 10,000?

Moreover, of those website inquiries, how many translated into booked holidays in Jersey [for day-trips, weekends, or longer holidays]? Perhaps, 100,000 website hits result in about 10,000 booked nights?

I don't know, but it would be really interesting to understand these figures as well as the demographics around them so that we can ensure that we provide the right products and services for those people. Do people on day-trips, weekends, or longer holidays spend more or less? Where do they stay (3, 4, or 5-star)? And do they spend more than their European counterparts?

It is fantastic to see a 215% increase in visitors to our website (Jersey.com), but it would be even better to see the data that can help us plan, prepare, and, hopefully, based on this success, invest more, given the clear ROI that justifies further investment.

Postscript

KPIs, OKRs, and OBAs are all different types of performance metrics used in business management:

1. KPIs (Key Performance Indicators): These are specific, measurable metrics used to evaluate the success of an organization or a particular activity within an organization. KPIs are often aligned with strategic goals and are used to track progress over time.

2. OKRs (Objectives and Key Results): OKRs are a goal-setting framework used to define and track objectives and their outcomes within an organization. Objectives are the goals to be achieved, and key results are the measurable outcomes that indicate progress toward those goals.

3. OBAs (Outcome-Based Accountability): OBAs is a management approach that focuses on achieving specific outcomes or results. It emphasizes measuring success based on the impact on the intended beneficiaries or stakeholders.

ROI (Return on Investment) is a financial metric used to evaluate the efficiency or profitability of an investment. It measures the return or gain generated from an investment relative to its cost.

NPS (Net Promoter Score) and CSat (Customer Satisfaction) are both metrics used to measure customer satisfaction and loyalty:

1. NPS: Net Promoter Score measures the likelihood of customers to recommend a company's product or service to others. It is calculated based on a single question survey asking customers how likely they are to recommend the company on a scale of 0 to 10.

2. CSat: Customer Satisfaction measures the degree to which customers are satisfied with a company's product or service. It is typically measured through surveys asking customers to rate their satisfaction on a scale.

Pros and Cons of Each Metric:

1. KPIs:
   - Pros: Provide specific and measurable targets, align with strategic goals, allow for tracking progress over time.
   - Cons: Can be overly focused on short-term results, may not capture the full complexity of organizational performance.

2. OKRs:
   - Pros: Foster alignment and focus within an organization, encourage ambitious goal-setting, emphasize measurable outcomes.
   - Cons: Can be challenging to implement effectively, may lead to too much emphasis on achieving specific metrics at the expense of broader goals.

3. OBAs:
   - Pros: Emphasize outcomes and impact, focus on the needs of beneficiaries or stakeholders, provide a clear framework for measuring success.
   - Cons: Can be difficult to define and measure outcomes accurately, may not capture the full range of factors influencing outcomes.

4. ROI:
   - Pros: Provides a clear financial measure of investment effectiveness, helps prioritize investments based on potential return.
   - Cons: May not account for intangible benefits or long-term impacts, can be influenced by external factors beyond the control of the investment.

5. NPS and CSat:
   - Pros: Provide direct feedback from customers, easy to understand and communicate, can help identify areas for improvement.
   - Cons: May not capture the full range of customer experiences, can be influenced by survey methodology or timing biases.

Mastering Your First 100 Days in a New Leadership Role

 Mastering Your First 100 Days in a New Leadership Role

Congratulations on your recent promotion and the opportunity to lead a new team, product, or project! The first 100 days in any new leadership role are crucial for setting the tone, building relationships, and laying the foundation for success. Here are some essential steps to consider during this critical period:

1. Understand the Landscape: Take the time to thoroughly understand the context of your new role, team, product, or project. Dive into existing documentation, familiarize yourself with key stakeholders, and assess any ongoing initiatives or challenges.

2. Listen and Learn: Prioritize listening to your team members, peers, and stakeholders. Schedule one-on-one meetings to understand their perspectives, challenges, and aspirations. Active listening will help you gain valuable insights and build trust from the outset.

3. Set Clear Expectations: Define clear expectations for yourself, your team, and the project or product. Communicate your vision, goals, and priorities early on, ensuring alignment with organizational objectives.

4. Build Your Team: Invest time in getting to know your team members individually. Understand their strengths, motivations, and development needs. Foster a culture of collaboration, trust, and accountability from day one.

5. Establish a Communication Cadence: Establish regular communication channels to keep your team and stakeholders informed and engaged. Whether it's weekly team meetings, status updates, or informal check-ins, consistent communication is key to building transparency and alignment.

6. Identify Quick Wins: Identify opportunities for early wins to build momentum and demonstrate your leadership effectiveness. These could be low-hanging fruit or initiatives that address immediate pain points for the team or organization.

7. Assess and Adapt: Continuously assess the progress of your team, product, or project against predefined goals and milestones. Be prepared to adapt your approach based on feedback, changing priorities, or unforeseen challenges.

8. Seek Feedback and Support: Be open to feedback from your team, peers, and superiors. Actively seek opportunities for mentorship, coaching, or additional training to support your growth and development in your new role.

9. Foster a Culture of Innovation: Encourage a culture of experimentation and innovation within your team or project. Create space for creativity, risk-taking, and learning from failure, fostering a growth mindset among team members.

10. Celebrate Milestones and Successes: Celebrate achievements and milestones along the way, no matter how small. Recognize and reward the contributions of your team members, reinforcing a sense of accomplishment and camaraderie.

Remember, the first 100 days set the tone for your leadership tenure and can have a lasting impact on your team's morale, performance, and ultimately, the success of the project or product. By focusing on understanding, communication, collaboration, and continuous improvement, you'll be well-positioned to navigate the challenges and opportunities that lie ahead. Best of luck in your new role!

Unveiling Leadership Realities in Small Island Communities: "The Good Leader" Podcast

There are 100s of leadership blogs, books and podcasts, but one area often overlooked is the unique dynamics present within small island communities. These tight-knit societies, like Jersey and other Crown Dependencies, harbour a distinct set of challenges and opportunities for leaders across various sectors—be it charities, businesses, or governmental bodies.

Reflecting on these intricacies, it becomes evident that leadership within such communities demands a nuanced understanding of the local context. In a recent conversation, the idea surfaced that within these island "goldfish bowls," as I like to call them, traditional leadership paradigms may need to be reexamined.

This train of thought led to the inception of a groundbreaking podcast series titled "The Good Leader," a collaborative effort between myself and Simon Nash. Our aim? To delve deep into the essence of leadership within these microcosms and explore how it shapes the fabric of society.

The genesis of this project stemmed from a realization that while mainstream leadership discussions often center around larger-than-life figures like Steve Jobs or Nelson Mandela, the leaders who drive change in our everyday lives are often unsung heroes operating within the confines of small businesses, charities, or local communities.

"The Good Leader" podcast seeks to bridge this gap by spotlighting these lesser-known yet equally impactful individuals. Through candid conversations and insightful interviews, we hope to unravel the intricacies of leadership within the unique socio-economic landscape of island communities.

Our discussions will touch upon a myriad of topics, ranging from the constraints imposed by geographical boundaries to the opportunities inherent in fostering a sense of localism and community pride. We firmly believe that by shedding light on these stories, we can inspire action and foster a culture of introspection and growth within our community.

One aspect we're particularly excited about is our alignment with the Jersey Good Business Charter—a testament to our commitment to promoting ethical business practices and sustainable leadership.

As we gear up for our inaugural episode, slated for release in March, we invite you to join us on this journey of discovery. Whether you're a seasoned leader, an aspiring entrepreneur, or simply someone intrigued by the dynamics of small island communities, "The Good Leader" promises to offer fresh insights and thought-provoking discussions.

We are at the planning stage and welcome feedback on these themes, and maybe others you would suggest and we have not thought of.

"Leading Change, Building Community: Stories from the Frontlines"
"Inspiring Leadership, Transforming Communities: The Good Leader Podcast"
"Local Leaders, Global Influence: Exploring the Heart of Leadership"
"Shaping the Future, One Leader at a Time: The Good Leader Podcast"

So, stay tuned, mark your calendars, and let's embark on this transformative voyage together. Because in the end, leadership isn't just about steering the ship—it's about navigating uncharted waters with integrity, vision, and a relentless commitment to the common good.

The Good Leader

 What a great day yesterday, collaborating with Simon Nash on an innovative leadership podcast series titled "The Good Leader" about leadership in local Charities, Commerce, and Community. This project is not just a podcast; it's a journey into the essence of leadership in small jurisdictions, like Jersey, and the Crown Dependencies which have unique challenges.

"The Good Leader" is designed to illuminate the critical role of good business practices across all sectors, showcasing how they can transform charities, commerce, and the broader community. Our discussions will navigate the unique challenges and opportunities that leadership entails in the context of the Island's closely-knit society, offering insights that resonate with the principles of the Jersey Good Business Charter.

Our goal with "The Good Leader" is not just to inform but to inspire action and reflection among our listeners, encouraging a ripple effect of positive change across Jersey and beyond. We believe that by spotlighting the stories of leaders who are making a difference, we can foster a deeper understanding of what it means to lead with integrity, vision, and a commitment to the common good.

We are hoping this will be up-and-running by March, so stay tuned for our first episode, where we'll dive into these themes and more, offering fresh perspectives on leadership, teamwork, and the future of small island communities.

hashtag#TheGoodLeader hashtag#LeadershipPodcast hashtag#EthicalLeadership hashtag#Innovation

Yoga Classes And Stress Trainings Do NOTHING For Employees!

Yoga Classes And Stress Trainings Do NOTHING For Employees! Here's Why And What Companies Should Do Instead.

https://www.linkedin.com/pulse/yoga-classes-stress-trainings-do-nothing-employees-heres-kjerulf-fogue%3FtrackingId=QZPrACKxiFOuoqRrX7yPNA%253D%253D/?trackingId=QZPrACKxiFOuoqRrX7yPNA%3D%3D


1. What Works:
Volunteering: The only intervention found to have a positive impact on well-being, likely due to its nature of providing meaning, purpose, and a sense of belonging.

Leadership Support: Effective well-being initiatives require genuine support from leaders, including their active participation, modeling of well-being behaviors, and fostering a culture that prioritizes employee well-being.
Addressing Work Itself: Improving the actual work conditions, reducing unnecessary stressors, ensuring fair pay, and treating employees with respect and recognition are fundamental.

Managerial Approach: Training managers to be more human, supportive, and capable of building high-quality connections with their teams. This includes facilitating good relationships, removing work barriers, building trust, and aligning work with employees' strengths.

2. What Does Not Work:

Individual-Level Interventions: Programs aimed at fixing the individual, such as mindfulness, stress management, and resilience training, were found to be ineffective in improving workplace well-being. Some interventions, like mindfulness and time management training, were even found to make things worse.

Surface-Level Solutions: Initiatives that do not address the root causes of workplace dissatisfaction, such as excessive workloads or poor management practices, are ineffective. These can include well-being apps, financial well-being programs, and other similar interventions that place the onus of well-being on the individual without changing the work environment.

3. Key Tools / Questionnaires for Measurement:

Warwick-Edinburgh Mental Well-being Scale (WEMWBS): Used to measure mental well-being levels among employees.

Kessler Psychological Distress Scale: Measures levels of psychological distress, indicating how unwell people are.

Engagement Scales: Assess how engaged employees feel at work.

Life Satisfaction and Work Satisfaction Measures: Evaluate the overall satisfaction with life and work, respectively.

Perceptions of Organizational Support: Questionnaires that gauge employees' views on whether they feel supported by their organization, including beliefs about managerial support for mental health and well-being.

This summary encapsulates the essence of what works and doesn't in workplace well-being initiatives, highlighting the importance of systemic changes over individual-level interventions and the critical role of leadership and managerial practices in fostering a healthy work environment.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

people process performance projects programmes pmo change processimprovement projectmanagement changemanagement workshops mediation coach icfcoach mentor facilitation training jersey channelislands

Books that relate to policy, politics, social change

I think the following books that relate to policy, politics, social change, and closely associated themes would be great for a Policy Centre Book Club

1. Code of Conduct: Why We Need to Fix Parliament – and How to Do It - By: Chris Bryant
2. Politics on the Edge: A Memoir from Within - By: Rory Stewart
3. The George Orwell Complete Collection: 1984; Animal Farm; Down and Out in Paris and London; The Road to Wigan Pier; Burmese Days; Homage to Catalonia; Essays; and More - By: George Orwell
4. Caste: The Origins of Our Discontent - By: Isabel Wilkerson
5. Utilitarianism/On Liberty - By: John Stuart Mill
6. Power Moves: Lessons from Davos - By: Adam Grant
7. The Assault on Truth: Boris Johnson, Donald Trump and the Emergence of a New Moral Barbarism - By: Peter Oborne
8. Rules for Revolutionaries: How Big Organizing Can Change Everything - By: Zack Exley, Becky Bond
9. The Body Keeps the Score: Mind, Brain and Body in the Transformation of Trauma - By: Bessel van der Kolk
10. Out of the Wreckage: A New Politics for an Age of Crisis - By: George Monbiot
11. War and Peace and IT: Business Leadership, Technology, and Success in the Digital Age - By: Mark Schwartz
12. A Seat at the Table: IT Leadership in the Age of Agility - By: Mark Schwartz
13. WTF?: What have we done? Why did it happen? How do we take back control? - By: Robert Peston
14. Understanding Power: The Indispensable Chomsky - By: Noam Chomsky, John Schoeffel - editor, Peter R. Mitchell - editor
15. The Madness of Crowds: Gender, Race and Identity - By: Douglas Murray
16. Narconomics: How to Run a Drug Cartel - By: Tom Wainwright
17. Inside Story: Politics, Intrigue and Treachery from Thatcher to Brexit - By: Philip Webster
18. The Cold War: A World History - By: Odd Arne Westad
19. Bad Blood: Secrets and Lies in a Silicon Valley Startup - By: John Carreyrou
20. Hitch-22: A Memoir - By: Christopher Hitchens
21. A History of Russia: From Peter the Great to Gorbachev - By: Mark Steinberg, The Great Courses
22. Red Notice - By: Bill Browder
23. Bad Pharma: How Drug Companies Mislead Doctors and Harm Patients - By: Ben Goldacre

These selections cover a range of topics within the broader categories of policy, politics, and social change, including memoirs and analyses from political figures, discussions on societal structures and injustices, and critiques of current and historical political climates.

What books would you suggest - especially as regards policy, politics, social change in Jersey

What goes into a 100 day plan?

 

Why is a 100-Day Plan and Discovery Phase Crucial?

Embarking on a new job, role, product, or project presents a unique blend of opportunities and challenges. The initial 100 days are pivotal, setting the tone for success and establishing a solid foundation for future achievements. This period, often marked by the "discovery phase," is where strategic planning and adaptive learning converge, laying the groundwork for impactful progress.

1. Clarity and Direction: It helps in setting clear goals and objectives, aligning them with the broader organizational vision.
2. Stakeholder Engagement: Early engagement with key stakeholders fosters collaboration and support, essential for driving change.
3. Assessment and Adaptation: Understanding the current state, identifying gaps, and adapting strategies accordingly ensures relevance and effectiveness.
4. Momentum Building: Quick wins during this phase can build confidence and momentum among teams, crucial for long-term success.

How My Skills and Experience Enhance This Process:

MBA Management Consultant & Senior Consultant Experience: Expertise in strategic planning and execution, ensuring that the 100-day plan is not only visionary but also pragmatically grounded.

Change Management (AMPG) & Project Management (Agile Scrum Master / PRINCE2): Proficiency in managing change and projects, crucial for navigating the complexities of new roles or initiatives.

ICF Trained Coach & NLP Practitioner: Leveraging coaching and NLP techniques to foster a culture of continuous improvement and resilience.

Lean & Six-Sigma Process Improvement: Applying lean principles to streamline processes, eliminate waste, and enhance efficiency from the outset.

Diverse Project Management Experience: From the incorporation of Ports of Jersey to post-M&A integration, bringing a wealth of experience in leading complex projects across various sectors.

In every role or project I've undertaken, from managing significant changes at Ports of Jersey and Jersey Post to volunteering with impactful organizations, the discovery phase has been instrumental. It's a time to listen, learn, and lay down a roadmap that is both ambitious and achievable. My diverse skill set, from strategic management to mental health support, underscores the multifaceted approach needed to navigate this critical period successfully.

As we look towards embracing new challenges, the value of a well-structured 100-day plan and a thorough discovery phase cannot be overstated. Let's connect and discuss how we can leverage these principles to drive success in your next venture. #Leadership #ChangeManagement #StrategicPlanning #100DayPlan #DiscoveryPhase

Think-Feel-Do-Be framework

Do you find the Think-Feel-Do-Be framework fascinating? It comprehensively examines every facet of our being and our interactions with others. Unlike a linear process, it doesn't follow a strict sequence. The aspects of thinking, feeling, being, and doing are in a constant state of interaction, influencing each other in various ways and at different times. It's not a scenario where our thoughts dominate everything, nor do our emotions always take precedence. Instead, it functions as a complex, adaptive system that continually evolves based on personal growth and external circumstances. Recognizing the importance of considering all these elements, both in ourselves and in others, offers a broader perspective than concentrating solely on a single dimension.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills
 

Clear > Capable > Motivated + Action

  Last week, I had an enriching meeting with Simon Nash and Ruben Rubinstein, where we delved into the nuances of communication and change. The crux of our discussion was the realization that often, the barrier to progress isn't necessarily a lack of knowledge, but rather a lack of action. We emphasized that effective training transcends mere theoretical knowledge, advocating for a hands-on approach.

Our conversation took a particular interest in sports, using it as a metaphor to underscore our points. I shared my personal experiences to bolster the argument for a pragmatic approach, akin to the mindset of a coach striving for excellence. We pondered the question, "What makes the boat go faster?" While theoretical strategies offer some insight, we concluded that consistent and continuous practice is the true engine of improvement. This principle, we agreed, applies not just in sports but in any endeavor aiming for success.

Training, therefore, should marry theory with practice, ensuring that the concepts taught are applied in real-world scenarios. We discussed how success is less about the novelty of ideas and more about their execution. It's the routines we establish and the actions we consistently undertake that carve the path to achievement.

I found our conversation profoundly insightful, as it highlighted the practical application of principles that are well-recognized in sports but sometimes overlooked in the business world. This discussion was a vivid reminder that the essence of progress lies in the implementation of ideas, a lesson that holds invaluable implications for both personal and professional growth.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

 

Which hat have you agreed to wear?

It’s feasible for an individual to take on multiple roles in a project, but it’s crucial for everyone involved to clearly understand their specific role and the expectations associated with it. Misunderstandings and assumptions about responsibilities can lead to issues, emphasizing the importance of clear communication regarding roles, scope, and obligations, especially with contracted parties, for the success of the project.

Project management often encompasses more than just overseeing tasks; it can involve aspects of product development, team management, coaching, and consulting. This multifaceted role can lead to misunderstandings about its scope. To clarify, one might compare a project manager to an orchestra conductor who doesn’t play the instruments or choose the music but ensures the performance runs smoothly. In contrast, a product owner or developer is akin to the composer, creating the content but not conducting the performance.

Project assurance is another distinct role, focusing on addressing business and technical risks to deliver the project on time, within budget, and according to specifications, ensuring it meets both narrow technical and broad business requirements. This is separate from the day-to-day management tasks of a project manager, which include managing people, tasks, funding, and reporting on progress, as well as facilitating discussions on changes.

Understanding these roles – project manager, product owner, project assurance, along with others like Scrum master, coach, and consultant – helps clarify responsibilities and allows for the creation of hybrid roles to suit specific needs, acknowledging the reality that individuals often wear multiple hats in project execution.

1. Project Assurance: Ensures projects align with business standards and objectives while managing risks and quality.
2. Project Management: Oversees the planning, execution, and completion of a project, ensuring it meets its goals, deadlines, and budget.
3. Scrum Master: Facilitates and supports a Scrum team, ensuring adherence to agile principles and practices for efficient project delivery.
4. Product Owner: Defines the vision and priorities for the product, representing the end-user’s interests and requirements.
5. Coach: Guides teams and individuals in developing their skills and achieving their personal and professional goals.
6. Consultant: Provides expert advice in a specific area to help organizations improve their performance and achieve their objectives.
7. Developer: Builds and creates software applications or systems based on technical design and specifications.
8. Test Manager: Oversees the testing phase of the development process, ensuring the product meets quality standards and functions as intended.

Both PRINCE2 (Projects IN Controlled Environments) and Scrum Agile methodologies define specific roles that contribute to the structure and success of project management. These roles are designed to ensure clear communication, responsibility, and accountability.

Here’s an overview of key roles in each methodology beyond those already mentioned:

PRINCE2 Roles

1. Executive: The single individual responsible for ensuring that a project meets its objectives and delivers the projected benefits. The Executive represents the interests of the organization funding the project.
2. Senior User(s): Represents the interests of those who will use the project’s outputs. Senior Users are responsible for specifying the needs of those who will use the project’s products and for the user acceptance of the final product.
3. Senior Supplier(s): Represents the interests of those designing, developing, facilitating, procuring, and implementing the project’s outputs. This role is accountable for the quality of products delivered by the supplier(s).
4. Project Board: Comprised of the Executive, Senior User, and Senior Supplier, the Project Board is responsible for providing overall direction and management of the project.
5. Project Manager: Oversees the planning, delegation, monitoring, and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits, and risks.
6. Team Manager: Responsible for the production of the project’s products, managing the production team, and reporting to the Project Manager.
7. Project Support: Provides administrative services to the Project Manager, dealing with project paperwork and offering guidance about the PRINCE2 methodology.

Scrum Agile Roles

1. Development Team: A group of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. A Development Team is made up of 3–9 individuals with cross-functional skills who do the actual work (analyze, design, develop, test, technical communication, document, etc.).
2. Product Backlog Refinement: While not a role, this is a key activity in Scrum involving the Product Owner and the Development Team. The activity is where the Product Backlog items are reviewed and revised. It is a collaborative effort to ensure that the backlog remains populated with items that are relevant, detailed, and estimated.

Additional Agile Roles (Not Specifically Scrum)

1. Agile Coach: Helps teams implement and improve Agile practices and methodologies. An Agile Coach is more experienced than a Scrum Master and often works with multiple teams or at the organizational level.
2. Release Manager: In some Agile implementations, a Release Manager is responsible for the process of managing, planning, scheduling, and controlling a software build through different stages and environments; including testing and deploying software releases.

Both PRINCE2 and Scrum Agile methodologies emphasize the importance of clearly defined roles for the successful delivery of projects. Each role has specific responsibilities and is crucial for the smooth execution of project tasks and achievement of project objectives.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Documentation and getting the balance right.

Managing expectations is often key to successful delivery, and being clear what is included or excluded is critical to success, as well as a common understanding of necessary governance and communication, brevity or detail.

Some folks revel in the fine details, while others favor a more concise approach. You might be someone who appreciates thorough documentation, or maybe a meaningful conversation is more your style. Ultimately, the value lies in what the client desires and is willing to invest in. Some may appreciate extensive documentation, whereas others might prefer a straightforward discussion.

This is the reason I've compiled a selection menu – I'm eager to discover what resonates with you. I'm in the process of designing a picklist for clients to precisely indicate their preferences regarding deliverables.

What suggestions do you have for additions or removals from these lists?

MOST COMMON ARTIFACTS

Project Initiation Document: A foundational overview that outlines the project's objectives, scope, and stakeholders.
Business Case: Documents the justification for the project based on its estimated cost, benefits, and risks.
Project Plan with Tasks, Milestones, and Dates: A detailed schedule listing all project activities, key milestones, and their respective timelines.
Risks, Assumptions, Issues, and Dependencies Log: A comprehensive record tracking potential risks, assumed conditions, current issues, and project dependencies.
Weekly Project Update: A summary report detailing completed tasks, ongoing activities, upcoming tasks, and any emerging issues.
Monthly Steering Committee Report: A high-level update for sponsors and major stakeholders, summarizing project status, achievements, and challenges.
Vendor Meeting Coordination: Facilitation of discussions with suppliers to align on design decisions and the delivery of required components.
Weekly Communications Update: A regular update, possibly in the form of a newsletter or infographic, summarizing key project news and progress.
Budget Update: A financial report detailing current spending against the project budget, highlighting any variances.

OTHER PRINCE2 ARTIFACTS

Product Description: Details the characteristics, purpose, and criteria of the project's deliverables.
Change Log: Records all requested changes and their status, helping manage project scope and changes effectively.
Quality Register: Lists all planned quality checks, outcomes, and actions taken to ensure deliverable meets defined standards.
Lessons Log: A repository of lessons learned throughout the project, used to improve future projects.

OTHER SCRUM / AGILE ARTIFACTS

Product Backlog: An ordered list of everything that might be needed in the product, prioritized by value to the customer.
Sprint Backlog: A set of items selected from the Product Backlog to be completed during the sprint, along with a plan for delivering the product Increment and realizing the Sprint Goal.
Product Increment: The sum of all the Product Backlog items completed during a sprint and all previous sprints, which must be in a usable condition.
Definition of Done (DoD): A clear and concise list of criteria that the product increment must meet to be considered complete.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

ABOUT MY BUSINESS

My approach is to blend my expertise [Consultant, Coach, Project and Change Manager] with the strengths of our partners, ensuring that we consistently deliver high-quality, tailored solutions to our clients. My Associate approach not only fosters a dynamic and collaborative environment but also maximizes the value we deliver to our clients and partners alike. There is an optimum combination of factors or qualities which help people and organisations transform. It is a blend of listening, challenging and sharing and comes from expertise, experience, curiosity and a passion to perform. I deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

A Balanced Approach towards a reliance on Process for Success

In the rapidly evolving landscape of project management and coaching, understanding and adapting to various methodologies is crucial. Whether navigating through the structured phases of the Waterfall model or the iterative cycles of Agile, the essence of success lies in leveraging these processes to our advantage. However, in a world characterized by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), striking the right balance between process adherence and flexibility becomes paramount.

Waterfall vs. Agile: A Brief Overview

Waterfall is a sequential project management approach where each phase must be completed before the next one begins. This method is known for its structured nature, making it suitable for projects with well-defined requirements and where changes are less likely to occur.

Agile, on the other hand, is an iterative approach that promotes continuous collaboration and flexibility throughout the project. It allows for adapting to changes quickly, making it ideal for projects where requirements are expected to evolve.

Understanding VUCA

The VUCA framework highlights the challenges and opportunities presented by Volatility, Uncertainty, Complexity, and Ambiguity. It underscores the need for agility and adaptability in decision-making processes, urging leaders and teams to develop resilience and strategic foresight.

The Gambler's Fallacy and the Idea of Double or Quits

The Gambler's Fallacy is the erroneous belief that if something happens more frequently than normal during a given period, it will happen less frequently in the future, or vice versa. In project management, this fallacy can manifest in risk assessment and decision-making, leading to flawed strategies based on past outcomes rather than rational analysis.

The concept of Double or Quits is a risky gamble where one continues to double the stake in the hope of recouping lost resources or achieving a significant gain. This approach can be perilous in project management, as it may lead to escalating commitments to failing courses of action.

Philosophical Views on Process

Processes are essential for providing structure and clarity in both project management and coaching. They facilitate communication, coordinate resources, and define roles, goals, and controls. However, there's a philosophical debate on the extent to which processes should govern our actions. While they are invaluable for governance and ensuring that activities are carried out systematically, there's a risk of becoming overly reliant on them, potentially overshadowing the ultimate objectives.

In project management, whether in a Waterfall or Agile environment, the process serves as a roadmap. Yet, the dynamic nature of today's VUCA world necessitates a shift towards more agile methodologies, where minimum bureaucracy and overhead allow for flexibility and rapid response to change.

Similarly, in coaching, processes like the GROW model offer a structured approach to achieving goals. Yet, the essence lies in the co-creation of meaningful plans that are responsive to the client's evolving needs.

The Balance

The key is to find a balance where the process aids rather than hinders progress. Lean methodologies and the concept of "Genchi Genbutsu" (go and see) advocate for a reality-based approach, emphasizing the importance of observing and understanding the situation firsthand rather than relying solely on reports and dashboards.

In conclusion, while processes are indispensable for organization and efficiency, their ultimate purpose is to serve the project or coaching objectives, not to become an end in themselves. In our VUCA world, the ability to adapt, to see beyond the process, and to focus on outcomes is what will define success. Let us embrace processes, but also remain vigilant to ensure they do not become our shackles.
Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. mTogether we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

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