The importance of leading with innovative ideas rather than just following consumer suggestions.

The importance of leading with innovative ideas rather than just following consumer suggestions.

When developing a new product or service, particularly during the stages of prototyping, creating a proof of concept, and developing an MVP, it's crucial to trust your own vision. Relying on crowdsourcing for ideas can often lead you to insights that are limited to existing knowledge and lack innovation. Instead, it's more effective to present your clear, original idea and then seek feedback on it. The initial concept should originate from you, while the feedback should come from your audience, not vice versa.

This approach aligns with Steve Jobs' perspective on innovation:
1. "People don't know what they want until you show it to them. That's why I never rely on market research. Our task is to read things that are not yet on the page."
2. "It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them."

Similarly, Henry Ford once implied, "If I had asked people what they wanted, they would have said faster horses." This highlights the importance of leading with innovative ideas rather than just following consumer suggestions.

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

Rethinking Data for Strategic Decision-Making and Implementation

When it comes to strategic decision-making, the emphasis on data-driven approaches has never been more pronounced. The consensus leans heavily towards making informed decisions based on data, whether it's leading or lagging, to identify needs, decide on plans, and measure progress. However, the challenge often lies not in the collection of data but in understanding the level and type of data necessary for effective decision-making, especially when contrasting operational data with macroeconomic indicators.

Operational vs. Macroeconomic Data: A Closer Look

Take the tourism and hospitality industry as a theoretical example. Operational data such as visitor numbers, revenue, peak days, and seasonal product preferences provide invaluable insights for individual establishments or sectors. Yet, this data falls short when tasked with monitoring and managing an economy at large. Here, the focus shifts towards macroeconomic factors like tax revenue, employment rates, brand sustainability, and overall economic impact—metrics that transcend individual business operations.

When governments allocate grants or funding, the aim is to ensure that these investments yield tangible, positive outcomes. The desired result is to see a specific metric move in a predetermined direction, a concept encapsulated by the business mantra: "Revenue is vanity, profit is sanity, and cash is king." This highlights the necessity of identifying which metrics are crucial, a determination that hinges on the intended use of the data.

The Importance of Purpose-Driven Metrics

For a chef, predicting customer turnout is vital for menu planning and ingredient purchasing. This is an operational perspective. However, from an economic standpoint, (strategic perspective) and especially for sponsoring agencies or arms-length organizations, clarity on sponsorship objectives and measurable outcomes is paramount. This clarity ensures a confident return on investment and informs whether further investment or a reallocation of funds would be more beneficial.

Beyond Communication: The Predictive Value of Data

A prevailing challenge is the tendency to employ metrics more for communication than for actual decision-making. Dashboards, Gantt charts, pie charts, and infographics often serve to narrate past performance rather than to forecast future outcomes. For governmental entities, the focus must pivot towards creating the future, leveraging data predictively to support policy and strategic decisions, rather than merely explaining past events.

While explanatory data holds value for stakeholders such as investors, business owners, or governments, caution is warranted. The distinction between data used for public relations and data that genuinely informs future activities, priorities, and investments cannot be overstated.

The Pitfall of Short-Term Success Stories

Highlighting short-term successes, like a hotel's bumper Christmas season, offers a feel-good narrative but does little to inform long-term strategic decisions. Investments in construction, infrastructure, and sustainability demand a foundation built on robust demographic and predictive data, not just positive past performance.

The allure of easily accessible, positive news data can sometimes overshadow the need for more complex, intellectually demanding data that can truly guide policymaking and strategic investment. This confusion can lead to an overreliance on the former at the expense of the latter, potentially steering strategic decision-making off course.

Conclusion

As we navigate the complexities of data-driven decision-making, the imperative to discern between different types of data and their respective uses becomes clear. For strategic decisions and policy-making, the focus must shift towards predictive, actionable data that transcends mere operational insights. By doing so, we can ensure that our strategies are not just reactive to past trends but are proactively shaping a sustainable and prosperous future.

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 Art of Self-Revision: Coaching, Personal Narratives, and the Mastery of Self

Title: The Art of Self-Revision: Coaching, Personal Narratives, and the Mastery of Self

In the realm of personal and professional development, the journey towards understanding and improving oneself is both intricate and profound. This journey is not just about acquiring new skills or knowledge; it's fundamentally about revising and reinterpreting our personal stories. These narratives, which we continuously edit over time, shape our perceptions, actions, and interactions with the world.

The Evolution of Personal Narratives

Our personal stories are akin to living documents, constantly being rewritten in the light of new experiences, insights, and understandings. Each chapter of our life adds depth, introduces new characters, and sometimes, shifts the plot entirely. This process of evolution is critical because it allows us to reframe our past, understand our present, and envision a future that aligns more closely with our evolving self-concept and aspirations.

The Prerequisite of Coaching for Coaches

In the context of coaching, there's an emerging recognition of the need for coaches themselves to undergo coaching. This isn't just about skill enhancement; it's about self-awareness and personal development. Engaging in a self-authoring or personal story narrative program can be particularly transformative. Such programs encourage coaches to reflect deeply, think forward, and understand their own narratives. This is crucial in mitigating issues like transference, counter-transference, and projection, which can inadvertently color the coaching relationship and process.

The Trifecta of Thinking, Feeling, and Being

At the core of our actions, beliefs, and perceptions are the fundamental skills of thinking, feeling, and being. These are not just abstract concepts but practical skills that can and should be developed.

1. Thinking: This involves not just the cognitive processes of reasoning and problem-solving but also the ability to think critically, creatively, and reflectively. It's about developing a mindset that is both open and discerning.

2. Feeling: Emotional intelligence is key here. It's about understanding and managing one's emotions, as well as empathizing with others. This skill is vital in building relationships, navigating social complexities, and making decisions that are not just intellectually sound but also emotionally congruent.

3. Being: This is perhaps the most profound, encompassing our sense of self, our values, and our place in the world. It's about authenticity, presence, and mindfulness. Developing this skill means cultivating a deeper connection with oneself and, by extension, with others.

Conclusion

In conclusion, the journey of personal and professional development is ongoing and multifaceted. It involves not just learning new things but unlearning and relearning aspects of ourselves. For coaches, this journey is not just a professional requirement but a personal imperative. By continuously revising our personal narratives and honing the skills of thinking, feeling, and being, we can not only better ourselves but also profoundly impact those we guide and mentor.

Tim HJ Rogers
I help people, teams and organisations set and achieve goals.
Supporting the critical thinking and creating the resources and environment for success.

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

IS YOUR WEAKNESS REALLY A SUPERPOWER?

IS YOUR WEAKNESS REALLY A SUPERPOWER? Is a Jack of All Trades so bad in a world that demands versatility, skills, qualifications and experience and flexibility to clients needs and circumstances?

Embracing the Power of Being a Generalist: A Reflection on My Diverse Professional Journey

In recent times, I've received feedback about my LinkedIn posts that has sparked considerable reflection. Some have expressed confusion over my professional identity, noting my diverse roles as a consultant, coach, project manager, business analyst, and my experience spanning IT, finance, retail, and government sectors. This has led to a perception of me as a 'Jack of all trades, master of none', especially given my approach to pricing and offering free resources like content, guidance tools, and templates.

I hold immense respect for specialists with deep, narrow expertise who are sought after in their fields. Their focused knowledge is undoubtedly valuable and necessary. However, I want to take a moment to advocate for the value of being a generalist, especially in today's rapidly evolving business landscape.

My career spans over 30 years, with qualifications including an MBA, Prince2, postgraduate degrees in law, and practitioner qualifications in GDPR, mental health, coaching, and mediation. This diverse educational background, coupled with extensive cross-industry experience, has equipped me with a unique blend of skills and perspectives. Contrary to the notion of lacking specialization, I argue that being a consultant, coach, project manager, and facilitator, adaptable to varying client needs and circumstances, is not just a strength but a necessity in today's complex business environment.

The criticism I've encountered has led to deep introspection. It's important to question and evaluate our professional paths regularly. However, upon reflection, I firmly believe that my broad base of expertise is not only useful but essential. The role of a management consultant, in its true essence, is about offering advice and support across various industries and topics. It's about having the ability to implement that advice and guide organizations and individuals through change.

In my 30 years of management experience, I have learned that being a generalist does not dilute my value; rather, it enhances it. It allows me to connect dots across different fields, bring diverse perspectives to the table, and offer holistic solutions to complex problems. This, in my view, is the real essence of a management consultant – a specialization in its own right.

In conclusion, while I am open to and appreciate the feedback and criticism, as it fosters growth and reflection, I stand by the value of my broad expertise. In a world that's constantly changing and where interdisciplinary knowledge is increasingly relevant, being a 'Jack of all trades' is not just beneficial; it's a superpower.


 #GeneralistAdvantage #CareerDiversity #ManagementConsulting #ProfessionalGrowth #CrossIndustryExpertise #VersatileSkills #BusinessStrategy #LeadershipDevelopment #CareerReflections #AdaptableLeadership #MultidisciplinaryApproach #ValueOfExperience #LifelongLearning #CareerJourney #EmbracingChange

Creating the capacity for change - Got some spare time? (Good!)

In the dynamic landscape of organizational change, the transformation of the Ports of Jersey has been a pivotal project in my understanding and experience of the path to successful change management. This journey from a public sector entity to a thriving, integrated company underscores a vital principle: the necessity of creating capacity for change.

As a consultant and project manager, I've learned that change is not just an item on the agenda; it's the agenda itself. The transformation journey at the Ports of Jersey, from integrating harbors and airports to altering its legal status, was a testament to this. The pivotal move? Senior management, led by then-CEO Doug Bannister, made a conscious effort to create space in their schedules for managing this change.

This approach had a dual impact. Firstly, it fostered a culture of delegation and trust, encouraging leaders to pass down responsibilities that could be better handled at different levels. This not only empowered teams but also cleared leadership decks for strategic thinking and decision-making.

Secondly, it highlighted the need for leaders to have the mental bandwidth to navigate the complexities of change. In an environment where being perpetually busy is often misinterpreted as a sign of indispensability, this shift in mindset was crucial. It emphasized that effective leadership is about being the architect of change, not just a cog in the machine.

However, this strategy was initially met with resistance. The misconception that spare capacity equates to redundancy had to be addressed. The realignment focused on the understanding that having the time to think, deliberate, and decide is a greater asset to leadership than constant busyness.

As the project manager for this transformation, I observed that without creating room for change, the success we achieved would have been unattainable. The unanimous support for the project upon completion was a testament to the effectiveness of our approach.

So, what can organizations take from this? Begin by carving out space for change. This January, let your first task be to clear a portion of your schedule specifically for managing and adapting to change. Treat it not as an add-on but as a fundamental component of your strategy. If change is just another block on your already teetering tower of tasks, the structure is bound to collapse.

Suggested Tasks/Habits:
1. Weekly Reflection: Dedicate time each week to reflect on change initiatives and their progress.
2. Delegate Effectively: Identify tasks that can be delegated to create space for strategic thinking.
3. Stakeholder Engagement: Regularly engage with stakeholders to align visions and address concerns.

Remember, change managed well is not just an alteration of what is, but a gateway to what could be.

#ChangeManagement #Leadership #OrganizationalTransformation #ProjectManagement #ContinuousImprovement #LeanManagement #StrategicThinking

Strategic Execution for Rowing Teams Targeting Victory in 2024

Title: Charting the Course: Strategic Execution for Rowing Teams Targeting Victory in 2024

As we navigate into 2024, rowing teams are setting their sights on upcoming races, each with a unique blend of goals and challenges. For coaches and team leaders in the rowing community, the transition from setting these goals to achieving them on the water is a journey that demands meticulous planning, unwavering commitment, and a deep understanding of both strategy and team dynamics. The essence of transforming a race strategy into a victorious execution lies in effective communication, comprehensive understanding, dedicated ownership, and robust commitment to the plan.

The Core Challenge: Beyond the Strategy Document

In the realm of competitive rowing, a strategy is more than a document; it's a living blueprint that guides every stroke towards the finish line. The real test for rowing teams is not just devising a race strategy but bringing it to life through rigorous training, precise resource allocation, and synchronized teamwork.

Communication: Setting the Stroke Rate

Clear and consistent communication forms the backbone of successful strategy execution in rowing. It's essential for every rower and support staff member to understand the race plan, training schedules, and their individual roles. This clarity transforms a written strategy into actionable steps that every team member can follow and align with.

Understanding and Ownership: Every Rower Counts

In a sport where synchronization and harmony are key, understanding and ownership are critical. Each rower must not only understand their role in the boat but also take ownership of it. This sense of responsibility towards individual and team performance is what drives a rowing team forward, both in practice and during a race.

Commitment: The Power Behind the Oars

Commitment in a rowing team is the collective drive that propels the boat. It stems from a shared belief in the team's goals and a mutual understanding of the hard work and dedication required to achieve them. As a coach or team leader, fostering this commitment involves creating a team culture that values perseverance, celebrates individual progress, and recognizes collective achievements.

Turning Strategy into Victory: A Practical Approach

1. Set Clear, Measurable Goals: Use the SMART framework to set specific, measurable, achievable, relevant, and time-bound goals for your team.

2. Plan Training and Resources Effectively: Develop a detailed training schedule, ensuring that it covers all aspects of physical conditioning, technique refinement, and mental preparation. Also, plan your resources, including boats, equipment, and nutritional needs.

3. Implement Regular Feedback Loops: Regularly gather feedback from rowers and support staff. This feedback is crucial for adjusting training methods and ensuring that the strategy aligns with the team's progress and morale.

4. Foster Team Cohesion: Utilize team-building exercises and open communication to strengthen trust and understanding among team members. The synergy in a rowing team is a critical factor in executing the race strategy effectively.

5. Monitor Progress and Adapt: Continuously monitor the team's progress against the set goals and be ready to adapt the strategy in response to internal and external factors, such as changes in team dynamics, weather conditions, or unexpected setbacks.

6. Celebrate Milestones and Learn from Setbacks: Acknowledge the hard work put in by the team by celebrating milestones. Equally important is to learn from any setbacks, using them as opportunities for growth and improvement.


As we row into 2024, let's focus on transforming our strategic plans from mere documents into dynamic, actionable programs that drive our rowing teams towards victory. Remember, the power of a well-executed strategy in the competitive world of rowing lies in the collective effort of every team member, aligned towards a common goal. Let's paddle in unison towards our targets, making every stroke count.


#Rowing2024 #TeamRowing #RaceStrategy #RowingTraining #TeamCohesion #RowingLeadership #SMARTgoalsRowing #RowingTeamDynamics #EffectiveCommunication #RowingCoaching #StrategicPlanningRowing #RowingSuccess #TeamBuilding #GoalSettingRowing #ContinuousImprovement #RowingTeamwork #LeadershipInSports #CommitmentToExcellence #AdaptiveStrategy #CelebratingRowingSuccess #RowingCommunity #UnitedWeRow #RowingExcellence

Transforming Strategy into Execution for Managers and Leaders in 2024

Title: Navigating New Horizons: Transforming Strategy into Execution for Managers and Leaders in 2024

As we step into 2024, a year brimming with new goals and fresh teams, it's crucial for managers and leaders to pivot from traditional strategy outlines to dynamic execution models. The transformation of a strategic plan into a successful execution is not just about the strategy itself, but how it is communicated, understood, owned, and committed to by every team member. Without these elements, the most meticulously crafted strategies risk becoming mere documents gathering dust on a shelf, rather than blueprints for action with clear roles, goals, dates, and deliverables.

The Core Challenge: From Paper to Practice

The primary obstacle in this transformation is not the strategy formulation but its implementation. A study by the Harvard Business Review highlighted that 67% of well-formulated strategies failed due to poor execution. This statistic underscores the importance of not just crafting a strategy but also effectively executing it.

Communication: The Starting Point

Effective communication is the bedrock of successful strategy execution. As a leader, your role is to ensure that the strategy is not just communicated but is also understood by everyone in your team. This involves breaking down complex plans into actionable steps, ensuring clarity, and aligning them with your team's capabilities and resources.

Understanding and Ownership: The Twin Pillars

Understanding and ownership go hand in hand. When team members understand their roles and the broader picture, they are more likely to take ownership of their tasks. The RACI model (Responsible, Accountable, Consulted, Informed) can be a useful tool here. By clearly defining who is responsible for what, and ensuring everyone knows who needs to be consulted or informed about different aspects of the project, you can foster a sense of ownership and accountability.

Commitment: The Binding Force

Commitment is the force that drives the execution of a strategy. It comes from a sense of belonging and belief in the vision and goals of the organization. As a leader, fostering commitment involves engaging with your team, understanding their motivations, and linking their personal goals with the organization's objectives.

Turning Strategy into Action: A Practical Approach

1. Set Clear, Achievable Goals: Use the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goal-setting framework to define clear objectives.

2. Engage in Active Listening: Ensure that you are not just heard but also understand the feedback and concerns of your team.

3. Foster a Collaborative Environment: Encourage open communication and teamwork. Tools like the Belbin Team Roles can help in understanding and managing team dynamics effectively.

4. Monitor and Adapt: Regularly review progress and be prepared to adapt your strategy in response to feedback and changing circumstances.

5. Celebrate Milestones: Acknowledge and celebrate small wins to keep the team motivated.


As we embrace 2024, let us shift our focus from merely crafting strategies to effectively executing them. Remember, a strategy, no matter how well planned, is only as good as its execution. Let's commit to turning our strategic documents into living, breathing programs that drive our teams towards success.


#Leadership2024 #StrategyExecution #ManagementGoals #TeamDynamics #SMARTgoals #RACIModel #BelbinTeamRoles #EffectiveCommunication #LeadershipDevelopment #StrategicPlanning #BusinessTransformation #ManagementConsulting #LeadershipCoaching #TeamEngagement #GoalSetting #ContinuousImprovement #OrganizationalSuccess #LeadershipMentoring #ChangeManagement #InspirationalLeadership #CollaborativeWorkEnvironment #AdaptiveLeadership #CelebratingSuccess #NewYearNewGoals

Beyond Facilitation: The Transformative Power of Team Coaching

In the dynamic landscape of modern workplaces, teams are the engines driving organizations towards their goals. Yet, despite their pivotal role, many teams seldom reach their full potential. This underperformance is not due to a lack of skill or motivation but often stems from deeper, underlying issues that are not addressed by traditional team management or facilitation. This is where the nuanced art of team coaching comes into play, offering a transformative approach to unlocking a team's true capabilities.

Understanding the Gap: Facilitation vs. Coaching

Facilitation and coaching, while sometimes used interchangeably, are fundamentally different. Facilitation typically involves guiding a group through a process or meeting, focusing on the task at hand. Team coaching, on the other hand, delves deeper. It's about developing the team's capability to work together effectively, addressing underlying dynamics, and fostering a sustainable environment for growth and performance.

The Five Dysfunctions of a Team

Patrick Lencioni's model of the "Five Dysfunctions of a Team" provides a useful framework for understanding common hurdles. These dysfunctions include absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Team coaching directly addresses these issues, helping teams build trust, engage in healthy conflict, commit to decisions, hold one another accountable, and focus on collective outcomes.

Peter Hawkins' Perspective on Great Teams

Peter Hawkins' research further illuminates what makes a great team. He emphasizes factors like shared leadership, alignment on a clear purpose, effective team dynamics, and the ability to adapt and learn collectively. A skilled team coach helps teams internalize these elements, moving beyond mere task completion to a state of continuous development and shared leadership.

The Role of Flow and SCARF

The concept of "flow," as proposed by Mihaly Csikszentmihalyi, is also crucial in teams. It's that state of optimal performance where team members are fully immersed and focused. Additionally, David Rock's SCARF model (Status, Certainty, Autonomy, Relatedness, and Fairness) provides insights into social triggers that can either enhance or inhibit team performance. Team coaching helps in creating an environment where flow can occur and where the SCARF needs are balanced, leading to higher motivation and engagement.

Tuckman's Stages of Team Development

Bruce Tuckman's model Forming, Storming, Norming, and Performing outlines the stages teams typically go through. Each stage presents unique challenges and opportunities for growth. A team coach guides teams through these stages, helping them navigate conflicts during the 'storming' phase, establish effective norms, and ultimately reach the 'performing' stage where they operate at their highest level.

Why Teams Struggle and How Coaching Helps

Teams often struggle due to a combination of these factors dysfunctional dynamics, lack of clear purpose, poor communication, and an inability to adapt to change. Traditional facilitation might temporarily ease these issues, but team coaching offers a more profound and lasting impact. By addressing the root causes of dysfunction, fostering a culture of open communication, and guiding teams towards self-awareness and self-regulation, coaching transforms teams from within.

Conclusion

In conclusion, while facilitation is important for guiding teams through specific tasks or processes, team coaching is essential for addressing deeper issues and unlocking a team's full potential. By understanding and applying concepts from the Five Dysfunctions, Peter Hawkins' work, the principles of flow and SCARF, and Tuckman's stages, team coaches can lead teams to not just perform, but to thrive and evolve continuously. In the ever-changing landscape of team dynamics, team coaching is not just a luxury; it's a necessity for any organization aiming for excellence.

The Power of Part-Time, On-Demand Virtual Project Management and Smartsheet

In today's fast-paced business environment, the traditional models of project management are evolving. Companies are increasingly recognizing the value of flexibility, particularly in the realm of project management. This article delves into the benefits of part-time, on-demand virtual project management and the transformative role of Smartsheet in this new landscape.

The Rise of Part-Time, On-Demand Virtual Project Management

The concept of part-time, on-demand virtual project management is gaining traction for several compelling reasons:

1. Flexibility and Scalability: Businesses can scale their project management needs up or down without the commitment of a full-time position. This flexibility is crucial in adapting to market changes and project demands.

2. Access to Specialized Skills: Part-time project managers often bring a wealth of experience and specialized skills, honed across various industries and projects. This diversity can inject new perspectives and approaches into your projects.

3. Cost-Effectiveness: With part-time arrangements, companies only pay for the services they need, when they need them, leading to significant cost savings.

4. Enhanced Focus and Productivity: Part-time project managers can focus intensely on a specific project without the distractions that may come with a full-time role, leading to higher productivity and efficiency.

5. Project Governance and Implementation Strategy: A part-time project manager can effectively handle crucial tasks such as establishing project governance, building and coaching the project team, and managing the implementation strategy.

6. Data Migration and Process Documentation: These managers are adept at handling complex tasks like data migration strategies, data mapping, and process documentation, ensuring a smooth transition during project implementation.

Smartsheet: A Game-Changer in Project Management

Smartsheet has emerged as a powerful tool in this new era of project management. Heres why:

1. Enhanced Collaboration: As an online tool, Smartsheet facilitates seamless collaboration across teams, regardless of their physical location.

2. Automation and Workflow Tasks: Smartsheet excels in automating repetitive tasks and managing workflows, significantly increasing efficiency.

3. User-Friendly Interface: Its tabular interface is intuitive, making it easy for teams to adopt and use effectively.

4. Versatility: From small businesses to Fortune 500 companies, Smartsheets versatility makes it suitable for a wide range of industries and project types.

5. Impact and Culture: Smartsheet is not just a tool but a culture-driven company focused on impactful work and employee well-being, which resonates in its product quality and customer satisfaction.

In conclusion, the integration of part-time, on-demand virtual project management, coupled with the capabilities of Smartsheet, represents a powerful combination for businesses looking to stay agile and efficient in a dynamic market. If you're looking to optimize your project management approach and harness the full potential of tools like Smartsheet, let's connect. Together, we can explore how these innovative strategies can be tailored to meet your unique business needs and drive your projects to success.

*Feel free to reach out to me for a more in-depth discussion or consultation on implementing these strategies in your organization. Lets redefine the future of project management together!*

Tim HJ Rogers
I help people, teams and organisations set and achieve goals.
Supporting the critical thinking and creating the resources and environment for success.

ICF Trained Coach | MBA Management Consultant | Prince2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist

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

The case of Mr. Bates vs The Post Office - Project Lessons

The case of Mr. Bates vs The Post Office, as dramatized in the ITV series, highlights several critical lessons for project and technology delivery, particularly in the context of large-scale IT systems. This case underscores the importance of rigorous project management, stakeholder engagement, and the need for robust testing and validation of technology systems. Reflecting on the phases and roles in project management, we can derive several insights: 

Lessons

Phases of Project Management:

1. Starting up a Project: It's crucial to identify all stakeholders and their needs. In the Post Office case, the needs and operational realities of the sub-postmasters were likely not adequately considered.

2. Initiating a Project: This phase should include a thorough risk assessment. The risks associated with the Horizon system (like false accounting indications) should have been identified and mitigated.

3. Directing a Project: The Project Board, especially the Executive, must ensure the project aligns with business needs and legal requirements. Ethical considerations are paramount, especially in projects impacting public services.

4. Managing a Stage Boundary: Regular reviews and audits are essential. The Post Office case shows the consequences of not adequately addressing issues as they arise.

5. Controlling a Stage: Continuous monitoring and quality control are key. The issues with the Horizon system should have been detected and addressed promptly.

6. Managing Product Delivery: Ensuring the product meets user requirements and is fit for purpose is crucial. The Horizon system failed in this regard, leading to severe consequences.

7. Closing a Project: Proper closure includes evaluating what went well and what didn't. Learning from mistakes is essential to prevent future occurrences.

Roles in Project Management:

1. Project Board: Should have ensured that the project was viable and sustainable, considering the long-term implications of the technology implementation.

2. Project Assurance: There was a clear failure in assuring the interests of the primary stakeholders (sub-postmasters) and ensuring the integrity of the project.

3. Change Authority: Should have been more responsive to the issues raised by the users of the Horizon system.

4. Project Manager: Needed to be more proactive in addressing the concerns raised during the project lifecycle.

5. Project Support and Team Manager: Should have provided better support and quality control, ensuring that the system was tested thoroughly and met user needs.

Lessons Learned and Applied:

1. Stakeholder Engagement: Understand and involve all stakeholders, especially end-users, in the project from the beginning.

2. Risk Management: Identify, assess, and mitigate risks early and throughout the project.

3. Ethical Considerations: Uphold ethical standards, especially in projects that can significantly impact people's lives.

4. Quality Assurance and Testing: Implement rigorous testing and validation processes to ensure the system performs as intended.

5. Communication and Transparency: Maintain open lines of communication with all stakeholders and be transparent about challenges and issues.

6. Responsiveness to Issues: Be agile and responsive to problems as they arise, rather than deferring or ignoring them.

7. Learning from Failures: Post-project reviews are crucial to learn from mistakes and prevent future recurrences.

The tragedy of the Post Office scandal serves as a stark reminder of the potential consequences of poor project management and technology delivery, especially in systems that directly impact people's livelihoods and reputations.

The role of Project Assurance

The role of Project Assurance and the practice of conducting mid-point reviews are critical components in mitigating risks in project management. These elements serve as safeguards, ensuring that a project stays on track, meets its objectives, and aligns with the organization's strategic goals. Their value in risk mitigation can be highlighted in several key areas:

1. Independent Oversight:
- Project Assurance: Provides an independent view of the project, separate from the project team. This independence is crucial for an unbiased assessment of the project's health and risks.
- Mid-Point Review: Offers a scheduled opportunity to step back and evaluate the project from a broader perspective, beyond the day-to-day activities.

2. Early Identification of Issues:
- Project Assurance: Regularly reviews project progress and can identify potential issues and risks before they become critical.
- Mid-Point Review: Acts as a formal checkpoint to assess whether the project is on track and whether any emerging risks or issues have been identified and addressed.

3. Objective Risk Assessment:
- Project Assurance: Helps in objectively assessing risks and their potential impact, ensuring that risk management is not just a theoretical exercise but is practically applied.
- Mid-Point Review: Provides a platform for re-evaluating the risk register and ensuring that all risks are still relevant, with appropriate mitigation strategies in place.

4. Stakeholder Confidence:
- Project Assurance: Builds confidence among stakeholders, including sponsors, customers, and users, by demonstrating that the project is being monitored and controlled effectively.
- Mid-Point Review: Offers stakeholders a formal report on progress and risk status, reinforcing transparency and trust.

5. Quality Control:
- Project Assurance: Ensures that the project adheres to agreed-upon standards, methodologies, and regulations, thereby maintaining quality.
- Mid-Point Review: Provides an opportunity to review the quality of deliverables and the effectiveness of quality control measures.

6. Alignment with Business Objectives:
- Project Assurance: Regularly checks that the project remains aligned with the business objectives and strategic direction, adjusting as necessary.
- Mid-Point Review: Revisits the business case and project objectives to ensure that the project still delivers the expected benefits.

7. Resource Optimization:
- Project Assurance: Helps in identifying any over or under-utilization of resources and suggests adjustments to improve efficiency.
- Mid-Point Review: Assesses whether resources are being used effectively and whether the project is on track to complete within budget.

8. Change Management:
- Project Assurance: Monitors the effectiveness of change management processes, ensuring that changes are managed and communicated effectively.
- Mid-Point Review: Evaluates the impact of any changes made to the project scope, schedule, or resources.

9. Knowledge and Best Practices:
- Project Assurance: Brings in expertise and knowledge from other projects, applying best practices and lessons learned.
- Mid-Point Review: Allows for the incorporation of lessons learned to date into the project’s remaining phases.

10. Decision Support:
- Project Assurance: Provides critical information and recommendations to support decision-making by the project board or steering committee.
- Mid-Point Review: Delivers insights and analysis that can inform key decisions about the future direction of the project.

In summary, Project Assurance and mid-point reviews are invaluable for maintaining the health and direction of a project. They provide a structured approach to identifying and mitigating risks, ensuring quality, and aligning the project with business goals, ultimately increasing the likelihood of project success.

Performance Improvement or Nothing to Pay

Performance Improvement or Nothing to Pay

About the Product: Work-Out Programme

Inspired by the pioneering approach of Jack Welch and General Electric, the Work-Out Programme is a dynamic, results-oriented process designed to enhance organizational efficiency and effectiveness. This intensive programme focuses on identifying and solving key business challenges through employee involvement and innovative problem-solving.

The Process

Challenge Identification: Pinpoint a process or product for improvement.
Team Selection: Gather 5-15 key individuals from various organizational levels.
Intensive Workshop: Over 2 days, develop actionable solutions within specified constraints.
Decision Panel Review: Present findings to a panel for immediate decision-making.
Implementation: Approved solutions are executed with allocated resources.
Follow-On Actions: Assign roles for ongoing change management and progress tracking.

Key Benefits

Efficiency Gains: Streamline processes for better performance.
Cost Reduction: Identify solutions to reduce costs and increase income.
Employee Empowerment: Engage staff in decision-making and problem-solving.
Rapid Implementation: See tangible results within 12 weeks.
Minimal Risk: Pay only if performance improvements are realized.

Tim Rogers - Your Expert Facilitator

ICF Trained Coach
MBA Management Consultant
Prince2 Project Manager, Agile Scrum Master
AMPG Change Practitioner
Mediation Practitioner
BeTheBusiness Mentor
4 x GB Gold Medalist

Embark on a journey of organizational transformation with Adapt Consulting Company.

Contact Tim Rogers for a transformative Work-Out experience.
Tim@AdaptConsultingCompany.com
+44 7797 762051

The "Work-Out Programme" aligns with Jersey Business's 2024 plans in several key areas:

1. People and Leadership Development:
- Jersey Business Plan: Focuses on providing knowledge and support to business leaders for long-term growth and resilience, including developing high-performing teams.
- Work-Out Programme: Offers a process to enhance organizational efficiency and effectiveness, involving key individuals from various organizational levels. This aligns with Jersey Business's goal of improving leadership, strategic, and financial management skills among leaders.

2. Productivity Improvement:
- Jersey Business Plan: Aims to help organizations create more value by improving the efficiency of their processes and maximizing their ability to generate profitable revenue.
- Work-Out Programme: Specifically targets efficiency gains and cost reduction, which are key components of productivity improvement. The programme’s focus on streamlining processes and identifying cost-saving solutions aligns with Jersey Business's objectives.

3. Employee Empowerment and Engagement:
- Jersey Business Plan: Seeks to develop support for high-performing teams and engage leaders in growth opportunities.
- Work-Out Programme: Empowers employees by engaging them in decision-making and problem-solving, which is crucial for developing high-performing teams and aligns with the goal of enhancing leadership and strategic skills.

4. Rapid Implementation and Tangible Results:
- Jersey Business Plan: Emphasizes the implementation of strategies and initiatives aimed at boosting organizational efficiencies, with a focus on measurable impacts.
- Work-Out Programme: Promises rapid implementation and tangible results within 12 weeks, aligning with Jersey Business's focus on actionable and measurable outcomes.

5. Risk Management and Cost-Effectiveness:
- Jersey Business Plan: Aims to maintain cost savings for businesses and develop efficient strategies.
- Work-Out Programme: Offers a minimal risk model (pay only if performance improvements are realized), which aligns with the cost-effective approach Jersey Business is aiming for.

6. Knowledge Sharing and Strategy Development:
- Jersey Business Plan: Focuses on sharing business data and insights to shape government strategy and policy.
- Work-Out Programme: Led by an expert facilitator with a background in management consulting and change management, suggesting a potential for sharing valuable insights and contributing to strategic development.

In summary, the Work-Out Programme aligns well with Jersey Business's 2024 plans, particularly in areas of leadership development, productivity improvement, employee engagement, rapid and measurable results, cost-effectiveness, and strategic knowledge sharing. This programme could potentially be a valuable component of Jersey Business's strategy to support and enhance local businesses.

Organisational Health: 1. Politics 2. Conflict 3. Morale 4. Productivity 5. Staff Turnover

Improving organizational health is a multifaceted challenge that requires addressing various aspects of the workplace environment and culture. Here are some good ideas about people that work by minimizing politics and conflict, boosting morale and productivity, and reducing staff turnover:

Minimizing Politics

1. Transparent Communication: Establish open lines of communication. Transparency in decision-making processes can reduce misunderstandings and the perception of favoritism.

2. Clear Policies and Procedures: Develop and enforce clear policies regarding promotions, evaluations, and conflict resolution to prevent arbitrary decisions that could lead to office politics.

3. Encourage Meritocracy: Reward and recognize employees based on their performance and contributions, not on their relationships or office politics.

4. Leadership Training: Train leaders and managers in unbiased decision-making and effective team management to prevent power plays or favoritism.

5. Feedback Mechanisms: Implement regular feedback channels where employees can voice concerns or report political behavior without fear of retribution.

Minimizing Conflict

1. Conflict Resolution Training: Provide training on conflict resolution and effective communication to all employees.

2. Team Building Activities: Regular team-building exercises can improve understanding and cooperation among team members.

3. Diverse and Inclusive Culture: Promote a culture of diversity and inclusion where different perspectives are valued, reducing the likelihood of conflicts based on misunderstandings or biases.

4. Proactive Conflict Management: Address conflicts early before they escalate, using mediation or other conflict resolution strategies.

5. Clear Role Definitions: Ensure everyone understands their roles and responsibilities, reducing overlaps that can lead to conflict.

High Morale

1. Employee Recognition Programs: Implement programs to recognize and reward hard work and achievements, boosting morale.

2. Career Development Opportunities: Offer training and development opportunities, showing employees a path for growth and advancement.

3. Work-Life Balance: Encourage a healthy work-life balance through flexible working hours, remote work options, or additional leave.

4. Employee Well-being Programs: Invest in employee well-being through health programs, mental health support, and recreational activities.

5. Effective Management: Ensure managers are approachable and supportive, fostering a positive work environment.

High Productivity

1. Efficient Work Processes: Streamline work processes to reduce unnecessary tasks and improve efficiency.

2. Technology and Tools: Invest in the right technology and tools to help employees work more effectively.

3. Goal Setting and Monitoring: Set clear, achievable goals and monitor progress, providing support where needed to keep teams on track.

4. Eliminate Unnecessary Meetings: Reduce the number of meetings or keep them concise and focused to maximize productive time.

5. Encourage Autonomy: Empower employees with the autonomy to make decisions related to their work, enhancing their engagement and productivity.

Low Staff Turnover

1. Competitive Compensation and Benefits: Offer competitive salaries and benefits to retain talent.

2. Positive Company Culture: Foster a positive, respectful, and supportive company culture.

3. Employee Engagement Surveys: Regularly conduct surveys to gauge employee satisfaction and address issues promptly.

4. Exit Interviews: Conduct exit interviews to understand why employees leave and use this information to make improvements.

5. Succession Planning: Develop a succession plan for all key roles to ensure stability and continuity.

By implementing these strategies, an organization can create a healthier, more productive, and more satisfying workplace for its employees. Come and talk with me or @Simon Nash at @Insight Group