90 days plan to lead with clarity during job transition and new job | Nilakantasrinivasan Janakiraman | Skillshare

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90 days plan to lead with clarity during job transition and new job

teacher avatar Nilakantasrinivasan Janakiraman, Learn - Create - Teach

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

17 Lessons (1h 56m)
    • 1. Introduction

    • 2. Scope of Course and Tools/Techniques you will learn

    • 3. Need to lead with clarity

    • 4. New 90 day Plan

    • 5. Leading with clarity - An example

    • 6. Leading with clarity - Approach from example

    • 7. Leading with clarity - An attempt to arrive at your approach

    • 8. Run Vs Change

    • 9. SIPOC

    • 10. SIPOC as a Leadership Tool

    • 11. True North Goals

    • 12. MoSCoW

    • 13. In-frame/Out-Frame

    • 14. Cross Functional Process Maps

    • 15. Process Centricity - Red Lights

    • 16. Process Centricity - Green Lights

    • 17. Choosing the Right Metrics

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About This Class

When you change a job or a role, there are huge expectations. The environment is new too. This makes it difficult for you as a leader to stay on track. Your team members look up to you for clarity. But if you lack clarity, then things won’t move.

First 90 days in the new role is critical for success during the remaining period in the role and your career as a whole.

Are there definitive ways for us to bring in clarity in new job or role? Yes, there are a set of well defined and proven tools and techniques which does wonders.

In this course you will go beyond theory and good intentions and learn methods will can be applied to bring in :

  • Clarity of Purpose
  • Clarity of Plan
  • Clarity of Responsibility

What will you learn?

  • Develop a leadership style to think and act with clarity
  • Provide clarity of purpose, plan and responsibility to teams
  • Apply tools and techniques to take consistent leadership decisions

Tools Covered:

  • True North
  • Golden Threads
  • SIPOC (Supplier, Input, Process, Output, Customers)
  • In frame/Out Frame
  • MoSCoW
  • Cross Functional Process Maps
  • Process Centric Behaviors
  • Metrics Tree Map

Target Audience:

  • Mid & Senior Level Executives
  • Professionals aspiring to be Managers

Meet Your Teacher

Teacher Profile Image

Nilakantasrinivasan Janakiraman

Learn - Create - Teach


Hello, I'm Neil (Nilakantasrinivasan)

With over 2 decades of experience in large & medium enterprises, I love to make people, processes & organizations future fit. Business Transformation, Design Thinking, Lean Six Sigma, Customer Experience Design are themes that I enjoy working with.

I love to create something new and share it with others. 

Happy to connect & help!

See full profile

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1. Introduction: Hi, My name is Neil and I'm going to be your instructor for this course on leading with clarity what do the gates of my Korea. I had opportunity to change a couple of jobs, and every time when I get that, I wanted to make some new change changes that are related to my behavior, to my skills, the decisions that I take in my room. Exeter few weeks into the role. It was amazing. It's a few months into the room, a completely lost sight of what changes I want to bring him. Did this happen to you? Have you ever felt that you're not able to accomplish a change in yourself as a leader? How did you feel about it? I was really frustrated. When I look back as to why this is happening. I realized that just good intentions cannot help you sail through such a change. All you need, in addition to good intention, are a set off tools and set off methods instead of techniques which can help you to bring about this change asked need us. We are not here to bring change in ourselves alone. We have to bring about change in the entire organization, so you need to have clarity off purpose. You need to have clarity off. A plan has to help. You will accomplish that purpose. And you also need to bring in clarity off responsibility among your team members because we thought that it would be a complete chaos in this course. What I've done is to put together a set off tools which I used to bring clarity for myself in the new rules that I got it. So if you're between jobs, whether you're changing from one organization to another or whether you're going to a new role in your own existing organization and you want to bring about some change in that particular rule, you won't leave a mark a legacy. When you move to the next role, then set off tours that are going to talk in this course is going to be really helpful to you. We will talk more about what these tools are as we move forward. So anyone who is in the middle management right up till the senior management will find the scores very valuable. I'm very delighted to have you in this course, and I hope that this practical course is going to take you pew with a set off simple tools and techniques that you can go and deploy when you are in the new rule. 2. Scope of Course and Tools/Techniques you will learn: Hey. Hi. Look at this picture. You have back off bulls and they are moving ahead. And you would find that there are distinctly four different groups here. Right at the big me, you see three wolves followed by five, and then you have a large group and then you have another group. The worst end there is one old that's coming alone now, which among these do you think is the leader off this back? Now, if you look at this, you might think the old that is leading right at the Big Ning is the leader, but it is not. In fact, it is the wolf that's coming right at the end, which is the leader off this back. So I would emphasize that as a leader, all we have to do is to put ourselves in a position where we get better quality. If you look at this wolf that's coming right at the end, it has quite a good amount of clarity as to what's happening with that steam. So it has good oversight. It's able to see what's happening. It's morning in the friend. It might have no idea of what's happening behind that is why it is leading right from the back. So leading always does not mean that you have to be at the front. Also, if you see the second group off five wolves, they have the accountability off protecting the India Pak. They're the strongest off the wolves. So share your responsibility and accountability with people who have potential in your team and don't take everything on your head. So I would simply say that to summarize there is some signs or, I would say, definitely matured for want of a better word to leadership. And in this course we will explore and talk about those definitive methods. Clarity comes before everything else. As a leader, you need to be clear, and if you are clear, you will be able to help others clarify and understand where they have more towards. So this course is all about clarity. And when we talk about clarity, we're going to talk about clarity off purpose. We're gonna talk aboard clarity off plan, and you're going to talk about clarity off responsibility. Now what do we mean by clarity? Off purpose? Clarity of purpose is to know that we have to go for the team you need to be the chief meaning officer asked in the words off Jack, which you need to tell the team where we are moving towards. We need to ensure that all of them are aligned as to where they are going towards as a dessert off which we will progress and hit our target faster and also the probability off we hitting the target will increase. Now we will talk about a couple off tools in each of these three buckets that I talked about, and we'll cover them in greater detail. We will go to a level where you can pick up these tools, apply them to a real life situation and solve a problem. Or give clarity to your team. Because, as I said earlier, this course is about giving your specific methods and tips, which you can apply rather than giving you the theory behind planete. So what are the tools that we're going to talk about in clarity of purpose we're going to talk about True, not we're going to talk about golden tricks. You're going to talk about Moscow and site book. So some of these concepts others are techniques. A few of them are tools talking about clarity off plan. What do we mean by clarity? Off plan. You should know how something needs to be done. The team needs to know that, and you need to know it first Before you communicate that to the team. So you have to be the chief mentor for your team. That is the purpose off clarity off plan. Now, how do we get that? The tools and techniques we're going to cover here are Sigh park in frame and out frame Moscow cross functional process maps and process centric behaviors. You would realize that there's a fair bit off overlap between what tools we talked about earlier and this 11 thing I want to emphasize is that the tools were talking about our generate and you would have them very useful for all the three faces for all the three elements that we talked about. So they would certainly be some overlap, and it comes to where and when these tools can be applied. Now let's move forward. We will talk about the third element that is, clarity off purpose. Clarity of purpose is all about knowing who needs to do what does that we will talk about our cross functional process. Moms make clicks, three map and process centric behaviors. Now, by doing this rightly, that is, by providing clarity to your team, you're going toe act as the chief accountability officer off your organization. So what next we will talk about leadership situations that demand clarity. So we will talk about some scenarios in real life where you as a leader have to provide clarity. Then we will take examples off successful leaders and talk about how they brought about priority, so there would be some lessons for us to learn from that. Then we'll move forward and split the leadership role broadly into two buckets, one where we are expected to run the business. Another baby are expected to change the business. And beyond that, as we move forward, we will use the structure off clarity, off purpose, clarity, off plan and clarity off responsibility. We'll go one after the other. We will cover the tools with examples, and at the end off most of these tools, you will also have an opportunity to apply the stool in your own real life scenario, and towards the end, you can compile that and charity as a project work, So you have to wear different hats when it comes to three of these elements. 3. Need to lead with clarity: in this lecture, we will touch upon various business situations where you're expected to lead with clarity. Now there are so many business situations where as a leader, you're in the middle off a chaos or a mess, and people look up to you for clarity. Let's take the case, Officer Vincent charges When he took over as the prime minister off Great Britain, There was chaos all over the world, in the British Parliament, in the minds off all the citizens. In fact, Winston Churchill himself was confused. He had to make sure that he convinces all the country meant the parliamentarians and the allies and then lead them to victory. Same is the case with Abraham Lincoln. Unlike these tall leaders, we are not faced with grave situations in our day to day decision making. What we, in fact face as leaders are situations which involved changing business dynamics. It could be market or competition activity. It could be people related problems or decisions and most often, contingencies and crisis and associated management. In addition to this, we're also faced with situations that occur due to change off organization change, which could be usually to do with movement off people or processes. Let's take some examples if a leader moves from align, responsibility toe, a functional role that spans across periods. Geography ease. You were responsible as an operations director, and you had a lot of people reporting. Do you and as operations director. But you have direct reports. You have good authority. However, when you move to a functional role, you have to use a facilitator of leadership style to get things done. Quite often, you don't hold much authority in your hand. Pleased Darrick authority. Another situation is when a leader joins the new organizations, all of us change companies. And when we change, companies begin to a completely new environment, new culture and, more than anything, great expectations on you. Another situation very common, is when a leader most up the organization, when you get promoted equations and the relationships that you have established with your peers with your bosses and your subordinates completely change. You need to re establish those equations, and all the more challenging are the expectations that people have from you. Another common situation that all of us face is when the organization gives you a new portfolio, you're handling a particle a portfolio. There was a complete region off the organization structure, and you ended up having a completely different portfolio. And the rules of the games have changed. Now you need to use a completely different style off management if required. So these are all situations that I'm throwing a to you just to give you an idea off there, you have to lead with clarity because in day today, operations clarity is something that already exists, or there's not much off afford needed from you to provide the clarity. But when you are put in situations like this, and of course, you can expand this to a much larger arisen by looking at scenarios that you have passed through in the in the last say, 4 to 5 years. Where is it that there was a deficit in terms of clarity, either from your side or from the site off your team members situations where you feel you could have done a little more to give clarity, and that could have solved the problem? In such situations, we do start to creating a plan, something like a 90 day plan through the plan. We try to come out with some kind off clarity for ourselves. Try to understand what's happening around to try to get certain things done. We will talk more about what a 90 day plan is. Thank you. 4. New 90 day Plan: in this lecture, we're going to talk about various challenges and approaches that you could use to prepare your 90 day plan. Let's start by understanding what is a 90 day plan to put it in simple words. A 90 day plan is a time bound and a result oriented plan, that's all. What we're trying to do is when a person gets into a new role or when he joins a new organization, as I mentioned earlier. That's when the 90 day plan usually is something that comes into picture. It's nothing but a time bone plan which can help someone on board faster and at the same time get some results or if it now, what kind of a plan do people have? Usually the plans are very ambitious. Both the person who's getting on board and his manager wants to aggressively take targets and get things done in 90 days. So it's very ambitious. It was a lot off important aspects, such as getting hold of the business talks about understanding the customers, building rapper with yours in the organization, bonding with a team on the standing policies, processes and systems of the company because the person must have come from a different organization, getting a hold off dashboards, matrix reports and, lastly, to perform a project. But he can make a change happen. No. The challenge with this kind of a plan is that as you go through, you'll realize that some aspect off this plan are tangible things like reading a policy and understanding it. There are certain other aspects, such as building rap over the yours or bonding with the team, which is very intangible, and a lot of time has to be spent. Usually when we put a 90 day plan and we want this guy to be completely on bordered, completely bonded for the team, then the whole thing becomes very artificial, a plan that runs by the clock, and that's something that usually does not work. And usually the tools that we used to get this 90 day plan executed are things such as meetings one on ones are in groups, reviews, reviews and reviews, a few visits to the customers to the factory. If you're running a factory or, you know if you're running any other operations having a ground level reality, check a reading lot of documents to understand the policies except trust. Sometimes when I talk to people who are already six months old in the organization and they say I'm still new and they say that my honeymoon period is getting over or got over and stuff like that. So you get a feeling that even after having gone through this 90 day plan, people really don't accomplish a lot off what the plan expects them to do. Why is that? That is because possibly the plan is good. I wouldn't complain much about the plan, but the execution approach which is used in the plan, is something that we should understand how it works. It usually works like this radio that you will see when you use a video like this. You keep tuning all the knobs. Still, you get the right channel, and even after you do that, you have to constantly keep adjusting if you're not getting the right frequency. So this means they are using Ah, freewheeling, kind off leadership style to understand what's happening in the organization are get themselves injected, they usually very charged. All of them were getting into this kind off on execution more either because they knew in the organization or because they got into a new role. They're very charged, so I wouldn't complain much about the attitude. The attitude is to get things done, the challenges with the approach when they go with this kind off, an approach which is usually judgment based. The problem is that things may or may not work all the time. And, for example, I might assume that I've wondered well with the team. I've understood all my team members. I have a good handle with all of them extra. But the team might still feel quite distanced with that person going for lunch together or having one on ones with all off them extra may or may not end up really accomplishing the objective, which is to born with a team. It, of course, would get certainly some tick marks on your plan. There's no doubt about that. So if we want to get away from this freewheeling, kind off leadership style, which is usually judgment based, we should move to something that will engineer the outcome. When we say engineer the outcome, we should have an approach which is fact or data based. What I'm trying to say is the 90 day plan has to be fact or data based. It has to be repeatable in the sense. Whatever you're tryingto accomplish, you should be in a position to repeat that later as well. For example, if you say I built a good rapper with one off my peer group members, then you should be able to establish or demonstrate that you have actually built that rap. Oh, as you go forward as well beyond the 90 day plan, it has to be based on Mitford's, so it has to be methodical and analytical. We want to stay away from judgmental calls. I know as leaders. All of us have to take decisions sometimes which are based on intuition or on judgment. But but it can be substantiated with data or with analytical mindset. And more importantly, an approach like this should be ah, proven approach. It's not something that you and I have found it out, and let's let's try using it, because that increases the risk. So we want also lower the risk in this whole process. If you look at what the risks are as a leader, you're getting inducted into the organization or into the system. And if you commit some mistakes, that can largely impact the subsequent decisions that you're going to take when you are in that particle opposition off authority now a word of caution job though I have given an impression in the last few minutes that this 90 day plan is largely for someone who is getting inducted into a new role or possibly someone who's got into a new job, that's not true at all. I've just taken one scenario to talk about it, and if you recollect, we talked about various other scenarios as well. And you can also extend this beyond that scenario and talk about any situation where we're having a time bound on a result oriented plan. It can be a project can be anything that you wish to do in your organization or your organization expects you to do, for which there's no change in, for example, the role or organization structure, etcetera. So it can just be any project that you do. All I'm trying to say is, whenever we make a change or as a leader of your expected, take some decisions, we have to stay away from freewheeling kind, offer leadership style and go more towards things that I talked about earlier. So now in this course, I'm going to stitch together a set off important to deuce, Um, maybe tools extra, which can help you in decision making. And the first thing that I'm going to start with is to get clarity yourself in any situation. We need to have self clarity. We need to be clear ourselves as leaders. So first thing is to find out how we can get clarity off a given situation on Ben providing clarity to others. So how does a better plan look like the roadmap for a better plan would be to start by getting the big picture first. So which means evaluating the ecosystem, understanding what's happening around in that particular ecosystem. What are inputs and outputs? What are the constraints on new incest in the system on then starting to do clarity to the team, then end up designing right behaviors for the team? So when I say clarity to the team, you have to give them directions so that the team can start working in a particular manner , and for them to start demonstrating the right behaviors, you have to start in using oh are creating certain environment, which will help them demonstrate that right behavior usually asked leaders, We complain about the behaviors off our subordinates, but we should understand that it works on the principle off induction. So what you're going to do is largely going to determine what their behaviors. So start with yourself. So that is that last point about designing for right behaviors so you might end up facilitating more. So facilitating workshops, facilitating meetings, facilitating others to perform come out with their plans extra. You might be spending more time in workouts again, using a facilitator of style in brainstorming sessions extra. So that's how your plan would be a little bit different, unlike the all your plan, which was more about seeking information and downloading stuff into your brain so that you can start using it later. Now we're trying to synthesize and create the outcome that we're tryingto expect from this particular 90 day plan. I hope this give you a little bit off idea off what behavioral changes expected from you as a leader. Start by getting clarity yourself with tangible aspects of planning which are repeatable and fact based analytical thereby making sure that whatever you do can be demonstrated again and again. And then once you already with all these kinds off mindset, you can jump into execution. So with that North, I'm going to wrap up this particle a lecture. As we mourn, we're going to talk about what do successful leaders do? So before we did die, I want to convince you with an example off what a T least one great leader has done. See you in the next lecture. Thank you. 5. Leading with clarity - An example: in this lecture, we're going to take some examples and understand what successful leaders due to lead with clarity. Now Jack Welch needs no introduction. I'm sure all of you know about Jack Welch, and I'm going to take the example off Jack Welch and talk about leading with clarity and give some examples and some strategies that he used, which can reinstate the fact that there needs to be a definitive approach to your leadership style when you want to drive results in your organization. What Jack will scored as a seven point program for management by leadership. These are seven different strategies or, in simple words, seven different steps or approaches that you could follow to manage your teams or to lead your organization. We will talk about each of this in great detail. But before we move forward, what did Jack Welch accomplish using these seven step approach? He accomplished a great deal. I'm sure all off you know about it. We know about his leadership style and everything else this lot off the video and information. We're just available on the Internet that you could check out about him. But what I want to emphasize now is the result. What did he actually accomplish in terms off tangible results to the shareholders? The market cap off g waas around 13 billion in 1981 when he took over, and when he finally exited G as the chairman in 2000 the market cap had increased toe 500 billion. So a huge lift in market cap and he accomplished much more than what the numbers talk about . How did he accomplish all of that? He used the seven point leadership. Stein. Now look at these. Develop a vision for the business. I'm sure all of us understand the importance and the relevance off developing a vision for your business. Change the culture to accomplish that vision. Usually the moment we put a vision out there, we don't focus much on the culture. However, he talks about how we need to work on the culture so that the vision is realistic and is something that we can accomplish. He talks about flattening the organization because usually if the organization is complex, it has multiple layers that it's very, very difficult for you to go permeate the culture and also to get things done. Eliminating bureaucracy needs no explanation, impoverishing individuals in the organization so that they can take decisions raising the level off quality and efficiency in the organization and finally eliminating boundaries, silos or boundaries that have been created in the organization. All these seven points are not necessarily unique, and there are a walloping aspects in all of them. So I'm not going to touch upon the fact that how different is each point from the other. I'm sure you're able to appreciate the uniqueness off each point and the fact that it overlaps with the other. Assuming that Law 15 just happened in the way we run the business in the last two decades, Uh, are these seven points still relevant? Is a question that we have to ask and answer. I would at least say that the last four points still remind pertinent. A lot of companies now have vision, a lot of them. No talk about what culture is flat in the organization has been the mantra or the last decade or so, and many organizations have removed multiple layers in the organization, made it a flat structure, etcetera. But I would still say there's much more to accomplish on points 456 and seven. Not trying to say that nothing has been done, but I would still say that if you go with a four point leadership style, assuming that the 1st 3 is already a strength area for your organization, even if you work on points 456 and seven, you will be able to accomplish a great deal. 6. Leading with clarity - Approach from example: in this lecture, we're going to take some examples and understand what successful leaders due to lead with clarity. Now talking about Jack Welch. Six Sigma is something that comes to all of our mind because he was the one who was the proponent off the approach in a big way because it was piloted. It was experimented in manufacturing. It gave reserves, but he was the one who took it up and implemented in financial services in other business lines. And more importantly, he made it a philosophy of a off life in G. So what are the key teams off? Six Sigma? Let's touch upon that briefly. Six Sigma has three key themes. Force being customer focused, Process ST to city on fact or data based thinking. All these three in a way or the other, relate the seven points that we talked about earlier. They are all interlinked because if you start focusing on these teams, then naturally you would be ableto excel by using the strategies or the seven points that we talked about there. What is customer focus now again? This is, I would say, are the most abused words in management today. We talk about customer obsession with Doc, about customer centric city. We talk about, you know, every other aspect where we emphasize much how much and many of the words where we emphasize how much we are obsessed with our customers, how much we care for our customers. I would simply say that whatever you are trying to do with regard to the customer is always good. But remember that the customer he's trying to do business with you. You have a contract with a customer, no matter what product or service you're trying to sell, you on the customer get into a contract and you're trying to do business with each other. So in a contract or in an agreement, whether it's written or not written, the other party always expects you to be fair. So even if you don't want toe, make the customer look like a king, treat him, give him royal treatments. All you have to do is to be fair to the customer, treat the customer fairly and focus on what the customer is looking for and fulfill that need. And in doing so, be fair. That's all is something that's needed for you to be successful in your business. When it comes to customer focus, I also wonder at this point of pine touch upon the fact that many off you as leaders may not be facing customers. You may be working in the operations or in some of the other support functions where you don't get exposed or you don't interact with the customers much. For example, the finance function in your organization or the HR. I would encourage you to replace the word customer with internal customers and be fair with the other department or the other function and try to ensure that you do what is right for them. And that's more than enough. As far as internal customer focus or even the external customer focus is concerned, we will move on and talk about process intracity. Now again, this is, ah, hype, I would say, with a lot of technology with a lot off tools which are available today, it's quite acceptable to say that everything is a process. But two decades ago I was trying to help organizations become process centric. There were many times when I spoke toe, particularly leaders from sales, and they would say sales is not processed my friend. We do the idea of things to get business for the organization, for example. We play golf, we build relationships with our clients, and that's all. We get business. So this is not a process. It all that. Having said right now, as we're talking, it's widely accepted that sales is a process. We have a CRM, and we have a funnel sales funnel, so process is more loosely used. One all be trying to say is that it is not an act of brilliance that has delivered the outcome, but it is an act of following some repeatable and defined steps. That's all we mean when we say it's a process. So try to see in your organization where you won't necessarily celebrate a person or a personality for accomplishing something. Rather, we celebrate the fact that someone has established define herbal ways in which we can accomplish the results. No last point is about data or fact based decision making. With the Advent off analytics, it has enabled all of us to start taking decisions more easily with data. Now we are moving from an era off. No data are probably just enough data. Some years ago to a scenario where we have too much data. Either. X teams are difficult faces to be at when you don't have much data. Taking decisions is difficult when you have too much data. It's again a problem. Too much data today is certainly a spoiler when it comes to quality off decision making. Finally, all this boils down to clarity. So if you are clear as to what you want to do, then automatically this decision making is going to be much faster and much easier and, more importantly, a cure. It planete is a very vast subject, but it's like the chicken and it kind of scenario. So it's very difficult to say whether you get clarity because of your decision making are rather unique clarity for taking those decisions. We're not gonna get into that right now, but all we're going to say is that let us focus on a set off tools and techniques that can help us to give more clarity. I want Oh, and a word of caution job that they are certainly not comprehensive scenarios. So there may be many situations where you can apply the same set off tools and techniques to get clarity, which I have not covered in this course. So that's where your leadership comes in. That's where your creativity comes in. We will be discussing the tools in some contexts, but feel free to expand them and see how you can apply them in other scenarios as well. So with that note, I'm going to wrap up this lecture where we got some clarity about what other leaders did, and more other set of things that we should do moving on further. We're going to talk about the challenges that one faces when we want to change the organization versus a scenario where you want to maintain the state of school. Thank you. 7. Leading with clarity - An attempt to arrive at your approach: Now let's put some of what we learned into action. Here's what I want you to do. I wanted toe Identify at least three points from the seven points program that we talked about earlier. Seven points Program off Jack Wells. Identify at least three points that you think are most important. Most important from a perspective off either a strategy or an approach for you in your current circumstances in your organization. What do you think? Our top three priorities for you identify them. Ensure that you are in alignment with your organization's strategy or value system. We don't want to create some kind off a friction there, so ensure that you're in line. But they are. Were all organizations objectives on value system. Then try to communicate these points to your team members, thereby giving them clarity as to what you wish to accomplish in the next few months or so . Or, in other words, what approach do you want to use in order to make a change our toe. Improve your business for you To do this, I have a small template. You could use this template. You could just don't Lord this. It's available in the attachment printed out and you can try to fill the points was down the trees points or the three strategies and try toe justify as to why you chose that particular strategy. It could be because that's what your organization needs. This could be because that's where you feel is an improvement area for you. What? It would be that reason. Try to put that reason out there that will give you some clarity as to why you want to use an approach and one that approaches. So that is a small activity. With that, we will more under the next lecture. Thank you. 8. Run Vs Change: in this lecture, we will appreciate and learn how to balance between running and changing the business. Let's take a step back and talk about what is expected from us as leader. Take the example off Obama. If you look at this election campaign, both times change was one of the big teams off his camping. Similarly, Justin Trudeau's campaign as well talked about riel change the campaign off. Narendra MODY also talked about change. So the question that comes to our mind is, what is the expectation that people have from leaders? Are people expected to maintain the status school? Or is the expectation more about change or growth? The answer is actually bought. S and no leaders certainly have a role to play to maintain the state of school. But what they get elected for what they get promoted for why they grow is because they are able to make a change because they are able to change the status quo. Now let's take the scenario off These three leaders don't a campaign talked about change when they came toe office, but they want or not, they were pulled into multiple issues and tasks which start their energy tasks which were related to maintaining the state of school. If you reflect upon what you're doing right now, you would realize that your key arise or job descriptions broadly has two aspects to it. One talks about running the business and the other talks about changing the business. If you pull down your job description and go in detail and go line by line, even your gold sheet for the yob, you would realize that some aspects you need to just maintain the current level of performance. You want to ensure that the service level ist maintain. You want to ensure that the pro activities at a certain level, you want to maintain that the defects in the organization are at certain level extra. On the other hand, there might be certain goals which talked about improvement, for example, profitability, for example, revenue good. It can be anything for that matter, So there has to be some kind off a balance between running the business and changing the business. As leaders, we have to first recognize what other aspect where there is stay to school maintenance or sustenance off business. What are the other aspects where you have to really throttle and make a change happen. So maintaining the business usually is an aspect that we generally ignored. What stays in the top off our mind is only that aspect where we have to change. But both are equally important now. The Japanese way off management has clearly classified these two types off tasks that leaders hold run the business, which is called as daily work management, or what they call as nature do country in Japanese change the business. What we call as policy deployment is nothing but ocean country in Japanese. Why I'm trying to introduce these stumps to you is because they have recognized that there are two different aspects and both of them need different treatments. If you look at run the business, the focus has to be more on establishing the process and matrix. You need to have clear job descriptions or job rules than these process and metrics have to be mapped to the job rules, and the whole approach then has to be retained. Mint. How I retained the performance, who has to do what so accountability and responsibility has to be well defined. People will have to follow their routines either toe audit or to do their jobs. And finally, the whole thing has to be part off the culture. So you have to drive the behavior off your people to make sure that they do justice to their daily jobs. So that is what we call as needed you country or daily work management. On the other hand, change the business. Or what? Because as hosting country is more about vision and strategy, vision is about baby rich to go and strategies about how we wish to reach that destination . Culture, people and behaviors slightly broader umbrella because unless we don't get these acts together, we will never be able to accomplish our goals. Change management approach. What approach am I going to use? You shift the organization from its current level toe the level that we want to goto. So change management this after improvement approaches more harder so that talks about tools and techniques you have to recognize at this point of time that in your goal sheet identify what aspects are. Run the business and what aspects are changed the business and that will change from year to year. Once you recognize that, I want you to appreciate that for each of this radio stand. So if it's run the business aspect, find out if you have all the relevant processes defined in the organization. Let's say I want toe maintain the status quo on quality in my organization. And let's say I'm making water bottles, drinking water bottles, mineral water borders, so I have to ensure that processes exist. There are performance, matures or matrix for measuring the quality off water that we make, then our clearly defined job roles as to who is supposed to do inspection. Who's supposed to do artists who is supposed to produce the item exit ramp. A good mapping between the processes and the job descriptions using a re tainment approach . Which means are you having governance or routines if people are there about this? And do people recognize this as an important aspect so you could go through the check sheet for each off your goals, which are teamed around, run the business Similarly big teams of business and for aspects where you want to move the needle we talk about three important approaches are tools that you wish to use in the earlier lecture as an activity, you did that. Now I want you to look at these goals that you have on your gold sheet, where you are more than needle and for those goals trying to use the same chick she that you see on your right side. As to whether there is clarity off, very want to go, how we want to go. How comes from seven point strategy, culture, people and behaviors. Have you evaluated them? Do you find them to be conducive? What change management approach are you going to use? Have you even thought about it? What improvement approach are you going to use? What set of tools and techniques are you going to follow? Our Your people prepared for that? So try to go through the strict sheet. You can take a printer off this and try to do that for each off your goals and thereby you will have clarity as to whether you will be able tow accomplish. This year's goals are not whether, as a leader, you will be able to do justice to your job or not. Once you completed this activity in the next lecture, we will talk about how we get an idea off the big picture. Thank you 9. SIPOC: In this lecture up, we will talk about a tool called Saipa, which is used for mapping business processes. We talked about clarity, off purpose and plan purpose, and one largely rewards their own understanding the business, having a good idea off the stakeholders, their expectations and the dependencies that the business has on the external factors also ability to define or validate the existing goals, the goals that the organization has and the means that is the strategies or the approaches that we wish to use to accomplish these goals. And when we go beyond this ability to prioritize what is most important and channel eyes are energy around that now Saipa is a tool which can help us accomplish all this. And that is what we're going to talk about right now. Sasae Poch is an acronym for Supplier Input Process Output and customer. If you're familiar with the business process, re engineering or six Sigma framework, you would have been already exposed to the stool. Now this is a great business process mapping tool because it gives you a good idea off the end to end business and all the complexities involved in the business. I would say that this is quite an underutilized tune or to some extent, even wrongly created and wrongly interpreted. In this lecture on in the following lecture, we will cover in detail how to create one and more importantly, how to leverage it, how to interpret it for running a business. This is how a site bock looks like. It's a very, very simple diagram. It has processed right at the middle. Before the process. You have the input. Then we talk about the some players who give those inputs. After the process, you have outputs or parts produced by the process. And who are the consumers off those outputs Call s customers so broadly. This is how this framework looks like. Now, before we go and understand how we start interpreting a site ball or what are the new answers in creating one, we will first understand how to create one in the right way. There are really ISS ways in which you can do it on this mattered is something that I like , and I feel it's very comprehensive. So start with the outputs because all of us know what other outputs for our business. If you go back to this example that we talked about in this. It's an end to end scenario off a business. It's not quite evident from this what kind of business it is. Intentionally, this has been created for a generate business, So the outputs are customer satisfaction service levels for the business customer attrition , percentage complaints, total cost of ownership. If you look at it all, these are broad parameters for the business. You could include aspects such as profitability. Other factors that you think are critical, such as dividends to the customers, whatever you think are important as open off the business. You can include that we're not talking about process. Outputs are outputs of your factory or or put off your operations shop, but we're talking holistically. Open off the business after you do the outputs. It might be quite easy for us to map and say who other consumers off those or parts so you can easily identify the customers after you're done that come to the processes in the process is we have to talk about all the business processes which are critical for us to around this business. Now there are many processes you might have management processes and you might have business processes. All of them put together need toe function hand in hand so that you are able to deliver your best output to the customers and shareholders. If you look at this diagram, your we have broadly split the process into four broad buckets. You have prospect management you have on boarding. You have servicing and loyalty, so it could be the end to end business cycle within prospecting. We have broken the dog into various sub activities and prospecting. And as you go through the list, I'm not gonna walk through all the Black Sea A. But if you realize each box here in the process in itself is a big chunk, it can contain several sub processes within it, and it might have huge teams within it. For example, service fulfillment can contain almost bulk off your operations activity, and similarly relationship management can contain bulk off er good management activities. So if you look at this diagram, it gives you all major processes, and it is not necessarily talking about the linkages between all of them because you realize that there might be a lot off crisscrossing around between all these boxes that you see on this day in this diagram in reality. So we just want to put placeholders for all those processes which are critical for the functioning off the organization. As I mentioned, there could be certain management processes which are no way directly linked to the delivery that you do to the customer. If you feel they are important and certainly they are important, there's no doubt about it. You have to include them here as well. Once you have completed the process, it's quite easy to say that for me to perform these processes, what other inputs that are needed. So go and map back and identify inputs. And again, you're doing this at a very holistic level and at a business level and not a very transactional level. So inputs doesn't mean that I need paper. I need printers. So we talking about infrastructure in general when we talk about these items or we talk about the information that we need from the customer so that we can do the processing in a better way and once you have done this, then it's quite easy to say Who are the people who are going to supply you those inputs and they are your customers. Some players are also your customers. And that's why I said that in most cases, even in this diagram, you would see this quite a bit off overlap between suppliers and customers. So that's how you construct a sigh park. There are various ways in which you can do it. In fact, some people even call it corpus, starting from C ending in s rather than starting from s and leniency, that's immaterial. It doesn't really matter. Now I'm going to talk about what people do incorrectly. When you see a site book in your organization in case your organization already has one, you could go and ask if your new employees to the organization you could ask them for a site book that they haven't. And if you're Saipa looks like this, then I would say that you have a lot of what to do because this diagram here gives you a very high level view off the into in process right at the bottom, without giving any details off the sub processes the management processes involved in this business. This hardly gives you any information from a leaders standpoint, you might even know this by virtue of the fact that you belong to this industry. So this diagram is useless. What you have to do is to recreate this in a fashion that I talked about earlier. As we move forward, we will also talk about how we interpret each of these buckets and draw meaningful inferences from a business standpoint for clarity. So with that note, I'm going to wrap up this lecture in the next one. I'm going to talk about how, as a leader you're going to leverage site book. Thank you. 10. SIPOC as a Leadership Tool: now that be learned to bought How to create a Sigh park. We will talk about what leaders can do with Cy Park to understand the big picture and bringing clarity for your team and for yourself. Let's start going one by one, into each of those five different elements, such as suppliers, input process, output and customers, and talk about what you could do uniquely in each of those. So look at it like this. If a sigh park does not exist in your organization, it's a great opportunity for you to facilitate creation off one. Either you could just show how you can lead. Go to the board, start creating one for your organization, but all the team members. That is, at least your direct reports participating in that workshop. Or else you could have one off your direct reports. Lead this and you can be part of it. If a site Bach already exists in your organization, then start analyzing it by asking the following questions. So either way, what I'm going to talk now is how you can analyze the site Bach, and not necessarily how you can create it, which we covered earlier. So starting with some players. Identify and learn about all the external dependencies off the business. Explore the nature off relationship distinct of the relationship, the number of connects that we have with the same players, the frequencies at which we meet with them. So I know like the India organization off my PSA players. Or do I just know the key guys in the marketing there? How often do I interact with my suppliers? Other, any contractual catches when all of us know that we might have a good relationship, 1 to 1 relationship with our suppliers? Certain contracts might have certain difficulties, so to say, for us it may not be in our favor. And that would have been a historical grich and other any glitches like that. For example, what Mike Lines, who manufacturers an automobile, buys the engine from an about Brenda. The vendor itself is only their sister concern, but it's a separate organization. The biggest problem has been that the sup lay off the engines and the transmission is a big Botnick for their protection, and this is being a problem for quite a long time because both of them have a similar ownership, meaning the owner of the organization of Same. They have a great difficulty in bargaining the quantum off engine that they need from the supplier so you might have such situations. And if you are a business leader, you need to know what you are going through or what is it that you're going to go through. So this can give you a good idea about that input, explore and identify imports that are critical, critical in the sense the moment that input is not to the desirable 11. The problem immediately would crop up, and it can be a major problem for you. No variables, and Norm here means not that you have on the radio or on a TV. So it's something where you have to constantly play around with so factors that you can play around with in your business. What are those noise variables? Variables that you have no control over, like the commodity rates, like the currency rage. In fact, even factors such as availability off visa these days. So all those could be noise factors Familiarize yourself on how each input can positively and negatively impact the business. You might have a good hang off the business. Even before you joined this company, you might have a sectorial experience, but probe Ask questions and find out and validate. If your assumptions still hold good in this new set up, ask for data off historical fluctuation. You're quite often leaders. Forget the aspect off radiation, and they just look at historical performances in terms off averages. And they're very satisfied. Look for historical laid off all these imports to find out nuances or fluctuations that can impact you and your business in a big way. Going on. Talking about the process. Vince Tom All the areas of static importance in the process map. What are the critical processes here? There is our weak point bash, right? Divert my resources towards our mind. Strong people in the wrong places. Should I make structural changes so that I can divert my resource to the right place? Also help yourself to identify who are owners off each of those processes, and usually those people should be part of your team. They should be your direct reports or people below them and instill accountability or validated if the accountability elderly exists or not. So I would say you will get very good. Hang off your own organization and your own process that you're managing. If you do this part very well. Going on, Father talking about outputs this cousin bring out long term business performance measures rather than tactical. Once here, so focused on the big picture focused on your vision and and from that perspective, what are the most important outputs quite often have phone that people are breaking the heads with the wrong goal, like one of the, um, banking and financial services form. The India leadership team wants worried about how fast can be del about alone. The personal loan has to be delivered to the customer. We have to take the application, approve it on and disperse the loan. How fast can we do it? Right? Turnaround time Waas. The biggest business perimeter that they were boggling with. From a customer perspective, it may or may not be that critical. They were just solely relying on one Param eter off the business and feeling that this is the only way that they can differentiate from the competition. So don't get blinded by one para meter. Usually in organisations, people are thinking in some direction and as a leader, you may have to push them to start looking in a broader sense. Identify source off data for each of them and again linked ownership. Who owns which metric? A lot of times I have phoned owed that when you are pinpointing who wants this metric? People just say that will be all own it or people try to say he owns it, but no one wants to say I own it. So find out the accountability and ensure that there is accountability here. Responsibility and accountability and lastly, talking about customers. Explore and find out what systems are existing in the organization to measure and manage the relationship with external stakeholders, such as customers or even shareholders. Other people in the management given employees extra and see where you should be involved, because in some of these areas you may still have to manage the expectation off your stakeholders. So find out where are the areas that you have to deep dive. You have to have a much more closer engagement with stakeholders. Where are the places where you should not or way you need not do that so explores such kind off understanding about how you will work as you move forward. So this is how broadly you can look at Sai Park as a business tool rather than focusing merely on the process. Flow and getting bogged down by whole things will happen because there are people to get that done. And if that has to be your primary area of focus, there's another tool that will talk about that in in greater detail. And we're covering that as we move forward. This is meant only for you to get a bigger picture off the business and get a good control over the business so that not I'm going to wrap up this lecture and see you in the next thank you. 11. True North Goals: in this lecture, we will talk about what are true, not goals and how to use them in bringing clarity now to not comes from the concept off North Star, which is used in navigation for pointing us towards the right direction in which we have to go toe. So that's where conceptually this storm true north comes in. This is very commonly used in companies which practice lean management, and what we try to say here is that when you know what your true north others, it means that you know in which direction you have to go as an organization. In other words, if organizations don't have clarity on the true north, then it's likely that people would go in different directions and there would be lack off alignment. People would be distracted because they would go in different directions. In fact, they would start contradicting each other and they would pull them in different directions , not allowing the organization to move in the right direction. For example, if the folks in the quality team and the folks in the operation steam are not going hand in hand with the objective off, improving the overall quality or the overall experience to the customers. They would end up contradicting each other, and the biggest loser in this game would be the organization itself. So with time they will start drifting more and more, and that can lead to a situation which will be something from it. You can never come out. There are a lot of stories about companies which have lacked division. So in simple words, you can say that to not is like the vision for the organization. Here is a small illustration which can help you to understand some of the commonly used terms, and I'm sure you are familiar with many of these terms. But this illustration is one good thing that you can help to relate to if the not star is division, are the stars that you see is the vision, the hill or the moaned? Um, that you see the peak off the mountain is the closest that you can hit to the vision right now with the current level off clarity or line off site. So the goal for this year could be that we have to hit the top off that particle, a mountain that we can see only we get over this mountain, Will we know what else is reminding for us to cover? So for us as off now, the goal would be to reach the pinnacle. Now, in order for us to do that, we know what the landscape is looking like. There are constraints that are issues that are challenges, and there are visible trends which are happening in the market. Based on these, we have to evolve our strategy. Or, in other words, we have to evolve the means or what we call us the host so that we know what approach we will use to reach that goal. And for us to decide that strategy or those means we need. You have our guiding principles and our processes, because what can work for one organization, that is what strategy or approach can work for. One organisation may not work for another, so we have to decide what is appropriate for us, depending on the culture or the guiding principles or the value system off our company. Now that's how this whole thing off alignment off, true not to processes and people becomes very, very critical. Let's take an example. Nike. What is the true not for Nike. They have broadly talked about. They have broadly talked about two points flight number one make today better and second designed the future. While the terms themselves, the phrases themselves are very, very, I would say encouraging and very attractive, very aspirational. What they have actually accomplished is there right at the bottom in terms off number off contract manufacturers number off employees, number of products that they're touched. And beyond that, there might also be information which is not available in public demine relating to the customer satisfaction and other factors. So to notice more about putting some kind off a vision which qualifies into certain criteria. Now, what are those criteria? First, it should evoke an emotional connect with the employees. Should not be something that's dull out there, hanging that does not inspire your employees. So it has to have the import inspirational element. And you didn't find that in what you saw in Nike. If it is inspirational, it will draw action, so it also has to tell people what they have to do. It should not be feel good kind of a statement. It should also drive them towards the action. It should also be supported by numerical numbers. You saw that in the case of Nike, it should not be a visual ist, but it should be a contract, which means you should have a particular time bound plan to accomplish it rather than saying that. Let me do it whenever I get time and it should be a must do priority has to be emphasizing on the fact that something needs to be done. There's no other way off saying that. Let's fail. Let's do it in later. Extra So in a way this is connected to point number four. No, I'm going to leave it to you to look at your own organizations vision on Put it through this filter through this five point filter to see whether the true not or the vision off your organization gross goes through this filter. The other point that I wish to emphasize is that all organizations would have vision, but for it to be called as a true not it has to go through these filters. If it does not, then there is lacuna, and that's an opportunity for you to fix. So that could be also a take away as a leader where you provide clarity to your teams. Now let's say you're not see XO level person and you are more a department person. The Since you're a functional head, what do I do? You could put your own functional true knots, such as the ones that you see here. I've kept them fairly broad there also, to go through the same five criteria. You can quantify them and make them more, um, fitting to the US five different points that I talked about. But here are some broad examples for you. I'm gonna allow you to read it yourself, and I'm going to move forward. Now. Here is a quick assessment that I want you to do. Look at your own organizations. Do not and your departments do not and tell me whether on the first place do they exist or not? If both of them are existing, then put them through the filter, thereby you can refine them if they don't exist. That's a great opportunity before for you to go and create that. What I want you to remember is that in case you're creating one, the three points that you identified earlier from the seven point program off Jack Wills. As a guideline, you could also go beyond those seven point. So I'm not just restricting to those seven points. You can look anything beyond that, but have not more than three points. Seven is too much. So look at those three points and those should be your house. Are your strategy to accomplish the true North? So you have now need to have a good alignment between yard through, not goals and your stategy or your approaches before approach talks about something else on your goal is talking about something else, and if they're not in sync, there's a problem. So align them. That's very, very critical. As we move forward, we will talk about golden threads in greater detail right now. I just wanted to introduce the term here. Thank you. 12. MoSCoW: in this lecture, we will talk about the tool called Moscow and how do we use it? And very we use it for prioritization Furik alike. We talked about Golden trades in the previous lecture, and I just want to start from there. The term golden threads are mainly used for key changes that you wish to make in the organization or in the process just to refresh. We talked about true, not calls than we talked about the means or the house, the strategies, three point strategies and based on your assist mint. If you realize that from the site book extra, if you realize that there are certain gaps that exist in the organization, which are inherently a bottleneck for us to achieve our true not goals, and if those are priority items, we need to fix them right away. Golden trades are nothing but top items on that list. There are so many things that maybe want to change or fix or improve, but not all of them would be off the same level. Off importance Gordon treads are those which carry maximum value to the organization or to the customers, so you could say they are the key value streams. And if you end up fixing those, I'm sure it's going to give you big bucks. So if you're going to go behind those now, how do we identify them? We use the tool called Moscow. There. Moscow is an acronym for Must Have, Should Have. Could Have and wouldn't have the horse that you see in between. Just have Bean added for convenience so that we can remember the acronym in Easy Way. There's no other signs behind the horse that you see in the acronym. So just to read read M stands for Must have s for should have C for could have and W for wouldn't have it can also be would have. But I would like to keep it as wouldn't have, and I'll explain why must have What do we mean by that? Because must have and should have looked very similar. So must have means anything that is mandatory. There's no compromise on that. It needs to exist, no matter what the situation is. Should have is important, but it's not mandatory. It's not good to have, but it's something much more than good to have. But things can still work without it could have is nice to have so nice to have is anything like icing on the cake. It's not mandatory, but it's something that's good to have. Wouldn't have those things that you wouldn't have. So you were going to say that I will not do that. I will not have that in my product card in my process. Now, if you look at our own organizations, we could classify various things into these four buckets. What other mandated things for us to hit our do not and what other should have could have and so on. They can be projects. They can be people. They can be skills and competences off people. They can be products or services. Sometimes they can be needs of customers. They can also be practices, so you can expand this list into a few other extra points. Try to group them into those four buckets. They might be certain important projects that you cannot compromise skills that you cannot compromise and sort encourage Ah, healthy debate within your team members, especially if you're coming into the organization, knew you can use this to find out what's the dynamics between people, what other sensitive issues. All that will crop up in this brainstorming session and everything that goes and sits in your must have is the golden trait. Now be sure that you don't lord everything into the must haves because I've seen people overloading all these points. The reason have given three bullet points for each of them is to restrict this list to three each in each bucket, because sometimes we are too ambitious, and we put too many things into everything, not accomplishing anything. So first off our restrict this list to three items in each bucket and then the ones that come on the must have list other ones which we call as golden drapes. So those could be treated as not just must have. You can call them as must have, can fail. So those are mandatory things, and there is no compromise on those aspects. We have to get them at any cost. So go for those go for the big ones. And I would all your energy towards that. Make sure that you use your site book, make sure you use a couple of other tools that you're going to talk about after this Also in creating this list make it more comprehensive. That is, your analysis has to be comprehensive. Once you're done that you would be ready to start acting on key areas. So it's a great tool if you have too many items with you. If you find that preorder decision is lacking in your organization and people are going all over the place in one of the places where I was employed at one point of time, when I joined, they had around 185 projects or something like that, and we use the stool over maybe two weeks or so. We trimmed off so many projects be knocked down. Many people were unhappy, but we only choose what's critical. Be used democratic way off, evaluating them against certain criteria. And we landed up with just 16 projects. So best 1 95 and very 16. Then we said, we'll put all our energy on making sure that these 16 items gets accomplished and end of the year beware in a very, very good position. So it can be a great way to prioritize also from a budget and resources perspective so that no, I'm going to wrap up this lecture As we move forward, we will talk about other tools. Thank you 13. In-frame/Out-Frame: in this lecture, we're going to talk about how to use a tool called as in frame out frame tool to bring in clarity in the scoop off various things in the gamut off leadership. Now what do we mean by scope? Clarity. Essentially, we're talking about the boundaries, defining what the boundaries are either for the road or for the department or for the project. We need to have clearly defined boundaries when the boundaries are not clear. The bigness is more than a good reason for failure off the project initiated the person as a whole or the department so very, very important to define the boundaries and usually in complex systems. Bone res are not very clear. And when they talk about complex systems, I'm not talking about huge organizations. Even small organizations, startups and even small businesses do have challenges because they keep adding people. They keep going people, new projects coming. So always scope. Clarity is one of the biggest challenges everywhere. We will talk about a tool that can help you to bring in scope clarity. Let's take a frame like this, and we can use this to define the scope or the boundaries in a better way now. We could define the boundary. Foreign individuals rule. If we take that as an example, then that could mean that we're trying to find out what other tasks within that person's agreement and one of those which are outside. So you could say everything that's within the frame is within his scope. Everything that's outside the frame is outside the scope, and anything that is on the frame means that there is a lack off clarity. Now, if you're not really worried about your own role, but you're worried about the department as a whole, then you could do exactly the same thing for your department. What falls within is for your department's scope. What falls outside is outside and what false on the frame is something that's unclear. And it's not a good thing to have many items on the frame. How do we do this exercise? We draw a small picture on a white board on a flip chart, a picture off a frame, and then we involved all the stakeholders. So that's the most important point. If you're going to do this just with all your department guys, then it's equally not doing this, you have to involve all your stakeholders, important stakeholders. Give them stickies. Ask them to start writing out on the stickies, what's important and what's in the scope and what's outside the scope. Once they do that, ask them toe the stickies on the wall and you realize that there are certain items that you would imagine that it's within the scope and I have assumed it to be out of the school. So there's an opportunity for us to depend, deliberate, discuss. I agree and sort out our differences of opinion. In doing so, we either Pulis item inside, which means it's within the school. Are people outside saying that it's outside the school, thereby agreements are derived then and there through negotiation or discussion. Now, for some reason, if a particular item is on the frame, then it means that one group says it should be within. Another group says it should be outside and they're not billing toe budge. In such situations, you put it on the frame on on the frame means literally great area being spread that it's no clarity. It's OK for some projects to have few items on the frame. You can deliberate it later. And maybe as you progress, you may have more clarity so you can delay the decision. But if every item is sitting on the frame, then there is a problem. So by this activity or this exercise, you may be able to bring in clarity not only for your role or your department. It can be for projects. It can be for team rolls meetings for what is within the scope of the product. When you're doing a product development, what should be part of the products? New products, con figuration? What should be not by profit right now. All that can be deliberated and brainstorm, using sometimes even your customers, mostly depending on what the problem is. You shouldn't mall certainly all the stakeholders. So I would say this is a great tool to look at this example Here, let's say you're moving into a new office facility, and you, as a leader have been given the charge off making this movement or this transition, and you want to celebrate on what is within the scope and what's outside the scope of this particular project, and you realize that furnishing, maintenance, getting a certification green certification. All that is within school relocation itself. That is a very act of relocation. Moving physically people is outside the scope off the vendor. We're talking about the vendor. No, you are a program manager that you have hired a vendor and you're no discussing on what is the scope off the window. And you realize warranty is falling on the frame because the vendor says, it's outside my scope, and you and your organization and your CFO feels it should be within the scope. So that's where you're deliberating. You have still not signing the contract. So depending on how this course, you would turn the contract. So this is a good example off where you can apply in a non department and more in a project kind of a scenario. So this tool is very, very helpful When it comes to having too many items and you don't know how to proceed. I'm sure you are able to appreciate the difference between this and the Moscow tool. This is more broader and is very good for projects are for role clarity. The other one is more important for prioritizing where you want to put your efforts into The next important advantage of this is that if there are differences of opinion within the team, that is very evident right in this discussion itself, you don't have a wait for some day when everything is going to fall and then you realize people were not in agreement. You get to know that like here, and you're also able to get commitments from people because if someone says I will do it under these conditions extra all that gets recorded and you're able to clarify all that and bring it on paper on record, using this exercise. It's a great tool. It's a very powerful tool, particularly for people working in the ICTY sector. Over your working on projects with your clients I d services business so that not we're going to wrap up this As we move forward, we're going to talk about cross functional ownership 14. Cross Functional Process Maps: in this lecture. If you're going to talk about what are cross functional process maps and how to use them toe in Beit accountability and ownership so largely in the context off providing clarity off responsibility, the stool is a very, very powerful tool. I'm sure all of you must have seen process maps in your organization. And you must have seen that because you want to know what the processes or you want your guys to get trained on the process so that they do it well, extra. I'm not going to talk about process maps in that context, but I'm gonna talk about it in the context, off accountability and responsibility. And that's also the reason that I'm not going to deep dive and talk about how to do it. But I'm going to talk about how to interpret it. Now here, what you see is a cross functional process map, a generate map which talks about media's functions, and let's say customer is generating a complain or a feedback, and how that feedback flows from the customers right into the organization. It moves across various stakeholders and then finally you have a resolution. You go back to the customer and report that and close the issue. Now people talk about religious aspect CIA, which are very critical for you as a leader, toe interpret to the point where there is an interaction between the customer and the organization. All those points here, you see three off them all those three points are nothing but customer touch points. And these touchpoints are the areas off for Klein, because how you communicate what you communicate when you communicate is very, very critical. When you're dealing with a customer, the guy who is going to do that, that person has to take care of all these aspects. And for us to put the right person there to enable him with the right tools for the right infrastructure is more important. So understanding what the touch points are very, very important, most often in organizations, particularly B two B organizations. They failed to recognize that customer is entity that's outside your organization. So what? You have to say what you should not say, how you should say that all that is very, very critical, and people fail to recognize that so understanding the customer touch points. Next, all those handoffs point spare. The task is moving from one department to another. And if you see here that are quite a bit off them where the work is moving from one person in a department or one person within the same department to another person in that same department, this example here has various departments. You could also do it for various rules within the same department. Now, in either of these cases, this is a handoff between two different rules or two different departments. Usually this is where inefficiency accumulates. People try to hold their own positions are their own points off you as a result, off which inefficiencies are loaded at each of those points and you find a rework, you find repeatedly doing the same activity by multiple people. All that stuff happens. I would also say this is one of the biggest points for trust deficit. You clearly recognize an organization which has trust deficit between two departments. The failures are the problems crop up between these two departments in the handoffs. As a leader, this can be a great way for you to start out differences. Inter department service levels have also been mentioned here. You could do that, thereby providing clarity on when a particular task has to be completed. So accountability from a perspective off, giving a commitment and sticking to the commitment. And finally, using the stool, you can design the handoffs and the touch points. If your organization does not have one like this, you could in fact take what you have trodden the less pain and create something altogether new. You can create new processes. You can engage people in debate or in a healthy discussion, which can clarify ownership. Sometimes certain rules can be made even redundant. Certain activities can be enriched because departments are willing to be a little more flexible Now. If you link this tool to the in frame or frame where we talk about the boundaries, the two go hand in hand. So you could possibly used these two tools together in contention in some places as well. I hope you're able to relate that you can use the inflame or frame to bring in more clarity here. As I said, all your driving efficiency and effectiveness, it can be a great way knowing who has to do what I think that's more important. Onda departmental silos trying to break those silos, trying to tell people that you own the end to end process rather than you saying that I'm going to do my part and I'm done with it. And I'm not responsible for the overall hokum. No, you want people to work together. So this is going to be a team of people working together to deliver the output rather than just saying I'm doing my part on behalf of my department. So that mindset is also something that you can drive it. So what I'm gonna tell you as a leader is that you don't have to create these process maps . There might be people in the organization who are able to do that, or your organization might already have enough process maps. All you have to know is how to read it, how to ask the right questions and thereby get more clarity on the table. So that's what you should do with the stool. Don't really get bought on in creating it. There are people who can come from outside and even facilitate creating one like this for you. Thank you. 15. Process Centricity - Red Lights: in this lecture, we're going to talk about some leadership tips on how not to approach process simplicity. Well, what this process Centris City Process Center City is the view, every part or every activity in an organization as a process, which means we associate an input and output toe. That, and we also associate some amount off resources being consumed in producing that offered. As a result, we want to optimize that process so as to increase the end of the process. That is a common mindset off process centric city. Beyond that framework, we can also extend the concept off process Centris City toe ownership. From our perspective as this being a leadership course, we may want to establish ownership and accountability and associating someone or some part of a process to some person bills accountability. So it's a great tool to also build accountability. The pursuit in this particular lecture is to talk about how not to approach process intracity. The reason that I'm digging, how not to focus on first, and then later we will talk about how to do it is because most often all of us today, in some manner or the other, our process entry. I believe that right now we are over doing some of the aspects relating to process intracity, so I want to emphasize on those first. So I want to start with the word of caution that you should not become a slave off your process. There were days when people used to say that sales is not a process. I talked about it earlier, but now everyone seems to be a slave. Off a process process is created Guidice to make sure that all of us are synchronized and thinking alike to make sure that there is a drumbeat in the organization that, having said, we cannot become slaves off our own process, we cannot let things go wrong just because the process he's asking us to do so right now, I find that in many situations, be somehow used process as a reason not to adhere or not to do certain things which we as a leader can rise up and still perform or do so. Decisions are being the four or decisions are not intentionally taken just because we give excuse off a process. So the first part of caution from me is that don't become a slave off your process process is created by you for you and not manage you. It's again is being hyper enthusiastic about automation. Now I find that a lot of people just want to get everything automated in their process. Recently, I encountered a situation where someone wanted to create some automation, and when I stepping, I found out that there was lack of clarity, which means through not was not well defined approach or the host, but not very defined. Golden threads are key areas that they want to change, ban on, define the school in terms of process what the process itself. IHS was very loosely defined with all that in place. This person, this leader was very much interested on hyper enthusiastic about automating the process, he said. I want everything to be automated. I want to build a workflow around this and all that stuff. So I feel that automation is something that you should do after a certain level off majority, and you should also have a decision stage as to when and why you need to automate or doing automation or being over enthusiastic about automating things merely do get a straw fee putting your process before your people never do that. It's in one way or the other, linked to the 1st 2 points. But what? I want to emphasize this when it comes to process and people trust your people and not necessarily your process. See process as a tool and never compromise. The trust that you have the people for a process process that's created should aid your people. The four point is about ruthlessly copying processes from other places. I find that leaders are restless. They want to get things done. So when they go and find out something is happening at the competition, then they want to replicate that same process. There's a vendor who comes and shows you another process that he's automated and you want to get it done. Or if you're a leader who's coming from another organization, you want to just create a replica up off the processes that your company followed. That is, your previous employer followed what works for your previous employer. Perfectly well may or may not work for your organization, so stop copying processes and saying that this is how we need to do it. And also remember that if you want to differentiate yourself from the competition, then you have to show that innovation in the way you create your processes. You cannot just copy their processes and try to be better than them. The last point is about pushing 400% efficiency now because everything goes to this more of automation. Believe no era for humans or there is no margin off error available in business today. We want everything to happen at SE six are eight or nine Sigmar position. That is not possible. It is not possible for everything to happen in perfect position and at 100% efficiency. So as a leader, firstly, be convinced that there will be inefficiency in your system and to some extent, having a little bit off. Inefficiency in your system is a healthy sign because you're dealing with human beings. And if everyone is starting to operate like machines and producing 100% or put, then you have a problem because couple of years, a couple of months later, you would not have much off creativity or much of anything new left behind a little amount off space. Our little amount of inefficiency is good for any system. So as a leader recognized that first. So don't push SLS for 99.9% or 99.999%. Never do that unless it's essentially needed for that particular process. For example, if it's health and safety related, then it's fine. So with that note of caution, I want to wrap up this lecture and more into the next very will. Talk about what you should do as a leader when it comes to process simplicity. Thank you. 16. Process Centricity - Green Lights: Now we will talk about how to approach process intracity in the right way. The first recommendation would be that build your processes to suit your customers Culture . Quite often, the emphasize too much about our own companies culture, but we try to forget that everything is based on the customer. If you're dealing with Children, if you're dealing with rural customers or if you're dealing with corporate, then your processes have to be designed in a particular manner that is suitable for the customers. Accordingly, everything else that you do in your organization will change. Look for people who can associate our who can relate better to that particular culture that your customers come from. Quite often, we try to pick up some technology from somewhere and then try to drop it here from some of the geography or from some other customer segment. And it bombs. So never alone. Anything else toe over right. The fact that you exist because of your customers. So bill all your processes around your customers culture. When it comes to process intracity, you have to reinforce again and again in your organization. You have to keep telling every time to people in the organization about the importance of process. You have to find ways to make sure that people adhere to the process, whether if it's about you doing or demonstrating that you're not heading to the process yourself are if it's about pulling up people who are not adhering and making them an example or talking about success stories. Talking about recognizing people who actually show the right behaviors, everything else that you do has to go through the grind off doing it again and again. Because repeated reinforcement increases adherents and creates process intercity. There's in fact, a lot of research around us, and it says that repeatedly reinforcing is more powerful than a big bang one time communication. The next point is about how we build acceptance from the users rather than designing the process. Make it the best process when you're creating a new process in your organization. Quite often we want to make the process best in class, world class extra. We try to forget that what kind of a company we are. We're heavy hired on employees from what is the knowledge level off our employees? Will they be able to accommodate or will they be able to adjust to the new setting we, quite often it on the wrong side. So build acceptance among the uses. Make sure that the users are comfortable with what you're designing rather than creating something world class. It's always a better strategy to use a step twice progression when it comes to adoption, rather than going from point A to B in one single shot. Because the ladder approach results in acceptance and adoption issues. And quite often, I'm sure all if you would agree that in every company all great technology tools have adoption issues, keep it simple. There's nothing like keeping things simple, sometimes impress our bosses by showing things which are complex by showing things that might give an impression that we are intelligent. But simplicity is what finally that matters. Your customers and your users would love simplicity, so make processes simple and that will drive Central City. So with that note, I'm going to wrap up this lecture, which talks about some miss practices that you can follow Toby process centric. We will also more to the next lecture up where we will talk about Matrix, which will drive right behavior 17. Choosing the Right Metrics: in this lecture, we're going to talk about how to select the right metrics and use that to drive the right behavior in your organization or your team. Quite often, we have to remember that every employee, including you, your manager, your owner, your promoter till the last guy in your company things from a perspective off himself. Every time any change happens in the organization, all of us put ourselves in the center of the change and view the change from our perspective. So we think about how does it impact me? What will happen to me? Am I in the center off this? And is this mine? So that's the thought process that goes through all of us. Thus, as a leader, if you want to drive right behavior in your organization, then you have to make sure that you use the right metrics to measure the performance. Because people know that they get paid, they get recognized for the performance and quite often, all of us all organizations use tangible ways to quantify the performance off our employees . So matrix drives the behaviors. Remember that you could create any kind of process as long as they're incentives are tied to the metric on that particular metric is contradicting the process they would never had helped that process. Let me give you a very simple example. Um, when I used to work for banks, we used to have a metric, which talked about risk and used to measure risk by the number of observations that are reported in the external audit. So all of us have aimed to hit zero on the number of observations. This was driving a particle of behavior across the organization, so everyone was trying to cover up any potential error or any potential risk for the organization. Once we decided to change that metric. And we said that now you have to report as many observations as possible. As many potential risks are threats as possible. Hi, other better. And we created some way in which we could baseline the previous year's performance. The moment we change this metric, the behavior off everyone in the organization changed. All of a sudden, we found that everyone was trying to voluntarily come up and report potential issues are threats in the organization. We felt that was right behavior because the moment a threat are a potential problem is reported, we will be able to find out why it's occurring, addressed the root cause and ensure that that era or that risk is completely eliminated or neutralized. So Matrix drives the behavior. Never forget that. Now, when we talk about metrics, we need to remember that Matrix can either be like or lead measures, and quite often, whether we want it or not. In businesses, all our dashboards really have, like measures. And when we talk about, like matures, these are measures that give us view off something that's already happened. But asked leaders, What we should be focused on is on matrix, which can potentially help us to change the future or create our own future. So we have to remember that there's some kind of an equation where if why is the open that I want to hit? Then that's controlled by a set off imports, and we have to start measuring those imports because unless we don't measure those imports and manage those inputs proactively, you will never be able to deliver the required output. Now this looks very commonsensical, but quite often when I go into organizations and work with them and help them identify the right metrics. We find that many organizations end up focusing on the lack perimeters starting from right , the head off the organization to almost a person who is working in a department like a section head or someone even below that focuses on the same lag measure. No one knows what other levers that they have to focus on, and even if they knew, there's no formal method for measuring and reporting that. So it may be a good idea for you to facilitate creation off a chart like this. What I call as the Matrix tree, and in this we try to create matrix one after the other. What you're seeing is something for an organization which is to do with let us say software development and you're talking about customer satisfaction scores, which are linked to quality and delivery. And if we want to improve quality, what parameters we have to focus on, and if we have to hit on time delivery, what parameters we need to focus on and it breaks down like this? I just have shown you an example. You can drill down to 3 to 5 levels and as you do so you might realize that each of these metrics may be relevant for somebody in your organization at different levels, trying to map it to them and set targets which are 11 to them, thereby everyone in your organization is working towards a common goal. So there is a clear alignment for true? Not so. This is something that you should keep in mind. It's something that you will have to facilitate now. A lot off organizations use balanced scorecards. There's nothing wrong with the balanced scorecard methodology, but all your to realize is that alignment off metrics across the organization has to exist whether you're using balanced scorecard or not, and as a leader, you will have to validate that on. This can be a tool for validating that this example goes on that are, you know, few other scenarios, such as business responsiveness, project responsiveness, accuracy cost extra. So this is available and you can have a look at it in the resources section has spent. By using the matrix tree approach, you will be able to read off the wrong metrics that you have been focusing on. You also will get an idea off letting go the control on outcomes. Instead, you will create transparency in performance because everyone would know which Param Eter he controls. And he will focus on that lead perimeter rather than the oral perimeter, which he has no control over. If we reach to a time a desire, level of quality off output, then we as leaders have to focus on the input variables and not on the output variables. All of us, as leaders are guilty off tampering in a big to show results because we are restless trees generation and today's era is all about technology. It's about riel time. And so, as leaders were also restless to make changes and shorter cells very fast, it is practically not possible to produce results instantly. As a leader, be patient, and if you're patient and if you have perseverance, results will come. Don't tamper. The process don't make too many changes to your processes. We don't giving time for the new process to settle. In fact, I knew off one organization where they were measuring quality off all the input parameters . They were doing the right things for quite some time, but for some reason they were not ableto improve the process and show improvement on the overall or put quality that is the final quality. So for some reason or the other, some discussion came up and they decided not to measure quality off any of the input para Mido's. They discontinued my sharing it. Just because you can't improve it or you can sure results doesn't mean you get impatient and remove that metric altogether. Now they are gone back to the stone Age off, looking at just a y or the or put perimeter. So with that note, I'm going to wrap up this lecture. Thank you.