Workplace Playbook
The first universal model for how to think and accomplish any task in any workplace. The model applies to everyone and anyone - senior executives, middle managers, or entry level employees.
The playbook delivers the first system for applying the scientific method to accomplishing anything and everything in any workplace anywhere.
The End Game
4/29/09
Think
The End Game
Copyright 2009, Ara Bouloutian. All rights reserved. No part of this document may be photocopied, reproduced, or translated into another language without the prior written consent of the author.
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The End Game
WHAT QUESTIONS APPLY TO AN INDIVIDUAL? EXPECTATIONS Am I clear about what is expected of me? Are the job rules clear? PROCESSES Is the process I am executing the best for attaining the objective? RESOURCES Do I have everything needed to perform the job well? Is our product ready for the marketplace? Do I have all the right pieces of equipment? Do I have the best tools? Am I the right fit for this job? Is the space and environment adequate? Is the budget adequate for me to get the job done? INCENTIVES Are the incentives adequate? Is the compensation reasonable? Do I have good chemistry with the leader and peers? Am I acknowledged for my good work? Are objectives reasonable? Do I have adequate control over the work? SKILLS-TRAINING Are all of my skills adequate? Would training help me improve performance? FEEDBACK Does the feedback system give me sufficient information so I know how well I am progressing toward attaining the objective(s)? MOTIVATION All and all, am I reasonablly happy, satisfied and driven to do the job?
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WHAT QUESTIONS APPLY TO A LEADER? EXPECTATIONS What does my superior expect? What do I expect of the team? Does the team understand what is expected? Are the job rules clear to all? PROCESSES What is the best strategy for accomplishing the objectives? RESOURCES Is the product prepared for the marketplace? What kinds of equipment will optimize quality and performance? What tools will optimize performance of the team? How many and what kinds of talent are needed? What opportunities are there for designing the space and environment for optimizing quality and productivity? Is the budget adequate for attaining the objectives? How can budgeting be improved to serve the needs of decision making? INCENTIVES Is our compensation reasonable? What level of compensation is appropriate? How can we improve it? How well do team members communicate? Are rewards and recognition based on value of what is delivered? Are team members given objectives that are fair and attainable? Do the team members have reasonable control over making decisions about their jobs? SKILLS-TRAINING Is the training properly planned and executed? What can be done to upgrade the effectiveness of the training? FEEDBACK Does the feedback system report on progress toward the objectives? What can we do to improve quality of feedback information and data? MOTIVATION Do team members have the desire, the internal drive to perform? Are they satisfied and want to perform?
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WHAT QUESTIONS APPLY TO PRODUCTION? EXPECTATIONS Do the people know what is expected of them? PROCESSES What opportunities are there for improving the production process? RESOURCES What are ways to improve the quality and productivity of the products? What equipment/systems will improve quality and performance? What tools will improve the performance of the people working in production? What kinds of talent and how many are needed to optimize performance? What opportunities are there for designing the space and environment for improved quality and productivity? How can budgeting be best improved to ensure that production has the tools required to do the job? INCENTIVES How can we improve the compensation system? Do the people (leaders and team members) communicate effectively? Is excellence in performance recognized based on value of what they deliver? Are the people given objectives that are fair and attainable? Do the people have reasonable control over making decisions about their jobs? SKILLS-TRAINING What can be done to upgrade the effectiveness of the training? FEEDBACK What can we do to improve the quality of feedback information and data? MOTIVATION Are the people satisfied and motivated to perform?
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WHAT QUESTIONS APPLY TO A FOOTBALL TEAM? EXPECTATIONS Does each team member know what is expected in his role? PROCESSES Can each player demonstrate the strategy and tactics of their position? RESOURCES Is the team (product) ready to compete? Does the team have the equipment for optimizing the strategies? Does the team have the best tools for optimizing play of the players? Does the team have the best players available for every position? Is the field of play maintained to optimize enjoyment and safety? Are the stands adequate for the numbers of people expected? Is the overall capital and operating budget sufficient to provide everything necessary to win? INCENTIVE Are the players provided competitive compensation? Is there open communications between coaches and players? Are the players recognized for excellent performance in many ways? Are the players given objectives that are attainable? Are the player’s inputs and suggestions valued (adequate control over job)? SKILLS-TRAINING Does the training prepare the players and optimize chances of winning? FEEDBACK Are the players given immediate and constructive feedback on how well they are performing? MOTIVATION Is each player content with his/her role and team goals?
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WHAT QUESTIONS APPLY TO AN OVERNIGHT MESSENGER DELIVERY TEAM? EXPECTATIONS Do delivery team members know their objective and role? PROCESSES Does each team member know how to execute the processes? RESOURCES Does the team have the best delivery vehicles and material handling equipment? Does the team have the best tools for picking up and delivering? Does the team have the physical and interpersonal talents to do the job? Is the pick up/drop station and delivery vehicle environments designed so team members can execute their job processes effectively? Are the capital and operating budgets sufficient for providing the delivery teams everything they need to optimize performance? INCENTIVES Are the team members provided competitive compensation? Is there open communications between team members and leaders? Are team members recognized for excellent performance in many ways? Are team members given attainable pick up and delivery objectives? Do team members have reasonable control over their jobs? SKILLS-TRAINING Do team members have the skills for managing their jobs? FEEDBACK Do team members receive performance feedback regularly? MOTIVATION Is each team member satisfied with his/her job and progress?
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WHAT QUESTIONS APPLY TO A LEMONADE STAND? EXPECTATIONS Does the vendor know how much income is desired? PROCESSES Does vendor know the best way to make and sell lemonade? RESOURCES Is the lemonade product made from high quality lemons and other ingredients? Does vendor have the best vending cart for moving from place to place? Does vendor have the best tools and supplies for making and selling lemonade? Does vendor have the right interpersonal profile for selling to customers? Is the vending cart clean and attractive (environment) projecting a good image? Does the vendor have sufficient funds (working capital) to maintain the cart, buy inventory, and get through the early times? INCENTIVES Is the income adequate to keep the vendor satisfied? Does the vendor communicate effectively? Does the lemonade stand and contacts provide adequate job satisfaction? Has the vendor set an objective that is attainable? Does the vendor feel in control of his/her work life? SKILLS-TRAINING Does the vendor have the skills for making and selling lemonade? FEEDBACK Does the vendor ask the customers if they like the lemonade? MOTIVATION Is the vendor satisfied with his/her work?
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THINK CHECKLIST Ensure having healthy organization: Marketable product Adequate capital Effective management
Has the entire process been completed working with a checklist?
Are the three at least adequate? If NO, failure is imminent If YES, continue improving the effectiveness of people and management applying THINK as follows: Identify best performers
Now that we completed the model elements and scorekeeping let’s put it all together into a complete process. You will notice the steps are not in the order of the book. The arrangement in book is based on what seemed to be the best way to present the material. In practice we start the process with the Keeping Score or estimated potential calculation.
Calculate Estimated Potential Gain If potential gain is significant press on. If not, do it again next year or period. Identify problem areas from model Identify cost effective solutions Calculate Estimated Net Gain If Estimated Net Gain is significant, press on. If not, repeat next year or period Develop and/or acquire improvements At end of period check Actual Net Gain against Estimated Net Gain. If acceptable celebrate. If not, start process again for next period/year as part of continuous improvement process.
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The End Game REVIEWING THE ENTIRE PROCESS ONE MORE TIME
ESTIMATED POTENTIAL GAIN: Determine potential gain from an effort by calculating difference between those producing at the highest levels and actual average performance of any group. Assuming the potential is significant, continue with the improvement process. ESTIMATED NET GAIN: Determine the problems, solutions and estimated cost. Then deduct cost from Estimated Potential Gain to produce Estimated Net Gain. The elements to be examined include: EXPECTATIONS: Plan the job, including the objective(s), the sub objectives, and the job description. PROCESSES: Create or improve the processes using flow charting as needed. RESOURCES: Develop or acquire the resources for executing the processes – equipment, tools, people, environment, and budget. INCENTIVES: Consider Incentives for encouraging high levels of performance – money, communication, recognition, objectives, control. SKILLS-TRAINING: Plan training for “need to know” skills. FEEDBACK: Plan a system of feedback to keep people up to date on how well they are progressing toward the objectives. MOTIVATION: If the prior elements are well planned they should be motivated. However, if someone’s personal goals conflict with the organization, chances are, even if the prior six elements are perfect no amount of effort will produce motivation. ACTUAL NET GAIN: Then after time has passed or end of period has arrived, use actual performance and cost data to calculate the Actual Net Gain. Then compare it to the Estimated Net Gain. If the results are positive celebrate. If not, continue the improvement process next period. Finally, record the results on Score Card.
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PUTTING THINK PROCESS TO WORK Has the process been completed working with team members?
If you are a team or department within an organization, here is one way to think of the process, working with team members. 1.
Divide group into small teams. Each team creates or checks the objective and calculates the Estimated Potential Gain.
2.
Study the tactics from the model to surface barriers to improvement. Make a list of issues in priority order.
3.
The main group reconvenes, discusses and reconciles the calculation and creates a single list of barriers in priority order.
4.
The teams break up to develop solutions in priority order, estimate costs, and make Estimated Net Gain calculation.
5.
When the teams have solutions, estimated costs and the Estimated Net Gain calculation worked out, they reconvene to discuss and reconcile their results.
6.
When the information is reconciled and validated, agreement should be reached for pressing on.
8.
Track performance over the period.
9.
At the close of the period compile the actual data calculate Actual Net Gain.
You can alter the method and order to suit individual needs.
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STAGES OF COMPETENCY Now that the playbook has been completed, one might ask the question, at what stage of competency am I? The chart below is a rather old and interesting way to view how people progress with respect to mastering anything in life (Source Unknown).
Before starting and learning any new concept, we are, UNCONSCIOUSLY INCOMPETENT (or, unaware of what we don’t know) When beginning to learn some new concepts, we are, CONSCIOUSLY INCOMPETENT (or, becoming aware of what we don’t know) When finished learning the new concepts, we are, CONSCIOUSLY COMPETENT (or, aware of and able to practice what we know) Over time and continuous practice, we become, UNCONSCIOUSLY COMPETENT (or, instinctive…like driving a car or riding a bycycle)
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STAGES OF COMPETENCY (Applied to the playbook) When you started the playbook chances are you were unaware of what you didn’t know, or UNCONSCIOUSLY INCOMPETENT. As you progressed through the playbook you hopefully became aware of what you didn’t know, or CONSCIOUSLY INCOMPETENT. Now that you have completed the playbook and programmed yourself with the Think concepts and tactics, hopefully you can consciously apply the skills, or CONSCIOUSLY COMPETENT. The name of the game is to put the model to work over and over again so eventually you will be instinctive or UNCONSCIOUSLY COMPETENT (entrepreneurial).
It's the tragedy of the world that people don’t know what they don't know. And the less they know, the more sure they are they know everything. —Joyce Cary—
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That’s it my friends. Here is hoping the Workplace Playbook is leaving you with ways to think and make reliable decisions when playing and winning at the game of work…and life. Wishing you the best of health, happiness and success. Send any inquiries, thoughts, or suggestions to: coach@skillstation.com
“If there is light in the soul, there will be beauty in the person. If there is beauty in the person, there will be harmony in the house. If there is harmony in the house, there will be order in the nation. If there is order in the nation, there will be peace in the world." Chinese Proverb
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