Transcript A Champion is - This free lean site

Roles and Responsibilities
of the
Continuous Improvement
Champion
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Champion Overview
For success, people need:
Direction
Knowledge
Resources
Support
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Champion Overview
For success, people need:
Direction (key result areas, goals, measures)
Knowledge (skills, training, information, goals)
Resources (tools, materials, facilities, money)
Support (approval, coaching, feedback,
encouragement)
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What is a Champion?
A Champion is The project sponsor who
can provide the resources
for success !
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What is a Champion?
Specifically, A Champion is
A person who:
–
Stakeholder
–
Strategic leader
–
Responsible for creation of strategic direction
–
Responsible for cross-functional disciplines
–
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Acts of a Champion – The What
Set the Course:
Determine business objectives; project selection(s)
Allocate necessary resources to ensure success
Relentless commitment to change
Keep enthusiasm high
Recognize and reward positive behavior
Benchmark and shares Best Practices
Challenges convention
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Acts of a Champion – The How
Ensure Success by:
Removing barriers
Ensuring local ownership
Questioning methodologies
Approving or rejecting recommendations
Approving completed projects
Developing incentives
Communicating regularly
Constantly promoting Continuous Improvement
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Champions Drive for Results
Utilize Different Influence Strategies
1) Assertive Persuasive
– Convincing others by strong, logical arguments,
backed by data, reasons, and appeal’s to others
needs and interests
2) Reward/ Punishment
–
Carrot and Stick
3) Coalition Building
– Getting together a Support group that will work with
you to achieve desired results
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Champions Drive for Results
Utilize Different Influence Strategies
4) Personal Example
–
Walking the Talk (Don’t stumble…)
– “Modeling” the behavior you want
–
Expressing positive attitude and enthusiasm
–
Visibly do some of the work yourself
–
Going into battle at the head of the troops
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Champions Drive for Results
Utilize Different Influence Strategies
5) Participation
– Sharing Information
 Communicating intent
 “Explaining Why?”
 Inviting others to Express their ideas
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Champions Drive for Results
Utilize Different Influence Strategies
6) Common Vision
– Presenting issues in terms of ‘higher’ Organizational
Goals
 “You’re part of the Team, and your role is
essential”
 “You can’t let the team down”
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Champions Drive for Results
Utilize Different Influence Strategies
7) Empowering – Build People up by:
– Recognizing and rewarding positive contribution
– Listening to Them
– Asking for their Help and Commitment
8) Acts of Impact – Get Attention, Arouse Reactions
– Shock, Awe, Humor, Fear
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Champion’s Contributions
Demonstrate commitment and support
Be a visible and active sponsor, participate in key project
activities; review project status frequently.
Ensure speedy reviews
Provide needed resources
Assign “full-time”, where possible
Stay in Project Scope and Objectives
Challenge existing assumptions and processes
Set new standards
Be open to innovative approaches
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Project Closure Techniques
1) Establishing Disciplined Oversight
30/ 60/ 90 Day Reviews
Establish a regular “work review” routine
Draw together progress reports and
evaluations – don’t have to look “good”
Get issues out, utilize Corrective Action Matrix
Figure out ways to translate data analysis,
ideas and recommendations into results
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Project Closure Techniques
2) Patterns of Communication
Face-to-Face
Symbolic (meeting, rally)
Interactive Media
(telephone, voice mail, fax, e-mail)
Static personal media (letter, memo, report)
Static impersonal media
(bulletin, flyer, newsletter, video)
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Patterns of Communication
HOW TO COMMUNICATE
PURPOSE OF COMMUNICATION
Channel
Share Information
Drive Results
Face-to-face (one-on-one)
Symbolic (meeting, rally)
Interactive media (telephone, voice
mail, fax, e-mail)
Aligned
Static personal media (letter,
memo, report)
Static impersonal media (bulletin,
flyer, newsletter, video)
It is important to align communication tools with the purpose of the
communication. If the purpose is to share information (for example, who
is doing what), use more impersonal methods. If the purpose of the
communication is to drive results, use more...
Source: Ashkenas, R., Jick, T., Ulrich, D., and Paul-Chowdhury, C. (1999). The
Boundaryless Organization Field Guide: Practical Tools for Building the New
Organization. San Francisco: Jossey-Bass.
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Project Closure Techniques
3) “Quick Toolkit” Sections
Team deliverables
Questions to ask
Actions to look for
Pitfalls to avoid
Problem Recovery Tips
Effective Reviews begin with Asking Questions
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Influence the Culture
Mentors and Champions Working Together
Give individuals/ teams ownership.
Help each Team Leader grow by continuing to
develop new skills.
Take time to listen. Be approachable. Show
genuine interest in their ideas and concerns.
Involve belts in planning and decision-making.
Solicit their suggests and encourage initiative.
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Influence the Culture
Reward good performance on a consistent
basis. Make belts aware of the ways they can
gain influence in the organization.
Recognize accomplishments in public.
Thank the Team for a job well done, let them
know how much you appreciate the
contributions.
Establish high standards.
Encourage Teams to maintain those standards.
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Wrap - UP
A Good Champion is:
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