Managing for Success 07

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Managing for Success 07 - Time for
Change! Welcome, Opening Exercise,
Introductions, Objectives, Agenda
John Conway PRO-DAIRY 123 Lake St. Cooperstown,
NY 13326 jfc6_at_cornell.edu 607-547-2536
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Learning Objectives ?Get participants involved
from start with opening exercise/discussion ?Learn
by acclimating the room to a workshop
atmosphere ?Become familiarized with workshop
objectives and agenda
Approximate Time Needed ? 25 minutes with group
of 15 or less

• AV Equipment Needed
• LCD Projector
• ?Laptop Computer running MS PowerPoint
• ?Flipchart with markers and ability to tape pages
  so visible to all
• participants (recruit a recording person)

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Presenter Welcome

• A warm-up exercise gets participants immediately
  involved and sets the tone for the workshop.
• The next two slides are alternative warm-up
  exercises. We suggest pulling the exercise page
  you are going with (thats printed and in the
  participants notebook) out of the notebook and
  have it on the table by each chair with the
  notebook sitting beside it.
• If the room atmosphere is positive and everyone
  is chatting, you may not get anyone to work on
  the page before getting started. Thats OK! Start
  the workshop by having people work on the page.
  Late comers can work on it up to the point when
  you will want to begin processing.
• Process by having a co-facilitator capture
  participant replies on the flip chart. Tape full
  pages where all can see. Remember what you have
  in these responses so you can verbally connect to
  them throughout the workshop.

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Welcome!
These workshops are called Managing for
Success. But, what is success? While were
waiting for everyone to arrive could you Jot
down what success means to you? Identify one
situation, related to your farm, where you felt
successful? Identify one situation, related
to your family, where you felt successful? Lis
t what youd like to gain or learn for these
workshops to be a success from your point of
view?
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Presenter Welcome (b)

• If you choose to go with this alternative, it is
  meant to illustrate how the DMAIC process is
  sub-consciously fundamental to the problem
  solving and decision making process. Each
  question and its related answer coincide with the
  stops around the DMAIC cycle.
• Good Managers making good decisions do not
  subvert the process by either skipping steps or
  giving key steps short shrift. Smaller, more
  routine decisions happen quickly, but the process
  is still there. Larger, riskier and
  change-oriented decisions happen slowly. Each
  step in the process may require some facts and
  data which will take time to acquire.
• The good news anyone making decisions of any
  magnitude is managing something.

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Welcome!b
While were waiting for everyone to arrive could
you
think about a decision youve made and
implemented. Could be big or small, recent or
past, positive outcome or negative, ... anything.
Try to piece back together as many aspects you
can think of as to what went into making the
decision and how you got to the outcome. Try to
answer the questions below feel free to stop
when the questions no longer apply.
What prompted (or was behind) the decision?
Why was doing something about it important to you?
Was it straightforward or complicated?
What told you how much of a problem you had?
How did you determine what was causing the
problem?
What fixes did you come up with?
How did you determine which fix to go with?
How did (or will) you go about putting the fix
into play?
How did (or will) you know that its having the
desired effect?
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Presenter Problem Solving Model (DMAIC)

• This slide can be animated revealing one step
  in the DMAIC cycle at a time.
• DMAIC is an acronym borrowed from Six Sigma. Six
  Sigma is one of many quality management or
  continuous improvement movements within
  industry. This one seems to fit production
  agriculture well due to its bias for quantifying
  things at every level. Agricultural production is
  biologically based and subject to a lot of
  natural and management-influenced variation. It
  takes vigilant measuring to know what is normal
  background variation versus that that raises a
  red flag.
• Define no compelling vision shared by all in
  the business, no roadmap for making decisions
  from the most strategic to the most specific
  day-by-day.
• define our addition to the DMAIC cycle. Biology
  not only means a lot of variation, but also a lot
  of interactions. Interactions mean ripple effects
  in systems other than the one you are focused in
  on. Need to pre-analyze what else to measure in
  addition to the item of interest. More later when
  we talk about problem diagnosis.
• Measure take time to choose the right
  measurements and apply
• Analyze this is 90 of the battle! If measures
  were the right ones and your analysis leads you
  to the root cause(s), you are in great shape.
  Otherwise you may be putting band aids over
  symptoms.
• Improve a combination of steps all leading to
  improvement. Overcoming the root problem by
  brainstorming many varied alternatives, choosing
  wisely among the alternatives to arrive at the
  top choices based on the farms strategic
  direction and its people, and laying out detailed
  implementation plans that take things from
  assembling whats needed all the way to making
  them fully operational.
• Control is this improvement working, and how
  soon can we determine that? Answering these
  questions will lead you to either declaring
  success or going back and tinkering with either
  the implementation, the alternative chosen or the
  voracity of the analysis that sparked this all
  off!

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Presenter DMAIC

• One way to bring everyone into the tent is to
  recognize that everyone manages something at some
  level. Using some tried and true tools (DMAIC
  being the most fundamental) everyone can improve
  as a manager. Thats what this is all about!

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You may or may not have the title Manager, but
if you make decisions in the course of your work
you are managing! The DMAIC process is the
universal managers tool. What we hope to
accomplish over 7½ hours in these two sessions is
to help you discover a greater context around
this process and make your job as fulfilling as
possible. Heres how
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Presenter Day 1

• The May 7 8 Train-the-Trainer Conference
  discussions will influence what local agendas
  will look like. Each will surely be different.
  The next three slides represent a breakdown of
  topics using the 1000 300 meeting day format.
• Day 1 Is the beginning of the Define in the
  problem solving model

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Problem Solving Cycle
Define Compelling Vision of Business Translated
through Goals and into Systems of Interest
Day 1 Family Owned Businesses
Challenges Opportunities plus Getting What
you Want - Dr. Pat Frishkoff (90) Building
Your Compelling Vision (45) Case Farm
Introduction (15) Case Farm Setting Long and
Short Term Goals (45) What to Put into Practice
for Next Week (15)
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Presenter Day 2

• The May 7 8 Train-the-Trainer Conference
  discussions will influence what local agendas
  will look like. Each will surely be different.
  The next three slides represent a breakdown of
  topics using the 1000 300 meeting day format.
• Day 2 focuses on the Measure, Analyze, Improve,
  and Control

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Day 2 What was Learned/Gained from
Actions Taken over Week? (20) Improve - I
Improving intro - Getting to Tangible Action
(10) Improve - II Problem Diagnosis -- Measure
Analyze (40) Improve - III Explore, Create,
Judge Decide (40) Improve - IV Getting from
Idea to Implementation (40) Improve - V
Pitfalls -- Finding the Time to Implement
(30) Improve - VI Overview of "Change
Campaign" (Change,
Conflict, Communication) (30) Is it Working?
Measured Impacts (Control) (20) Next Steps
SWOT Analysis Challenge Course Evaluation (15)
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Presenter Day 3

• The May 7 8 Train-the-Trainer Conference
  discussions will influence what local agendas
  will look like. Each will surely be different.
  The next three slides represent a breakdown of
  topics using the 1000 300 meeting day format.
• Day 3 is more of a follow-up program. This may be
  a few months later as a support program and a way
  to hold participants accountable for using the
  information already given.

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Day 3 (2 or more months from
now) Experiences since last meeting?
(30) Full Version of 3-Cs, Change, Conflict,
Communication (50) So, Who's the Leading the
Charge and Who's Managing? (50) Management
Dissected -- Where We've Been (20) Wrap up (10)
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Presenter Learning Objectives

• The curriculum group spent quite a bit of time
  hashing these overall participant learning
  objectives out. We hope you find them to be a
  good match with the curriculum as you begin
  teaching!

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Learning Objectives
At the end of this educational program, you will
be able to

• Recognize unique attributes of involvement in a
  family owned business and discover proactive ways
  to avoid the pitfalls
• Develop an ongoing process to
• ? clarify the business purpose,
• ?create a picture of future success,
• ? understand what drives the people involved and
• ? write and review the farms compelling vision
  that can be easily communicated and lived.
• Identify, analyze, and evaluate the farms
  natural, physical, financial, and people
  resources from the current reports using SWOT
  analysis as a prelude to setting long and short
  term goals
• Internalize the problem solving process (Define,
  Measure, Analyze, Improve, Control) and apply it
  at all levels throughout the business.
• Breakthrough the barriers imposed by peoples
  natural resistance to change and the downside to
  conflict through thoughtful communication.

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Presenter Title SlideYou are Here!
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Managing for Success 07 --
Time for Change!
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Presenter Introductions

• Suggested way to get folks introduced. Good,
  readable name tents from heavy paper will help
  people remember who is who
• The last question regarding success may be easier
  for participants to articulate having done the
  warm-up exercise. You may want to process the
  answers to this final question on the flip chart.
  Please remember the role of the co-facilitator in
  running the flip chart. Keeps things rolling
  along better.

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• Introductions Around the table
• Who You are
• Where from
• ? Type of Business
• ? What would be different in your business or
  your life two years from now if you succeed?

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Presenter Success Cookie

• As people think about what success might look
  like, here is what one of our colleagues found in
  a fortune cookie while this presentation was
  being pulled together!

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Presenter What is this.

• This is all about controlled, useful change and
  making a difference. The top quote attributed to
  Einstein is a classic! A web search for change
  quotes yields many hits. This grouping connects
  well with what well be talking about throughout
  the workshop.
• The last one is in there for levity. A liberal
  sprinkling of which can help prevent this subject
  matter from being too militaristic.

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What this is really all about
Insanity doing the same thing over and over
again and expecting different results. -- Albert
Einstein
Change means movement. Movement means friction.
Only in the frictionless vacuum of a nonexistent
abstract world can movement or change occur
without that abrasive friction of conflict. --
Saul Alinsky
Progress is a nice word. But change is its
motivator. And change has its enemies. -- Robert
F. Kennedy
It is not necessary to change. Survival is not
mandatory -- W. Edwards Deming
Change is inevitable - except from a vending
machine. -- Robert C. Gallagher
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Presenter Segue to Family owned business
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First up and First Things First! Dr. Pat
Frishkoff Family Owned Businesses Challenges
Opportunities and Getting What you Want