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1. The Performance Scorecard
The Performance Scorecard is an iterative process
that helps management develop and deploy an integrated
strategic plan across the organization, defining the
specific actions needed to deliver competitive advantage
at every level in the company.
Value to Participants:
Why
use the Performance Scorecard?
- The Performance
Scorecard framework creates connectivity across the
company – between
enterprise functions, operating units & geographies
- Realistic & aligned
financial goals and metrics are analyzed and established
to facilitate deployment and review progress
Coaching
and Teaching the Performance Scorecard Process
- Every
employee should be evaluated and compensated based on
performance against their personal objectives
- Ensure
there is full linkage from Executive Team’s OGTM
down to each employee
- Consistent performance
and linkage to the Company’s OGTM drives desired
outcomes
How & Why to Successfully Implement the
Performance Scorecard
Strategy - Communicate core strategies
to all levels and functions in the organization so that
the strategies are understood and action is taken
Focus - The Performance Scorecard acts as a “navigation” aide
that ensures that every resource and activity in the
organization is aligned to the strategies
Organization - The Performance Scorecard provides the logic and the
architecture to establish new linkages across business
units, shared services, and individual employees
Compensation - The Performance Scorecard links compensation to achievement
of the identified goals, measured by metrics
What is
the Performance Scorecard?
- A Management System (not
only a measurement system) that…
- Enables organizations
to clarify their vision and strategy and translate
them into action
- Provides feedback around both the internal
business processes and external outcomes in order to
continuously improve strategic performance and results
- Transforms strategic planning from an academic exercise
into the nerve center of an enterprise
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2. Teaming for Success
REAL team building - the kind
that creates lasting behavioral changes that work - requires
commitment, training, and practice. Michael Brainard’s
approach is designed to promote interaction and provide
insight into the way in which we as individuals think,
communicate, solve problems, and manage conflict. By
gaining a better understanding of ourselves and the other
members of our team, we can enhance our ability to interact
and increase the effectiveness of our communication.
The result is increased commitment, positive behavior,
improved working relationships, and superior team performance.
Value to Participants:
Team Building and Executive alignment
involves facilitating an understanding and appreciation
of team member roles and responsibilities and how these
fit into the overall functioning of the organization.
When individuals are strategically aligned, their skills
and expertise are fully utilized for synergistic results.
Michael Brainard has extensive experience in leveraging
Patrick Lencioni’s 5 Dysfunctions of a Team Assessment
tool and model for outstanding results. Michael Brainard
discusses teambuilding as “management competency” rather
than an external event that a facilitator conducts…
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3. Leading with Courage
As a result of our rapidly changing
business environment and the impact of the information
age on business practices, many organizations face the
serious problem of providing necessary and effective
leadership to guide their companies to future success.
Most organizations understand that culture and leadership
behavior are key drivers of organizational performance
and global competency.
Value to Participants:
It has become
evident that sustainable behavioral change is difficult
to achieve. It requires a change in the beliefs, values,
and assumptions that cause current behavior, as well
as enhanced skill development. Moreover, it requires
an on-going process approach to support the desired behavior.
The purpose and benefits of Leading with Courage is to
improve individual, team and organizational performance
by:
- Increasing leadership capacity
- Increasing
effectiveness
- Increasing courage and appropriate
risk-taking
- Shaping organizational culture
- Improving
communication, teamwork, and support across functions
and departments
- Building personal credibility
and integrity
- Creating conditions to empower
others
- Managing and resolving conflict effectively
- Creating
a critical mass of change leadership
- Improving
quality of problem-solving, decision-making, and system-thinking
- Increasing individual and organizational learning,
and performance capabilities
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4. Strategic Change Management:
How to Avoid the Productivity Dip
he assertion that “change
is the only constant” in
organizations today has become a cliché, but it
is nonetheless true. Change, both planned and unplanned,
is buffeting most organizations, and the current business
climate can be characterized by one word: uncertainty.
Drivers of change include mergers and acquisitions, restructuring,
downsizing, leadership change, deregulation, and new
technology and strategy implementations.
Value to Participants:
Michael Brainard’s approach helps organizations
and their people build the agility they need to successfully
and consistently manage change. An agile organization
creates a workforce with the attitudes, processes, and
energy to plan, communicate, and flexibly execute strategies
for new business situations. Michael’s solutions
help clients successfully plan, implement, and achieve
their goals for planned change—or to properly respond
to unplanned change. We have the specific tools, methods,
and experience to impart to members re; the way organizations
plan and manage strategic business change. Just as a
change is a constant we ought never plan to get to some
safe destination spot, rather we ought to build our agility
to enable the constant success during ever changing business
climates.
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5. Building your Internal Brand & Aligning that
value proposition with your External Brand
Being an “employer
of choice” is no longer merely a nice thing to
do, it is a smart business decision that will differentiate
the winners. The workforce has become more savvy in differentiating
between the companies that give “lip service” and
true “employers of choice.” Every organization
has a reputation for how they treat their employees.
Value to Participants:
Important notes on why an Employment
Brand is becoming more important
- What do you want
to be known for in the Market
- Re-engagement
and re-energizing the workforce
- How will your
employees demonstrate their commitment today and when
the employment market turns?
Why create an employment
brand?
- Presents a value proposition to employees
and potential employees that differentiates a company.
- Utilizes
traditional marketing principles to create an employment
brand; a value proposition associated with working
for the organization.
- Drive productivity, commitment,
and alignment with consumer brand
- The Bureau
of Labor Statistics reports a 3.5 percent increases
in the Employment Cost Index, which measures compensation
cost changes including wages, salaries and benefits.
What is an Employment Brand and what is the payoff?
Defined: - The package of functional, economic and psychological
benefits provided by employment and identified with the
employing company.
Goal: - Ensures that a company manages,
understands and values its employees with the care and
coherence that it would employ in the case of a valued
customer.
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6. Preparing your Company for Sale
Whether or not a
sale is immanent most entrepreneurs are thinking one
thing and doing another. We are all interested in maximizing
value and preparing a company for sale but in many cases,
and for many good reasons we are often late or lacking
in this critical set of tasks. We all know there are
hundreds of reasons why a company is difficult or even
impossible to sell, most of which can be attributed to
a total lack of planning.
Value to Participants:
- You will
hear about:
- Pre-sale positioning
- Pre-sale
planning
- Making the decision to sell
- Management
- Balance
sheet & Income Statements
- Legal considerations
- Tax
planning
- Selling price
Careful preparation
and advanced planning can significantly increase the
likelihood of a successful business sale and have a positive
effect on valuation. The above are proactive steps a
business owner should take prior to beginning the business
sale process.
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7. Integration Planning and Success
Integration is never
easy. Don’t expect it to be. This concept may not
sound pretty but Michael Brainard has real “street
smarts” to pass on relative to defining success
metrics, being quick, and allowing some things to go
wrong in hopes of getting the “BIG” things
right.
Value to Participants:
- Establish a Merger Project
Management leader and team - Assign key senior managers
to coordinate activities between merger-related project
teams, assess and report progress against major milestones,
and ensure the timely communication of risks to executive
management.
- Develop a Comprehensive Integration
Plan(s) - Structure open communication between project
teams to ensure coordination of efforts. Provide short
term planning and progress reports throughout the organization
to minimize the loss of valued employees. Provide longer
term vision and plans to align all.
- Focus Project
Teams on Your Key Merger Goals - Define a small set
of clearly stated goals for the merger, regularly re-communicate
goals in project team meetings, and review all project
team objectives to ensure their support of the merger
goals.
- Use a common toolset and planning
matrix - This will facilitate cross-team views of integration
status.
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8. ROI of Executive Coaching
A coach provides both an
opportunity to assess the current situation and an interactive
learning process to deal with issues, development needs
and the required behavior changes. Coaching then equips
the executive with the tools, knowledge, and opportunities
for self-development in order to grow personally and
professionally. A coach also supports, provides perspective
and context, as well as provides the client with the
opportunity to think through priorities, actions and
strategies to enhance performance. The coach is a partner
whose sole focus is on the client’s success.
ROC
= Return on Coaching
Value to Participants:
- Quantify
the business driver impact of the individual
- To
what extent (a measurable number) is either
- This
person’s inability to perform impacting this
number
- Or,
this person performance exceeding this number
- What
are the expectations of the coaching engagement?
- How
and when are we going to measure the ROC?
ROC = two measures:
cut turnover by 50% and increase sales by 20%. Expectations
of the coaching engagement – change leadership
style/approach to reduce turnover by 50%.
Measure? Use
a 360 to verify the validity of the turnover causes.
At yearend, measure both turnover and sales revenue increases.
Take a six-month, midyear “read” on both
and adjust the coaching program as necessary.
9. Succession Development
Succession Planning is traditionally defined as a means of identifying critical management positions, and planning replacements for those positions
Vs.
Succession Development: Recognizes the ramifications of the new employment contract, where corporations no longer (implicitly) assure anyone continued employment, and where facilitating learning and career management replaces the value of life-long employment
7 Step Process:
- 1. Define the Business Need
- 2. Define the Competency Profile(s)
- a. Current and Future
- 3. Align Performance Management
- 4. Define Successful Performance
- 5. Assessment
- 6. Development
- 7. Measure ROI and refine
This Process ought to move us from: (please align these next to each other with an arrow b/w the two
Procedural inertia
Secrecy
Company-owned
Subjective
Good intentions
Paper intensive
Feedback-poor
Vertical
TO
Business-driven
Openness
mutual ownership
Objective
Active development
On-line, knowledge-targeted
Feedback-rich
Horizontal
Succession Planning is traditionally defined as a means of identifying critical management positions, and planning replacements for those positions
Vs.
Succession Development: Recognizes the ramifications of the new employment contract, where corporations no longer (implicitly) assure anyone continued employment, and where facilitating learning and career management replaces the value of life-long employment
7 Step Process:
- Define the Business Need
- Define the Competency Profile(s)
• Current and Future
- Align Performance Management
- Define Successful Performance
- Assessment
- Development
- Measure ROI and refine
This Process ought to move us from:
Procedural inertia
Secrecy
Company-owned
Subjective
Good intentions
Paper intensive
Feedback-poor
Vertical |
|
Business-driven
Openness
mutual ownership
Objective
Active development
On-line, knowledge-targeted
Feedback-rich
Horizontal
Business-driven
Openness
Mutual ownership
Objective
Active development
On-line, knowledge-targeted
Feedback-rich
Horizontal
Business-driven
Openness
mutual ownership
Objective
Active development
On-line, knowledge-targeted
Feedback-rich
Horizontal
|
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