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InBIA Turnaround (90 day plan (Effective Onboarding (Business Orientation,…

- - - - situation
      - expectations
      - working style
      - resources
      - personal development
  - - - How were goals set?
      - What metrics are in place
      - Root Causes
        
        Why have results materialized as experienced
        
        What changes have been made and what were the results?
    - - Is the organization pursing the strategy
      - People
        
        Who is capable, trustworthy, and influential
      - Processes
        
        What are the key processes?
        
        What's working and what's broken
      - Landmines
      - Early wins
    - - Key challenges and things to be done today
      - what are the most promising opportunities and how do we make happen
      - Barriers and Resources
        
        What are the barriers
        
        Islands of excellence to be leveraged
        
        new capabilities needed
- - - - consistent with goals
      - help introduce new behaviors
      - early credibility (1st)
      - early performance improvements (2nd)
  - - - new leader assimilation
        
        What would you like to know abut the new leader?
        
        What do you want him to know about you?
        
        What do you want him to know about the business
      - talk to former employees - Jessica, etc...
      - document hypotheses to test
      - Review operating plans, performance data and personnel data
        (performance data)
      - meet direct reports and key employees and ask key questions
      - meet with Board to share hypotheses and findings
      - share preliminary findings with direct reports
      - Analyze a couple of key processes
        
        Get, keep and grow members
      - apply STARS model to pieces of the association (Products, processes, projects, people, programs)
        
        prioritize and assign percentages for next 90 day effort
      - Share situational diagnosis with EC and confirm support needs from the board
        
        structure, processes, skill bases, culture, environment, strategic direction
        
        Strategic Direction
        
        mission, vision, and strategy
        
        Are the mission, vision, strategy, markets, products, technologies, functional plans and goals coherent
        
        Is the strategy sufficient for what is needed
        
        Has the strategy been successfully implelmented?
        
        Structure
        
        organiztaion structures, metrics and incentives
        
        Units (function, product, georgraphy)
        
        are right people in right places?
        
        Reporting and integration of work
        
        Is it clear who is accountable for what? Is work of different units integrated effectively
        
        2 more items...
        
        Descision rights and rules
        
        Performance measures and incentives
        
        Core processes
        
        systems used to add value the the processing of information and materials
        
        Service delivery processes, service/support processes, business processes
        
        evaluation of processes
        
        productivity
        
        Timeliness
        
        Reliability
        
        Quality
        
        Improve processes
        
        process mapping
        
        1 more item...
        
        Skill bases
        
        capabilities of people
        
        individual expertise
        
        Relational knowledge
        
        how to work together
        
        Embedded knowledge
        
        core technologies
        
        Metaknowledge
        
        where to go to get critical info
        
        identify gaps and resources
        
        gaps between needed and exisitng skills
        
        underutlized resources
      - Identify key priorities
      - refine plan for next 30 days
      - Meet with influential members and members who haven't renewed
      - Categorize key staff
        
        Keep
        
        Keep and develop
        
        Move
        
        Replace (High)
        
        Replace (low)
        
        Observe
    - - meet with EC to review progress and future plans
      - identify misalignments
        
        skills dont match strategic direction
        
        core processes dont match strategy
        
        Structure and processes
        
        Structure and skills
  - - - Weekly calls with chair/vice-chair
      - Reports to Executive Committee (Monthly)
    - - staff reports
        
        Focused on functional areas of transition objectives
      - Weekly staff reports
        
        Focused on transition objectives
    - - Five conversations
        
        Situational diagnosis
        
        expectations
        
        goals, metrics, success criteria
        
        Resources
        
        link results to resources
        
        use menu approach
        
        Styple
        
        personal development
  - - - Assess current operations
        
        What one thing would you suggest we improve?
        
        listen to multiple stakeholders
        
        Identify and prioritize issues to address
        
        what type of changes have been made, experiments and what has been learned?
        
        Review meeting minutes and agendas
      - mend /maintain key relationships
        
        Grantors
        
        Sponsors
        
        Key members
        
        Industry influencers
      - Retain key talent
        
        Questions of staff
        
        goals and objectives
        
        responsibilities and duties
        
        proudest accompliments
        
        measures of success
        
        needs to be more successful
        
        5 key questions
        
        What are the biggest challenges now and near future?
        
        Why are we facing these issues
        
        Opportunities for growth
        
        What needs to happen to exploit these opportunities
        
        If you were me, what would you focus attention on?
        
        How are you performing against your goals and objectives
        
        What is you proudest accomplishment since joining InBIA?
        
        What is working with the assoication? What are we doing well?
        
        What's broken? What needs fixing?
        
        What predictable surprises are currently brewing in our organization
      - Identify and meet organizational deliverables
        
        30 days
        
        90 days
        
        6 months
      - Understand financial systems and controls
        
        Change signatory on bank accounts
      - Project cashflows
        
        30 days
        
        90 days
        
        6 months
      - Assess the team
        
        Evaluation criteria
        
        Competence (20)
        
        Judgment (20)
        
        Energy (10)
        
        Focus (10)
        
        Relationships (10)
        
        Trust (30)
        
        Threshold issue
        
        rank criticality of positions
        
        Evaluate KPIs for position
    - - ensure smooth transition for new CEO
      - Coach existing team for succession/new leadership
    - - talk to members who have not renewed
    - - Determine need incentives
        
        Push tools
        
        Incentives
        
        Reporting systems
        
        Planning processes
        
        Procedures
        
        Mission statement
        
        Pull tools
        
        shared vision
        
        Teamwork