+1(978)310-4246 credencewriters@gmail.com
  

Analyzing TLG Solutions
Overview
Case Study F is a follow-on from Case Study E where you looked to identify presenting problems and
underlying issues. Your have now interviewed 10 people (in a separate file) and can now deepen your
understanding of their processes, problems, and possibilities. Case Study F is the opportunity to reassess your
initial impressions that were based on an incomplete and singular perspective.
Assignment 1 on jack
Build a more robust picture of the situation with the new data. Begin with the areas you started in Case Study
E and find related information in the interviews to create a new empathy map about jack. Develop a solid
understanding of what issues, experiences, dynamics, and perceptions each group has.
Assignment 2 – Final Paper
This is feedback to your client. Consider what to prioritize and how to frame it. It can be flexibly structured
but should cover the following topic areas:
1. Scope & Background aka “What are we looking at?” -150words
• Identify the purpose and scope of your work. What does the client want you to look at? What is
their ultimate expected use of your work?
2. Analysis aka “What can we connect and how?”- 400 words
a. What are the key dynamics?
How do pieces interact with each other?
•
•
This should include the supporting aggregated data.
What would be a relevant model or metaphor of understanding?
b. What aspects of a successful team are present? Are lacking?
c. Identify at least three main issues.
• What are the observable manifestations? Who is involved and in what role?
• What are potential underlying contributing factors?
• What might be changed about it? And for what benefit?
d. Look for resistance.
• Where is resistance present and what form is it taking?
e. What benefits might it have
f.
Are there other underlying problems that are also contributing?
Guidance:
•
•
•
Select key quotes to illustrate themes; ensure all quotes clearly related to interview themes,
main topic.
Maintain strong organization and integration of interview material within themes.
Clear, explicit link to course concepts.
Material:
For this week’s SP&R, I offer a space to look a little closer to home.
Framework #1:
How do we value our own success? At the end of a day or a semester or a year…what do we consider a
success and how do we measure it? I’m still looking for a video for this, but until I find it, here is a Harvard
Business Review article about designing Success that Lasts. Looking at the complexity and components
of success (in the article HBR success that last) It uses a Kaleidoscope model that puts successes and
goals into categories to help you understand what they mean to you.
The article discusses success definitions and offers the perspective of seeking success in different areas
as represented in the diagram. A single goal or event can fill multiple categories and may be in different
categories for different people. It also describes how having multiple goals can lead to more opportunities
for success as well as how we shift and redirect out energies throughout our lives. What would your
current approach to success entail?
Framework #2:
If the kaleidoscope method in the Success That Lasts article isn’t appealing, here’s a quick-and-easy
chart alternative. What would go in each of the four boxes?
(Not Really A) Framework (but I wanted to share it too) #3:
Simon Sinek also has a less than 8 min video (How do you measure success?) that discusses what are
good measures of success, what does that look like in a professional environment, and how do high
performance teams judge success (which may not be quite what you think!)
Assignment: 400 words
On the blog, share what do you consider success for yourself and what it means to you? Are you focused
on a particular degree, job, financial goal? What about personal areas such as relationships and
community. Can you expand what and how you might evaluate success? What insights or considerations
did you develop from this process?
As always, share what you are comfortable with, and if that is simply “Activity practiced and keeping
personal.” that is okay too. The intention is to think a little deeper about what, why, and how we look at
our success…which may give us paths that are more likely to be fulfilling and satisfying.
Final Reflection Paper
The Final Course Reflection asks you to think about your experience and learning over the course of the
semester–course materials, discussion posts, surveys, and team projects. The assignment is an essay
reflecting on the topics and concepts discussed during the semester and connect them how you
understand organizational development and consulting and its potential impact to an organization’s
effectiveness, an organization’s capacity to adapt, and organizational leadership.
• This is your opportunity to reflect thoughtfully on what we learned and experienced in this learning
community.
• Connect back to *specific* concepts, skills, or experiences from this class.
• This essay is not meant to be a review of what we did in our learning community or a discussion
of what you liked or didn’t like from class. Instead, it’s about reflecting on your learning, personal
insights, and applications in the context of the course.
• Consider the entirety of the class or specific aspects, write 750-1000 words reflecting on your
learning, awareness, and understanding.
Prompts that might frame your writing include:
• What strengths do you think you’ve gained through this class?
• Where do you see this applying?
• What were your most interesting discoveries?
• What did you realize about yourself?
• Did this give you a new perspective, challenge your point of view, or introduce you to new
techniques, skills, processes?
• What do you plan to do differently in the future?
• What concepts/practices are you skeptical about?
In addition to the textbook and class exercises, here are some resources that might be relevant.
Below this section is also the ODN Core Competencies review.
MANAGING YOURSELF
I
Success That Lasts
by Laura Nash and Howard Stevenson
Single-minded ambition is a great way to achieve some goals but is that really success? New research reveals surprisingly
practical ways to find professional and personal fulfillment
A 55-YEAR-OLD, HIGHLY SUCCESS FU L VE NTU RE CAPITALIST is thinking aboUt
his next investment. He’s not certain he has the energy to start another seven-year
round of intense financing and consulting activity “I Just can’t imagine enjoying
that pace again, and frankly, it’s time I paid attention to my family. But I’d really
feel a loser if I didn’t play the game as hard as everyone else. I guess I should retire.”
THE PRESIDENT OF A $1 BILLION Dvsou of a consumerproducts Company
discovers that manufacturing and distribution bugs will delay the scheduled rollout
ofa new product line. Retailers are eager for the product, pressures on share price
are intense, and the president’s bonus is tied to the rollout’s success. If he goes
ahead, the product is sure to be on top-but only temporarily The costs down the
road from disappointed consumers and time invested in having tofixmistakes will
clearly hurt the bottom line. What is success under these circumstances?
A FAST-TRACK 32-YEAR-OLD SOFTWARE ENGINEER with a second degree in sacred
music feels that something is missing in her career strategy. She wants the lifestyle
ofa well-paid manager, but software doesn’tfeel as socially significant as playing
the organ for a congregation. And she someday wants a house and a family. “Why
can’t I find the career path that will get me all of these things?”she wonders. “Are
they really so unreasonable?”
102
HARVARD BUSINESS REVLEW
D
IFFERENT AS THESE EXAMPLES
may be, these individuals have
a similar problem: They all
need a comprehensive framework for
thinking about success. And they’re far
from alone.
Survey after survey shows a high degree of job dissatisfaction and bumout
among the general working population, even among those with plenty of
options. In the collective soul-searching
prompted by September ii, 2001, many
high achievers revisited their notion of
success. The wave of corporate scandals
that followed soon after only made the
questions more acute. Even the most
dedicated employees wondered aloud
whether they would ever recommend
their own careers and companies to their
children.
Pursuing success is like shooting at a
series of moving targets. Every time you
hit one, five more pop up from another
direction, just when we’ve achieved one
goal, we feel pressure to work harder
to earn more money, exert more effort,
possess more toys. Standards and examFEBRUARY 2 0 0 4
ples of “making it” constantly shift,
while a fast-paced world of technological and social change constantly poses
new obstacles to overcome.
During the past decade, traditional
career paths suddenly became pointless.
Professionals found themselves overworked and undersatisfied in the boom,
then overworked and competitively vulnerable in the bust. And far too many
businesses discovered they were using
the wrong measures to gauge success,
winning big in the 1990s only to lose big
for their shareholders and employees
at the tum ofthe millennium. The climb
to success can feel like an Escher drawing of a staircase that goes nowhere.
In the face of such instability, many
people assume success requires a winnertakes-all approach. They believe that suc-
cess depends on putting all your energy
into achieving one goal, be it a singleminded focus on your job or a commitment to being the best soccer mom in
your community. But no matter how
noble, one goal can’t satisfy all of a person’s complex needs and desires, as the
examples at the beginning ofthe article
demonstrate. The same holds true for
the goals of a business.
Fortunately, success doesn’t have to
be seen as a one-dimensional tug-ofwar between achievement and happiness. If developed in the right way, your
ideals of the good life for yourself and
society can become powerftil – and manageable-factors of success. We studied
hundreds of high achievers who realize
lasting success, make a positive difference, and enjoy the process. And we
103
MANAGING YOURSELF • Success That Lasts
Nonetheless, for the purposes of re- through the pursuit and enjoyment of
search, we posited five common char- success. Take away any one component,
acteristics of individuals who by most and it no longer feels like “real” success.
standards had achieved enduring suc- If you were wildly wealthy because you
cess: high achievement, multiple goals, had mastered a certain business probthe ability to experience pleasure, the lem but couldn’t experience pleasure,
ability to create positive relationships, for instance, would you consider yourand a value on accomplishments that self successful? If building your power
base kept you from being there for othendure.
We held more than 60 interviews ers, would your success feel morally
with successful professionals, surveyed right? If you left your career to be a fullWhat Is Enduring Success?
90 top executives attending Harvard time parent, would you have enough
Our research took a fresh look at the Business School management programs, of an outlet for your talents? Just as a
assumptions behind success. We were and informally observed high achievers steady diet ofthe same four foods would
interested in real, enduring success- with whom we live and work. We con- hardly be satisfying over the long term,
where getting what you want has re- ducted more than a dozen model-testing the four components of success cannot
wards that are sustainable for you and sessions with between 50 and 110 execu- be satisfied by the presence of a single
those you care about. This type of at- tives in each. Most of these groups were flavor in each category. That is why you
tainment delivers a sense of legitimacy drawn from HBS graduates or current cannot neatly categorize the realms of
and importance; its satisfactions endure members of the Young Presidents’ Or- your life, assigning happiness to self,
far beyond the momentary rewards of ganization. We also reviewed the prob- achievement to work, significance to
a bonus or a new position. Lasting suc- lems that the general population has re- family, legacy to community.
cess is emotionally renewing, not anxi- ported about success, using sources that
Unless you hit on all four categories
ranged from media reports to conversa- with regularity, any one win will fail to
ety provoking.
tions with friends, students, and col- satisfy. You’ll experience what we call
Unlike an equation for a successful
leagues. We talked to people from all the “wince factor”: You know you’re
market strategy, no one person or comdifferent walks of life, at every level of doing what is right, but it still feels like
pany can fully embody lasting success
the economy, both in and out of busi- a loss. You’re preoccupied with thoughts
for others. Everyone (and every business careers. Some of them were stay-at- of the other things you could be doing
ness) has a unique vision of real success,
home parents who had once worked full or getting. Your achievements and pleaand that notion changes over time. A
time; others were at the pinnacle of sures fade almost as soon as they occur.
family-oriented person would hardly
their careers.
By contrast, success that encompasses
call the absentee life of atop executive
all four kinds of accomplishment is ena success but might find travel and adThe
Complexity
of
Success
riching; it endures. You can create this
venture just the ticket after the kids
grow up. A born investment banker Success involves more than a heart- synergy within a single event, but you
would hardly regard mixing cement as pounding race to the finish line. Our can also create it through a juxtaposia successful career, whereas a construc- research uncovered four irreducible tion of activities. Taking time out in the
tion worker who just completed an ex- components of enduring success: hap- middle of a high-stress period or stoptraordinary bridge might point to the piness (feelings of pleasure or content- ping to give back to the community
structure with pride for the rest of his ment about your life); achievement (ac- while in the midst of pursuing your
or her life. No one, however, has unre- complishments that compare favorably most self-advancing goals are good exserved success, not even the most obvi- against similar goals others have strived amples of this.
ous winner. Recognizing how important for); significance (the sense that you’ve
If you think about what constitutes
it is for each person to understand and made a positive impact on people you a moment of lasting satisfaction in your
develop his or her unique definition of care about); and legacy (a way to estab- own life-maybe it’s your daily practice
success over time, we chose not to re- lish your values or accomplishments so of a musical instrument – it may be surport on one or two well-known exam- as to help others find future success). prisingly trivial in comparison with your
ples of success as the perfect model to
These four categories form the basic major commitments at work or at home.
follow.
structure of wbat people try to gain The activity draws force from accomplishing something distinctive in each
of the four categories over time. The
Laura Nash (lnash(^Justenoughsuccess.com) is a senior research fellow and Howard
Stevenson (hstevenson(^Justenoughsuccess.coni) is the Sarqfim-Rock Professor of Busi- musical instrument provides release and
pleasure (happiness), it is a challenge
ness Administration at Harvard Business School in Boston. They are the authors of
to
master and build on (achievement),
Just Enough: Tools for Creating Success in Your Work and Life (John Wiley & Sons,
and
it becomes even more fulfilling
2004), from which this article is adapted.
learned that some ofthe most successful
people have gotten where they are precisely because they have a greater understanding of what success is really
about and the versatility to make good
on their ideals. In this article, we’ll introduce a practical framework that will
help you see success in these same terms.
But first, a closer examination of how we
arrived at this model.
104
HARVARD BUSINESS REVIEW
Success That Lasts • MANAGING YOURSELF
when you join a band that competes
with other bands or play concerts at hospitals (significance). Those who also
tum these “lesser” vocations into legacies that build the same opportunity for
the next generation-say, through getting involved in recruiting and training
younger musicians-will find an even
deeper sense of success from so-called
hobbies.
Anyone who takes the four elements
of success seriously soon realizes how
complicated it can be to touch on all
four with regularity. As you scale up
your goals, the four-part mix becomes
more difficult to achieve. Each factor
has a different set of characteristics. Satisfying different needs, they draw on distinctive emotional drives and prioritize
self and others in different ways. That’s
why people wbo tell you tbat happiness,
achievement, and significance will come
automatically if you simply do the work
you love are misguided. Regardless of
how much you care about your job, you
will still feel conflicting desires-between work and home, between working forever on a problem and taking a
break from it, between going for more
market share today and investing in
the company’s needs for tomorrow. The
skills you use to compete are totally different from those you employ in moments of enjoyment. You can be there
for a friend, and you can care about a
customer, but these acts (in the significance category) can’t be substituted for
the kind of thinking and prioritization
that is necessary to structure favorable
financial terms for your own firm (in
the achievement category).
Understanding the distinctive features of the four areas of success can
help you articulate what you are seeking in a certain activity. You can then
create a diagnostic for determining how
to achieve the most appropriate goal.
You may be expecting too many categories to be fulfilled without incorporating the right resources and perspectives, or you may be falling prey to a
mismatch.
Matching your expectations to the
right category is a critical skill for achieving sustainable success. If you expect
FEBRUARY 2 0 0 4
happiness to come primarily from competition (an achievement skill), you’ll
probably turn into someone neither
you nor those around you can tolerate – and wonder why success has made
you so lonely. People who report having trouble defining the right goals for
themselves or for their companies are
often caught in such mismatches. For
instance, a self-described family-friendly
company might hold critical staff meetings over late dinners or during extended weekend retreats.
The act of categorizing in and of itself
can help you take more decisive action
and channel the right emotions and perspectives to the task at hand. You can
This principle flies in the face ofthe
popular opinion that success is all about
breaking through limitations, that it’s
about having more, being more, doing
more. Our research shows that the highpowered people who experienced real
satisfaction achieved it through the deliberate imposition of limits. They all
shared a versatile talent that we call
“switching and linking”: They were able
to focus intensely on one task until it
gave them a particular sense of satisfaction, then put it down and jump to the
next category with a feeling of accomplishment and renewed energy. This versatile refocusing could occur within the
same activity (say, when you base your
People who tell you that happiness, achievement, and
significance will come automatically if you simply do the
work you love are misguided.
stop measuring a job only by how happy
it makes you or calculating a business
success only in terms of your ability to
achieve mastery over something. Instead, you’ll see how one task fits into
a larger context. By the same token,
you’ll be able to anticipate what kind of
emotional capital you’ll need to bring
to a task. If you try to bring feelings
of happiness or contentment to your
achievement goals, you’ll stunt your
performance from the start If you don’t
put achievement in its place, however,
you’ll trap yourself in a workaholic
restlessness.
Those in our research who achieved
satisfying, enduring, multidimensional
success consciously went after victories
in all four categories without losing
touch with their values and special talents. They seemed to understand intuitively the paradox we uncovered at the
heart of enduring success: To get to
more wins on the various important
measures that make up your notion of
the good life, success has to rest on a
paradigm of limitation in any one activity for the sake ofthe whole. Or, as we
call it, “on the reasoned pursuit of just
enough.”
product strategy on accomplishing your
profit goal and on caring for the customer), or it can involve switching attention between two realms (taking a
break from work to joke with a friend).
The people in our research who were
particularly skilled at sifting through
the moving targets and going after only
those that would produce lasting rewards shared two characteristics. First,
they viewed success as a broad and dynamic experience of accomplishment,
one that factored in all four categories.
They didn’t attribute their success to
one single event or even one single
realm of life. Second, their concrete examples of what counted as”rear’success
included accomplishments of wildly
varying magnitude. They weren’t setting
maximum goals for themselves in each
category; rather, they set some at a small
scale and some at a scale that demanded
sustained effort. The baseline for these
individuals wasn’t the amount of activity or number of rewards in any one category, but the securing of a proportionate mix of all four. Anyone can learn to
do this; you just need to have a larger
framework in which to understand tbe
dynamics ofthe four categories.
105
MANAGING YOURSELF • Success That Lasts
The Kaleidoscope Strategy
We compare an effective success strategy to a kaleidoscope-that simple mechanical device with a lens, mirror, and
a long tube housing separate chambers.
Each chamber holds pieces of glass that
constantly shift as the tube is moved.
Although the chambers are separate,
the eye sees one unique picture made
up of the various chambers. Mirrors
reflect the entire set of glass chips and
enhance the complexity ofthe pattern.
The beauty of that pattern comes from
the variety and symmetry ofthe design.
Although the patterns in a kaleidoscope are inherently unstable, changed
by your own movements or by outside
forces, the pieces provide ongoing satisfaction as they take their places within
new patterns.
Now imagine a slightly different kind
of kaleidoscope, one that is your own
vision of a successful life. This kaleidoscope also has four chambers-happiness, achievement, significance, and
legacy-and you can add brilliant glass
pieces (goals sought and fulfilled) over
a lifetime, making your unique pattern
richer and richer. In this metaphor, success is about choice, movement, pattem,
and a structure that holds all the separate activities together. And, just like a
kaleidoscope, you have to hold this pattern up to the light. By regularly assessing the picture you are creating in all
four chambers, you can quickly spot
“holes”-places you feel require more
attention-in your activities and be assured that you are justified in interrupting other work to attend to them.
The rest ofthe chips will be enough for
the moment, but not enough for the rest
of your life.
Through our research, we discovered
that the people who achieve enduring
success rely on a kaleidoscope strategy
to structure their aspirations. Not only
do they continually create new chips in
each ofthe four categories, but they also
choose their actions so that the whole
picture will display a pleasing proportionality. Feeling deep satisfaction in
each category strengthens these achievers’ ability to tum away from one cate106
gory when another needs attention. It
allows them to say, “I don’t need to work
away at this particular thing until I’m
satiated and hate the very sight of it.
This is just enough.”They recognize the
importance of setting their own standards for “enough” and not falling prey
to the lure ofthe infinite “more.”
This is exactly the kind of thinking
you see in good leaders: They anticipate
what will be needed in all four dimensions of success despite pressures to deliver to the maximum in one. This is
what the subjects in the three examples
at the beginning of this article were
lacking. Tbey had no framework in
which to identify and sort multiple desires so that they could go after their
conflicting goals sequentially in a proportionate mix.
The burned-out venture capitalist
needs to understand that scaling back
his achievement goals is part of a larger
picture of expansion in the other categories, rather than a paralyzing prospect
of loss and “doing nothing.” This kalei-
My Personal Kaleidoscope
Happiness
•self
•family
•work
•community
Achievement
Legacy
•self
•self
•family
•family
•work
• work
• community
•community
.
Significance
•self
•family
•work
‘Community
The people w h o achieved e n d u r i n g success in our research used a kaleidoscope
strategy t o structure t h e i r aspirations- N o t only did they c o n t i n u a l l y adcJ new
activities to each of the four categories, but they also focused on creating a wellbalanced big picture. I f y o u t a k e a m i n u t e to m a p an inventory o f y o u r successes
so far, you’ll quickly discover w h i c h areas need more a t t e n t i o n .
HARVARD BUSINESS REVIEW
Success That Lasts • MANAGING YOURSELF
doscope view will allow him space to
cultivate the emotional relationships
he craves with his family. That doesn’t
mean he should give up all forms of
achievement; he simply needs to readjust the level of energy he puts into
that category. Doing so will require
more creative thought and versatility
than he’s exhibiting now.
The executive overseeing the problematic product rollout was framing his
dilemma in terms of short-term versus
long-term achievement. He would do
better to reframe his challenge in terms
of legacy: What kind of platform would
he be creating for the success of this
product and that of future managers in
the company if he decided to release incomplete products? Thinking about the
problem from this perspective helped
him clarify his priorities. Instead of feeling that he had to make a trade-off in
a negative sense, he could take a positive
view of what needed the most attention
and what was worth sacrificing for. In
the end, he delayed rolling out the new
product line – and not only were the retailers delighted with the final results,
but the product division, in crafting the
solution, discovered a new way to coordinate and leverage its technological
capabilities across three countries.
The software engineer torn between
computers and church music needed
to shrink or redirect her goals in some
activities and develop them in others.
When she tried the kaleidoscope strategy, she quickly saw that church music
registered high in her significance category but would always be a limited
outlet for achievement. She had neither
the skill nor the opportunity to become
a star musician. Software had more
potential for significance than she had
previously thought. She needed to leam
how to change her job in ways that
emphasized the social value she was
creating in the products she worked on
and the help she provided to others.
She began to see benefits in framing
church music primarily as an exercise
in significance rather than in achievement, with all its competitive and financial associations. But to fill both
chambers, she’d need to restructure her
FEBRUARY 2 0 0 4
job commitments in order to minimize
travel and commit to choir practice.
When she looked at the whole picture
of goals she could satisfy through the
sum of these activities, scaling back suddenly seemed more positive. The pieces
were enough. And, she recognized, taking this path would require continued
growth on her part-something she
had forgotten she valued and which
she now had the confidence to pursue
strategically. Enduring success required
enduring commitment.
Building Your Own
Kaleidoscope
To create your own kaleidoscope, start
by sketching out your framework. Take
a piece of paper and draw four intersecting circles. Label them happiness,
achievement, significance, and legacy. In
But what ifcollege represented other
things for you? Significance in your family life, for example, because your parents or spouse really valued what you
were doing? In that case, you might also
put college in your significance chamber, next to “family.”
The point is not to compulsively divide your life into little circles and lists.
Rather, it is to help you assess the various
types of satisfactions you have already
experienced and see what they add up
to. The answer is often more surprising
or richer than you may have suspected.
Depending on your age, you might
even want tofillout framework profiles
for several periods in your life. Did you
want the same things at 40 as you did
at 20? Will you want the same things at
60? At 85? Could you ever fully abandon
one of the categories and still feel that
Success is about choice, movement, pattern, and a structure
that holds all the separate activities together.
each circle, list self, family, work, and
community. This will enable you to do a
full inventory ofthe mix and determine
how each piece falls in the context of
each major domain of your life. (See the
exhibit “My Personal Kaleidoscope.”)
Next, quickly jot down examples of
your successes or great satisfactions. You
don’t have to come up with one for
every item in every circle-this is just
a quick sketch of your beliefs about
yourself, not the full picture. Don’t
spend time worrying about whether
you should put a particular target next
to a particular item. Just work with
your first impulses.
Take your college degree as an example. You may feel that graduating from
college was a major achievement, a
benchmark in your overall career plans
and something you will value for your
whole life. Your degree represents a mastery of skills. You had to compete successfully to get there and get the grades.
You felt satisfaction when you were successful. So you would write “college” in
your achievement chamber, next to the
word “work.”
you were a success? (This is the trap that
many retirees and those who downscale
their careers to become full-time parents fall into.)
Now, metaphorically speaking, you
can hold your kaleidoscope up to the
light. Look at it objectively, and ask
yourself:
1. How integrated is your profile? Are
some ofthe domains empty? Are others
too full? Is each realm of your identity self, family, work, community – a depository of only one satisfaction, or is there
a broader basis for success in each of
these areas?
2. How varied is your profile? Where
are most of your greatest successes and
satisfactions so far? Where are the holes?
The obsessions? Are the chambers and
realms evolving or repeating the same
things over and over?
3. What have you learned about what
you actually do? Where is your time
going? Hov/ does it speak to what you
really want from success? Research
into success has shown that one ofthe
biggest causes of failure is an overreliance on one’s greatest strengths.
107
MANAGING YOURSELF • Success That Lasts
Are you favoring what you do best and
neglecting your need for fulfillment in
all four categories?
Here’s how the kaleidoscope strategy
helped John, the owner of a large real
estate company, find enduring success.
John was having trouble deciding what
to do with his business. After a blowout
with his teenage child and a series of
relentless, debilitating headaches, he
decided he had to cut back on his work.
He had already bought a plane-against
his family’s wishes-and he had increased his time for himself, but he was
ouan
D
still suffering.”! know I should sell part
of this business for the sake of my happiness,” he said, “but I just can’t do it.”
We suggested he try putting this sale
in another category, one that seemed
rather empty. Why not think about the
sale as an active engagement in legacy
rather than as a platform for happiness?
The pieces fit. Legacy is about building
on your achievements and values to
help others succeed after you’re gone.
John remembered a young manager
who had left the firm, someone who
knew John’s values and was quite ac-
The Kaleidoscope Strategy
for Businesses
what makes for the enduring success of a company? In our view, businesses prosper when
they enable individuals and society to achieve
all four categories of enduring success: happiness, achievement, significance, and legacy.
After all, could any company survive if everyone were miserable in their job? Happiness
in an organization is essential, and it grows in
cultures of trust and respect. And what company succeeds without solving problems and
executing better than its competitors? Innovation and results are classic forms of business
achievement. What great business doesn’t add
value for its customers, its shareholders, and its
community? Providing such useful services is
clearly significant. Of course, no business could
thrive for long without active attention to its
legacy. In fact, classic examples of enduring
success-Johnson & Johnson’s careful handling
of the Tylenol-tampering episode or the development of an open-access standardized domain assignment system for the Internet by
Jon Postel and others-illustrate wins in all
four categories of the kaleidoscope.
Many of today’s weak business ethics and
performance problems can be traced to a failure to adopt the skills of enduring success. The
favored candidate for “running things” is often
the achievement-driven maximizer, buttoo
often, that approach runs the business (and
the leader) into the ground. This neglect creates costly success pathologies such as greed.
108
complished in his ownright.This person
would probably welcome the chance to
head the new spin-off, and he’d be likely
to extend the kind of business John had
spent his life building.The buyers would
need such a person, and John would be
comfortable doing business with them.
After seeing the situation from a different perspective, John was more decisive about the sale and had a richer
platform of concrete goals around which
to structure the transaction; ihe terms
in which legacy would be fulfilled, the
new time frame for his own enjoyment
lack of loyalty or commitment, burnout, insensitivity, and the demoralization of knowing
that your work isn’t making a positive contribution to society.
To create a platform for enduring success in
your organization, it’s important to discuss the
features ofall four segments of success in a collective kaleidoscope exercise. Companies that
take responsibility for teaching their employees
to pursue the four categories of success and to
developtheir”switching and linking”skillstheir ability to shift focus quickly from one task
to another- will create the conditions for commitment, happiness, satisfaction, and continuity in their organizations.
To determine how well your business is
performing in the four categories of success,
consider the following tests:
Happiness. Does your corporate culture
allow employees to let down their guard and
enjoy the moment-both individually and
collectively?
Achievement Are your financial victories the
reward for genuine mastery of important new
problems or a numbers game with no real
results?
Significance. Does your product or service
create real value for others-‘
Legacy. Are you preparing the organization
for the next generation of success by investing
in people, innovation, customer needs, and
systems?
HARVARD BUSINESS REVIEW
Success That Lasts • MANAGING YOURSELF
of life, a revitalizing and more realistic
set of achievement goals, and a sense of
providing the space to be there for his
daughter and wife without giving up aii
the challenges ofthe real estate business.
Identifying where his activities were
located in the kaleidoscope gave John
immediate insight into what he v^as
seeking and getting from his efforts-as
well as what was lacking. In channeling
your efforts effectively toward what you
really seek from success, it’s critical to
test your profile against your idealized
view of yourself. What do you want your
profile of accomplishments in each of
the four categories to look like tomorrow? Next month? Over your lifetime?
Getting to “Just Enough”
Ifyou pay attention to the four categories and their relation to one another,
you can enrich the potential for any
activity to satisfy you on numerous dimensions, whether at work, in your
leisure time, or in some other aspect of
your life. The high achievers in our
study were able to accomplish great
things for themselves and others by recognizing they had multiple goals that
were critical to their idea of real success
and by being fully committed to whatever activity they were engaged in. By
switching and linking, they limited their
“Just enough” is the antidote
to society’s addiction to the
infinite “more”
attention to one task, and when other
needs pressed, they were able to make
lightning fast changes of focus and emotional energy. Instead of feeling cheated
because they couldn’t get it all, they
were renewed by following the cycle of
attention to each category.
How do you know when it’s time to
stop your work in one category and
switch your attention to another? That’s
where the concept of “just enough”
By the time the ink dries o
global strategy, it will be oui
becomes critical. Conventional interpretations of “enough” don’t capture its
full potential. People tend to use the
term to express dissatisfaction, as in,
“That’s it! I’ve had enough!” or as a code
for mediocrity or passivity, as in,”If I’m
just happy every day, that’s enough.” We
mean something else by enough, closer
to its root definition: occurring in sufficient quantity or quality to satisfy demands or needs. Ifyou have a firm idea
ofthe big picture in your kaleidoscope
of success, it becomes easier to determine and appreciate “enough” in any
one activity. Without losing your energy
for high aspirations, you set reachable
goals. “Just enough” is the antidote to society’s addiction to the infinite “more.”
Seen in that light, it becomes a vehicle
for actively making choices that allow
you to do and get more, not less, through
achieving satisfaction in more areas of
your life.
^
Reprint R0402H
To order, see page 125.
Qyur latest
Professor Vtjay Govlndarajan,
Director of the William F. Achtmeyer
Center for Global Leadership
To keep pace with change, connect
with the experts who understand it.
Let Tuck Executive Education create
a high-impact, customized learning
solution for your compa
603-646-2839
www.tuck.dartmouth.edu/exec
Tuck Executive Education at Dartmouth
Thought icLick-rship. Business results.
Copyright 2004 Harvard Business Publishing. All Rights Reserved. Additional restrictions
may apply including the use of this content as assigned course material. Please consult your
institution’s librarian about any restrictions that might apply under the license with your
institution. For more information and teaching resources from Harvard Business Publishing
including Harvard Business School Cases, eLearning products, and business simulations
please visit hbsp.harvard.edu.
Anderson, Organization Development 5e
SAGE Publishing, 2020
TLG Solutions Interview Data
Part 2: Organizing Data and Presenting Back to the Client
E-mail from Seth to Michelle:
Michelle,
Thanks for our conversation last week to review my data gathering proposal. Based on our agreement, I will
conduct interviews of the following individuals:
1. Your direct managers (4)
2. HR leaders of the two largest regions (2: North America and Europe)
3. A sampling of the regional training leaders in sales, service, and customer training (4)
Each conversation will follow its own path, but I will begin by asking the following questions:
1. Tell me about your role and responsibilities.
2. Thinking about the past 12 to 18 months in the training division, what do you think have been your
major successes? From your perspective, what are the strengths of this department?
3. Conversely, what isn’t going well? What could be improved?
4. Which groups or individuals do you collaborate with the most? What are the strengths and
opportunities for improvement in those relationships?
5. If you could identify one to two changes that would make the organization more effective, what
would they be?
Timeline. I expect to interview 10 individuals, which I will plan to do over the next 2 weeks. I will schedule time
on our calendars to meet again in 4 weeks based on your availability for us to review the feedback and decide
on our next steps.
Best regards,
Seth
Glenn, Lead, Global Sales Training
1. Tell me about your
I manage the team that creates global sales training programs, and I’ve been
role and
here for about 2 years. I have about 22 people in the department right now,
responsibilities.
with a few open positions, so I think we are approved for about 25 in total.
Those people work on all global sales training that gets done worldwide—a
course for each of our products as well as sales skills. We have 18 different
products, but each of those has multiple versions, so it’s more like 75 different
products. Combined with new releases and updates, we are usually managing
about 110 different training courses for products alone. Combine that with
sales skills, sales manager skills, and online versions of all of the above, and
you can see that it’s a crazy workload. I also forgot to mention that each
course has a beginner version for new employees that is different from the
one for our established employees, plus Michelle asked us to create a 10-day
new employee orientation. That’s what our group does.
2. Thinking about the
Last year, we met the target of developing 24 entirely new courses and
past 12 to 18 months in completing 55 product updates. We also converted more than 20 existing
the training division,
courses into online versions with the help of Carolyn’s team. We dedicated
what do you think have
been your major
successes? From your
perspective, what are
the strengths of this
department?
3. Conversely, what
isn’t going well? What
could be improved?
4. Which groups or
individuals do you
collaborate with the
most? What are the
strengths and
opportunities for
improvement in those
relationships?
5. If you could identify
one or two changes
that would make the
organization more
effective, what would
they be?
Anderson, Organization Development 5e
SAGE Publishing, 2020
tons of people to the new employee orientation training that Michelle wanted,
which put us behind on about a thousand other programs.
I would say the biggest strengths are the engagement and skills of my team.
We pull it off. It’s a miracle what we can accomplish and I think people pull allnighters trying to get it done, but they do. They are smart and motivated and
believe in this company.
First, the workload is a joke, and someone needs to get real about that. I can
show you statistics from industry experts that show it should take twice as
long to develop training as they give us. I need about twice the number of
people that I have.
Second, there is no predictability and no vision. No one has a plan, so every
time I hear from upper management, they’ve just had some brilliant idea and
they think we can just whip it out. Every day is a new thing they’ve come up
with. Somebody needs to tell them “No, we don’t have the resources to do
that,” but no one ever says no. I have to shift people around so much they are
getting whiplash. We need a plan, not just Michelle’s whim.
Third, the regions are going rogue. We kill ourselves trying to get all of this
stuff done to hand over to them, and then they don’t use it. Someone needs to
step up to the regional leaders and tell them that if they don’t use the
standard training, they are wasting our resources and are going to get fired.
There are basically two: product engineering and the regional training delivery
people. With product engineering, I basically get what I need, which is
information about the product updates and the content for the training.
Sometimes, we have barely any notice about the product updates until our
training is almost done, and then we look like idiots when we hand over
training to the regions that is incomplete or in some cases dead wrong.
With the regions, we basically do a handoff to them in a conference call that
Carolyn’s team holds weekly. They use what they want, as I’ve already said.
They are basically clueless drones who just read the slides and handbook that
my team puts together.
1. We need more people. Period.
2. Someone needs to force the regions to get with the program, or they should
be fired. I don’t even see why we need regional training people if my people
are the experts—they should basically just work for me.
Jack, Lead, Global Customer Training
1. Tell me about your
I lead the global customer training group. We design and develop all of the
role and
different customer training events that happen globally, and there are two kinds
responsibilities.
of them: (1) open enrollment courses that anyone can sign up for, or (2) events
that happen for a dedicated customer on their site.
Customer training is important because it helps the company’s bottom line—we
either charge customers to take our open training courses or we include it as
part of our sales contract with them, so my department is basically paid for by
customer revenue. I used to work for the North America HR delivery team until I
Anderson, Organization Development 5e
SAGE Publishing, 2020
moved into this job about six months ago. We have 25 people on my team.
2. Thinking about the
Well, I’ve only been in this job for 6 months, and I still feel like I’m transitioning
past 12 to 18 months in into the job. From what I hear we’ve created some excellent customer events.
the training division,
After we develop the customer training, we hand it over to our regional delivery
what do you think have partners, and so far that has been improved. Before I took this job, I knew the
been your major
relationship with the region was bad, but not this bad. My job coming in was to
successes? From your
build trust and build a better relationship with our regional partners, and it’s
perspective, what are
getting a lot better. There are definitely some thick politics here.
the strengths of this
department?
3. Conversely, what
One thing I’ve noticed is that we are tripping all over each other. I am supposed
isn’t going well? What
to be working with product engineering to get the information I need to develop
could be improved?
my courses, but then I find out Glenn is also, and we didn’t share that
information. It would be a lot easier if Glenn just told me what information he
got from product engineering, and we could reuse that information. He needs it
for sales, and I need it for customers.
Roles and responsibilities aren’t clear between us and the regional delivery
partners. I am still trying to get to know some of the regional people.
4. Which groups or
I work closely with product engineering and with the regional training teams.
individuals do you
Sometimes, I work with regional sales if I want to get information about a
collaborate with the
customer that we are doing a training event for; for example, sometimes we do
most? What are the
training for a customer group on their site, when participants are all from the
strengths and
same company. I might design a unique module for them, so I would call local
opportunities for
sales and find out if there is anything specific I need to know about that
improvement in those
customer. I have a great relationship with regional sales and the relationship
relationships?
with our regional delivery partners is getting better.
5. If you could identify
1. We could be more efficient in how we share information across our
one or two changes
department, like with product engineering.
that would make the
2. I’d like for us to cooperate more with the region to learn what challenges they
organization more
face and how we can help.
effective, what would
they be?
Shauna, Lead, Global Service Training
1. Tell me about your
I lead the global service training group. We are responsible for developing
role and
training for all service technicians on our products. I’ve been in this role for
responsibilities.
about three years. I came to the company from one of our competitors (I
won’t say which one). We have about nine of us in the group.
2. Thinking about the
For me, I think that Michelle’s leadership and taking over the group has been
past 12 to 18 months in very positive. She’s very energetic and understands where the company is
the training division,
going. Our department is delivering on our commitments and having great
what do you think have success. I don’t even know how many programs we developed last year off
been your major
the top of my head, but the regions really like them. One thing that I like is
successes? From your
how we design programs that can be used in a flexible way by the regions, so
perspective, what are
if they don’t see a use for part of a program, they can just take it out. All of
the strengths of this
our online programs are done in short 10- to 20-minute increments.
department?
3. Conversely, what
isn’t going well? What
could be improved?
4. Which groups or
individuals do you
collaborate with the
most? What are the
strengths and
opportunities for
improvement in those
relationships?
5. If you could identify
one or two changes
that would make the
organization more
effective, what would
they be?
Anderson, Organization Development 5e
SAGE Publishing, 2020
Our programs are fairly stable. Even if the product changes, generally the
service tasks are the same, so our updates are very minor. It’s a lot to create
a new program, but that is manageable. Michelle is always coming up with
new ideas for us to implement. You knew her from before, right? She’s
fantastic.
I have a very knowledgeable and motivated team; they are passionate about
learning and are some of the best experts I’ve ever worked with. One big
strength is how much they know about the business, the competitive
environment, and the industry.
I can’t really think of anything that isn’t going well.
I work with Carolyn’s team a lot to make sure that our online modules are
running smoothly. Her team is amazing. We do a lot of online training for
service technicians because we need to be able to visually demonstrate the
service, and the technology team helps us a lot.
I also work with product engineering to get content for my programs and to
learn when new releases are coming out.
And I’ve told Michelle this, so you can use my name and tell her I said it; I
don’t care: It’s hard to get information out of product engineering—it’s
incomplete, it’s late, or factually inaccurate.
1. One thing I thought of is that it would be good to get more notice when a
new product is coming along.
2. I can’t think of anything else.
Carolyn, Lead, Global Learning Technology and Operations
1. Tell me about your
I have been with the company for the last 4 years. I was in the IT department
role and
before this as a project manager. I have five people on my team plus 20 to
responsibilities.
25 contractors depending on what’s happening. We are responsible for all
project management and learning technology for any online programs across
all of our divisions: sales, service, and customer. We also do any video-based
learning or distance learning that occurs. Basically I have my own internal IT
organization here with our learning technology platforms. Plus, my group
also takes on all operations—printing and mailing physical handbooks for
each course, communicating the training schedule to participants, letting
them know where the course is held, and so on.
2. Thinking about the
We developed a huge number of online courses with Glenn’s team last year.
past 12 to 18 months in We have a very organized project methodology and a sophisticated
the training division,
infrastructure so that we can develop online and video-based learning in a
what do you think have short period of time. Our sales organization finally has started to move in
been your major
that direction, even though our service organization has been doing it for a
successes? From your
long time. I think Glenn finally bought into the idea.
perspective, what are
The employees on my team are like a huge family—dedicated, caring,
the strengths of this
department?
3. Conversely, what
isn’t going well? What
could be improved?
4. Which groups or
individuals do you
collaborate with the
most? What are the
strengths and
opportunities for
improvement in those
relationships?
5. If you could identify
one or two changes
that would make the
organization more
effective, what would
they be?
Anderson, Organization Development 5e
SAGE Publishing, 2020
motivated, and they will do anything to get the job done. We hire a lot of
freelance contractors to help us out and they are a part of our team too.
I don’t want to come across as negative, but the regions are very difficult to
work with. It’s part of our charter to manage all local training events, so even
though we are here in the United States, we will manage the events
anywhere, whether it’s Japan or Germany or Boston. We have the standard
communication templates to tell participants about the course prework,
what time to show up, the location, plus we manage the contracts with
hotels and catering. The regions often don’t share information with us or
make last minute changes to the hotel or the training schedule that affect
the participants. They should just handle all of that communication
themselves.
I would also like more advance notice of what’s going on—we have constant
changes to the training rollout plans from Glenn’s, Jack’s, and Shauna’s
groups. I have a spreadsheet where I track every project so that we can plan
appropriately. Just yesterday, I found out from Glenn that we need to create
four different online variations of training and it’s due in 3 weeks. The
workload is really astounding.
We work with everyone—sales, customers, regional trainers, all of the other
training development divisions. We are the hub of the wheel coordinating
this massive machine of training for the world.
We hold a weekly conference call with the leadership team of Michelle’s
group plus the regional HR trainers. We tell them what is coming up when
and what we need them to start to deliver.
1. A defined schedule in advance for the entire next year so that I can plan
exactly what my team needs to do.
2. The region should take over all of their own communication to
participants and manage their own training events. We should get out of the
operations role and only manage online learning.
3. Can I add a third? If the schedule is not going to become more predictable,
I am going to need more people to be able to handle the workload.
Maurizio, HR Leader, Europe
1. Tell me about
I lead the HR team in Europe, and part of my responsibility is training, so I have
your role and
three training delivery departments focused on sales, service, and customers. I
responsibilities.
have been in this role just over 8 years.
2. Thinking about I would say that we accomplished a tremendous amount of critical training last
the past 12 to 18 year despite the challenges given to us from the corporate office. We have
months in the
reluctant local sales leaders who do not want to spend a lot of time with
training division,
salespeople training instead of selling, or service technicians who are not
what do you think supporting customers. So we are a very flexible group of dedicated trainers who
have been your
adapt.
major successes?
From your
Anderson, Organization Development 5e
SAGE Publishing, 2020
perspective, what
are the strengths
of this
department?
3. Conversely,
what isn’t going
well? What could
be improved?
4. Which groups
or individuals do
you collaborate
with the most?
What are the
strengths and
opportunities for
improvement in
those
relationships?
5. If you could
identify one or
two changes that
would make the
organization
more effective,
what would they
be?
Excuse me for saying so, but the corporate office training developers do not
understand the challenges of the regions. A simple example: We had a several-day
service program offered for technicians that corporate told us to deliver. Do you
know what? It was for a product that is not sold in this region yet! We did our best
to adapt some of the key messages to a half-day program to comply with their
wishes. Another example: a sales training program that referred to a competitor
that is only located in North America. Why would we waste time teaching
something irrelevant when there is so little time? Each time we get the training
materials, we must spend dozens of hours modifying it to make it appropriate for
our region.
There is a conference call where they say they “hand-off” the material to us, but it
should be a partnership, don’t you think? A “handshake” more than a “hand-off”?
It would be nice if they asked us what we needed instead of developing their own
ideas and forcing it on us.
It also makes no sense to me that everything we do logistically has to be run
through a learning operations group at headquarters that is thousands of miles
away from the hotel where we are doing the training.
Obviously with the global training developers, but most often with the regional
sales leaders. They tell us what they need so we can adapt the training to their
timing, their needs, and their interests. Our regional sales leaders are very happy
with the service we provide from my regional training team.
1. I would like a better partnership with the global team where they are interested
in what we have to say.
2. We should be able to plan and manage our own events.
Marilyn, HR Leader, North America
1. Tell me about your
I manage the North America HR team, part of which involves training delivery.
role and
I have been in this role for about three years. I also have the North America
responsibilities.
recruiting, benefits, and employee relations teams, so training is part of this
responsibility.
2. Thinking about the
The training has generally been quite good, delivered almost always when we
Anderson, Organization Development 5e
SAGE Publishing, 2020
past 12 to 18 months in need it and with the right balance of content. We have ventured into online
the training division,
learning more this year, and that has shown some success. But sales leaders
what do you think have are still reluctant to do it, so we proceed cautiously.
been your major
The strengths of my training team are a lot of experience and knowledge. I
successes? From your
hear great things about the delivery skills of my team, which is a huge source
perspective, what are
of pride to me since I hired them all myself.
the strengths of this
I think we have the right model in place, where we have consistent and
department?
efficient centralized development, plus regional delivery where it can be
customized and delivered locally as we see fit.
3. Conversely, what
It’s always hard in a sales organization to get any focus on training. I wish our
isn’t going well? What
sales leaders valued it more. Most of the training that comes out is too long
could be improved?
and detailed. It could be simplified, and we don’t need the Rolls Royce model
of pretests and posttests, and all that nonsense. Plus, they create one version
for people who have been here for 18 months and another if you have been
here 20 months—I’m joking, of course, but they have made it all too
complicated. Too many audiences, too many products, too many training
options.
4. Which groups or
Carolyn’s team in learning administration, I think they call it. They have been
individuals do you
a tremendous help to us in managing our learning events, hotel and catering
collaborate with the
setup, communicating to participants, organizing the shipping of handbooks,
most? What are the
and so on. It has saved us a lot of time and energy on my team.
strengths and
The training development teams under Glenn, Jack, and Shauna. That is a
opportunities for
pretty good collaboration, I would say. It’s easy for my team to interact with
improvement in those
them, and they help us develop expertise on my team because they are the
relationships?
real content experts. A couple of times, we have needed someone on Glenn’s
team to help us deliver something when we had an emergency, and he
agreed.
5. If you could identify
1. Sales leaders should invest more in training, but since that’s unrealistic, my
one or two changes
second point is:
that would make the
2. I would like to see us shorten many of the modules that get developed,
organization more
since they take too much time from sales and service.
effective, what would
they be?
Dara, Sales Training Lead, Europe
1. Tell me about your
I have spent my entire career doing sales training, for 16 years. I have been
role and
here in this role for the past 18 months, and I lead the sales training team for
responsibilities.
all of Europe, which encompasses four different subregions, 16 countries. We
offer training in nine languages.
2. Thinking about the
My team has done a good job taking all of the different learning events
past 12 to 18 months in offered by corporate and localizing them. That means we not only translate
the training division,
but convert it into culturally and regionally appropriate content. As you can
what do you think have imagine, that is a lot of work to do with the number of programs times the
been your major
number of countries and languages. My team has a lot of experience doing
successes? From your
that, and we get it done.
perspective, what are
Anderson, Organization Development 5e
SAGE Publishing, 2020
the strengths of this
department?
3. Conversely, what
isn’t going well? What
could be improved?
4. Which groups or
individuals do you
collaborate with the
most? What are the
strengths and
opportunities for
improvement in those
relationships?
5. If you could identify
one or two changes
that would make the
organization more
effective, what would
they be?
First, my team suffers a huge morale problem because we are not mindless
robots doing training all day. We are forced from corporate to do no thinking
but instead, simply deliver what they demand. I have experience, my team
has experience, we have business knowledge, we are smart people, you
know? There is no respect for our ability to be able to develop training that
needs to exist; we are simply told to shut up and do what we are told, and if
we adapt anything they are very angry.
Second, the content that comes to us is very poor. It is incomplete; it contains
errors; it has basic product facts that are incorrect; it asks us to train people
on content that is not relevant at all for our region. So we must invest our
own time redesigning training that we are told is perfect, just go deliver it.
We are all overworked.
I work most closely with my regional sales managers who tell us about the
business environment, what our salespeople need, where we are losing key
sales deals and why. We use that information to customize the program;
perhaps, we work with local marketing to understand how to put in key
messages to help beat a competitor. Just yesterday in fact, I had an e-mail
from our sales manager in Denmark telling me that a program we put in place
2 months ago has resulted in a 25% improvement in sales over a local
competitor there.
1. We need more resources to correct the programs coming from corporate
and customize them to our local needs.
2. It would be good if we had more advance notice of what was coming from
the corporate team.
Sun-Young, Service Training Lead, Asia/Pacific
1. Tell me about your
I have been here for just 1 year, and I lead the service training programs in all
role and
of Asia.
responsibilities.
2. Thinking about the
We have implemented some of the programs that we get from the corporate
past 12 to 18 months in office. We have very smart employees who are eager to learn, but in general
the training division,
in our region, the average tenure of a service technician is only 18 months, so
what do you think have they are all very new. The company is just entering the Asian market with
been your major
only about half of the products, so everything is new and exciting here.
successes? From your
People want to participate in training but there is not too much offered.
perspective, what are
the strengths of this
department?
3. Conversely, what
Unfortunately, we have no resources to use any online learning programs,
isn’t going well? What
because we are only offered them in English. That is fine for some people but
could be improved?
many people do not have the English skills to make use of the corporate
program. For example, the ZBS product demonstration was only offered on
Anderson, Organization Development 5e
SAGE Publishing, 2020
video in English, so we could not use it. We had someone translate the
transcript of the program and we tried to show the video while people read
the transcript, but it was too difficult for them to follow. We ended up
learning it ourselves and then doing regional training events to teach our
technicians.
4. Which groups or
individuals do you
collaborate with the
most? What are the
strengths and
opportunities for
improvement in those
relationships?
5. If you could identify
one or two changes
that would make the
organization more
effective, what would
they be?
We are a very small training organization, so we work closely with the
corporate office when we can, but the time zones make it very difficult. We
do have some regional product engineering people that come to do some
training when they can. Mostly, I think people learn best on the job.
1. I think it is good and I do not have any suggestions. I am not sure what
changes could be made to make it easier for us here in Asia.
2. I understand that there is a group at corporate headquarters that can help
us run our events locally, but I do not know who they are.
Gloria, Sales Training Lead, North America
1. Tell me about
I manage all sales training delivery throughout North America. I have been a sales
your role and
trainer for the past 11 years at various companies, in this role specifically for the
responsibilities.
past 2 years.
2. Thinking about
We have seen a huge improvement in training this past year—with a lot of
the past 12 to 18
adoption from sales. I don’t know if you talked to Marilyn already? But we both
months in the
agreed that the online modules have been a good step.
training division,
I would say the biggest strengths are our connection to the regional sales leaders,
what do you think our knowledge of the business, and our ability to respond in a fast-paced
have been your
environment.
major successes?
From your
perspective, what
are the strengths
of this
department?
3. Conversely,
The global training development group is pretty much in la-la land. By that I mean
what isn’t going
what they design is unrealistic—I mean, pretests, posttests, manager
well? What could
certifications, and observations? I think even if your full-time job was just to take
be improved?
training, I’m not sure there are enough hours in the day to take it all. People are
smart enough to figure out what they need to learn, and they just need a quick
guide to learn what they need fast and get back to work.
We don’t advertise it, but we usually just tell HQ that we have implemented what
they threw over the fence, and hope they don’t ask questions, you know? We
chop it up into bitesize pieces, throw out the useless parts, and make it easy. It
Anderson, Organization Development 5e
SAGE Publishing, 2020
might become an e-mail with an attachment, or maybe a “Bring Your Lunch” 1hour call.
4. Which groups or Pretty much, I only ever talk with sales. I’m on the regional sales manager
individuals do you conference call every week to keep my ears to the business challenges. The other
collaborate with
day, I heard that one of our competitors was about to launch a major attack on
the most? What
our flagship product, so we put out a red-alert message with some key training
are the strengths
points from a class that Glenn’s team had created. It was good stuff, you know;
and opportunities it’s just overkill what they do.
for improvement
Then I hear today that the red alert did the trick—the competitor actually
in those
changed their tactics once they learned that we could find them off. It was a huge
relationships?
rush.
We do work with Glenn’s team, but they don’t listen to us. It’s not a two-way
dialogue. We have a global call where, basically, it’s like we are on mute and they
are just telling us what they are launching at us to do. We have tried to engage
them and tell them what works and what doesn’t work, but at this point we’ve
given up and we just take it and do what we need to do.
5. If you could
1. Everyone should try to live in the region for a while. Get to know what local
identify one or two sales really needs and does not need. Simplify and put things into bite-size
changes that
chunks that can be learned a lot more quickly.
would make the
organization more
effective, what
would they be?
Phil, Customer Training Lead, North America
1. Tell me about your
I deliver customer training in North America. These are customers that are
role and
paying for our training, versus sales that is internal training.
responsibilities.
2. Thinking about the
My biggest success last year was that a new customer of ours purchased a major
past 12 to 18 months in upgrade to their systems after taking my training class. They said that they were
the training division,
so impressed by our technical knowledge and capabilities that they wanted tons
what do you think have of new additional software plus a service support contract, worth millions. I
been your major
think our customer trainers in North America are exceptional product experts
successes? From your
who know the business and are also really good at teaching the products to
perspective, what are
customers.
the strengths of this
department?
3. Conversely, what
Jack’s team. It’s getting better, but he’s way outside what he needs to be doing.
isn’t going well? What
For example, my team does the training on all customer events; our process is
could be improved?
that before any on-site event, we will call the local salesperson to get the inside
scoop on what we need to watch out for, anything sensitive, or anything to be
sure to emphasize. Lately, every time I call the salesperson, they say Jack has
already spoken to them! To my sales contact! Then they are mad that they have
to repeat everything to me. I don’t see why customer training delivery that is
specific to a regional customer couldn’t be designed here in the region—it’s
unique to us and doesn’t need the global team getting involved.
4. Which groups or
individuals do you
collaborate with the
most? What are the
strengths and
opportunities for
improvement in those
relationships?
5. If you could identify
one or two changes
that would make the
organization more
effective, what would
they be?
Anderson, Organization Development 5e
SAGE Publishing, 2020
I work with sales and product engineering so that I know our customers and I
know our products. I don’t really need Jack’s team, to be honest. They
sometimes develop some helpful stuff that I’ve been able to incorporate, but it’s
really generic so I could have gotten it somewhere else anyway.
I guess the main value of Jack’s team is for the general training that gets
delivered in open-enrollment customer events, and those are fine; but that’s
probably only 20% of what we do.
1. We don’t need global customer training getting involved in our regional
delivery.
2. If the customer training continues on the pace that it is going, we are going to
need more people.

Purchase answer to see full
attachment

  
error: Content is protected !!