ManagePro and Management – Creating High Performance in your Work group (1of4)

High Performance Management - Basic Performance Drivers

1. Drivers:

· One input – multiple use; workgroup task planning and management

· Automation of the routine; from voice to digital, from report preparation to immediate information retrieval

· Organizing work around the GAP+ model; from task lists to projects to a system of Goals – Action Plans + plus feedback and course correction

· Elevating People’s use of Tools; practicing solution based leadership in the management of transition

a. Review each driver dynamic and the relevant costs

b. Understand ManagePro related features

c. Evaluate current work practices

d. Establish preliminary go-forward design

2. Working in a ManagePro-centric manner

· Challenges and benefits

· Launching a solution

· Managing Resistance

· Roll-out primer

 

ManagePro and Management – Creating High Performance in your Work group – (2of4)

 Goal Setting:  Using the “DORIP+” model (Defined Outcome, Requirements, Issues/obstacles, People, plus dates, resources, priority, customers…)   -  How’s that for a name?

1.     Over-view of the differing use/function of “goals” in ManagePro

·         Goals as a focusing of organized effort, versus traditional business focusing drivers (lists, deadlines, meetings…)

·         Smart project goals

·         Smart strategic goals

·         Headings and business function categories

·         Thought/Knowledge containers

 2.     Goal mechanical structure in ManagePro

·         Cascading dependencies

·         Assignment to individuals versus teams

·         Status function

·         Customizing the Goal details view

·         Designing custom goal screens (Balanced Score Card, Head’s up view,)

·         Date functions, Original Due Date, and Date Completed

·         Understand how goals are assigned to the Person/Team level

·         When should goals be Top Level and when should they be local to a P/T entity

·         Use of the Priority and Schedule date functions

·         Use of the Goal Wizard

  3.     Successful Goal development and management as a solution process

·         Who to involve

·         What to expect

·         How to prepare

·         How to facilitate

·         Tips and traps

 4.     Applied development of attendee’s goal planner

Complete design layout of attendee’s strategic and operational goals

 

 

ManagePro and Management – Creating High Performance in your Work group – (3of4)

 

Action Plans – Identifying the How To of goal management.

 

1.     Action Plan Basics

·       Sequential layout

·       A list of explicit assumptions; the good and the bad

·       Needs for monitoring and course correction/rewriting

·         Action plans versus checklists and when to use which

·         Action plans versus the use of to-dos (action items/follow-ups) and the note field

·         The litmus test and common mistakes to avoid

2.     ManagePro display features to enhance Action Plan management

·         The Timeline view,

·         Original Due Date display and Critical Path

·         The Tree view (Goal Status Board); your command central

·         Filtering to address business questions

 

3.     ManagePro support features to enhance Action Plan management

·         Progress notes

·         To-dos

·         Email

·         Group Calendaring

·         Document Managing

·         Notes

·         Writing a Action Plan methodology

4.     Setting up Goals in the Individual Goal Planner

·         Visibility and security

·         Developmental Goals

·         Tie in to performance reviews

  

5.     Applied development of action plans in support of attendee’s goals

Complete design layout of attendee’s plans for strategic and operational goals

 

 

 

ManagePro and Management – Creating High Performance in your Work group – (4of4)

Feedback – the sustaining power and accountability behind high performance

 

1.     Feedback Models for supporting your goals and plans 

·         The limitations of your dedication and ability to work hard

·         Plan focused Feedback

·         The life cycle value of feedback; ratings versus documentation

·         Performance focused Feedback

·         The value of clarity, history and recognition

·         The life cycle value of performance feedback

·         The form of feedback; meetings, reports, one-on-ones, reviews

  

2.     Monitoring Goals and Plans within ManagePro

·         Setting up input guidelines

a.     Progress Note policy

b.    Goal Status policy

c.     To-do and Note field policy

d.    Document Attachment policy

e.     Report policy

f.     Meeting policy

  

3.     Setting up response guidelines

·         Using to-dos

·         Using email

·         Using customer satisfaction response

4.     Milestones as checkpoints and/or as sub-goals (the visibility factor)

·         Checkpoint concept

·         Checkpoints vs. Work Sessions vs. Meetings

  

5.     Meetings as a central feedback mechanism

·         Announcing using the event feature

·         Creating versus selecting an Agenda

·         Using the People planner to track meeting activity

·         Using ManagePro to review existing goals, new goals and facilitate brain-storming

·         Using “last progress note” and “to-dos” as action items.

·         Printing and storing meeting minutes

·         Leveraging meeting results going forward

 

 6.     Reports as a feedback mechanism

·         Identifying the key question

·         Leveraging the information and increasing the value of report information

·         Use and configuring of ManagePro reports

·         Formalizing HR Feedback & Review systems with ManagePro

  

7.     Applied development of feedback mechanism in support of attendee’s goals and plans