john dorris work cases

CLIENT CASE STUDIES FOUNDING ASSOCIATE JOHN DORRIS For other Sino Associates to use as a model to describe your cases or for Sino Associates Clients to further understand projects I am involved with.

Potential Without Boundaries!

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Case 1: Aperam (Formerly ArcelorMittal Stainless & Nickel Alloy Components)

Case 2: Siemens Automation & Drive, Team Leader Circle

Case 3: Evergreen Solar R&D

Case 4: PepsiCo World Wide Flavours

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9 Facilitator Introduction

Case 5: TDK EPC Zhuhai 8

Why Case Studies 3


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RRIS Why Case Studies

In 2011 Duke Corporate Education was looking for an experienced facilitator to deliver a series of two-day workshops for high potential leaders to their client in China. That client was rolling out a global high potential leadership program that includes the following elements: •  Jungian Personality Type (MBTI) •  How to build rapport and relationships •  Communicating directly and honestly •  Coaching to GROW (applying the Grow Model) •  Aligning people, tasks, resources •  Practicum with experiential mini-simulation

I wrote the following five cases and provided several pages of references (not included here) in order to illustrate my qualifications in China. I encourage you to use this template for yourselves or as a potential client to learn more about my projects over the past 9 years in China: •  Extensive use (nine years) of Jungian Type theory in training in China with the CTA a culturally

normed type instrument co-developed with East China Normal University •  Experience translating leadership behavior traits into terms that are easier to understand and

quickly applied in the context of Chinese business leadership •  Application of coaching theory to one one one coaching work as well as coaching development

workshops across China in Multi-national companies •  Specialization in using experiential learning formats to create change among adult learners in

China.


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RRIS Case 1: Aperam (Formerly ArcelorMittal Stainless & Nickel Alloy Componenets)

In 2010 ArcelorMittal’s Stainles & Nickel Alloys Components division in Foshan China was looking for a way to drive performance now that their plant was stabilized. General Manager Pierre DiPol approached Founding Associate John Dorris to find a solution during an open workshop conducted with the German Chamber of Commerce in South China. After meeting with Pierre on site and touring the facilities John and Pierre worked out a plan to help create a stronger leadership foundation and align the leadership team around a shared vision. They outlined a 3 step process process including an organizational benchmark and two facilitation sessions.

1.  Conduct Sino Associates Employee Engagement Survey on all employees within the plant to identify target areas for improvement

2.  Hold a 2-Day Leadership Workshop for the leadership team including a Jungian Type session to build self-awareness

3.  Continue with the leadership team with a 2-day organizational vision alignment

In 2011 Aperam will continue with the development process in Q4 and will re-benchmark with the EES in Q3.

Leadership Transition Workshop

This 2-Day workshop introduced leadership using the Situational Leadership model and targeted to behaviors that build employee engagement. Since we had just conducted the EES we included some real cases from their own recent history. The second day of the workshop used personality type as a foundation to discuss self-awareness, communication skills, and aligning vision with work goals and action. The workshop was conducted in Mandarin Chinese and all materials were presented in English/ Simplified Chinese bi-lingual format to ensure understanding.

Vision Alignment and Organizational Culture

In order to build involvement and buy-in among the leadership team at the site we conducted a special two-day session to identify their localized vision and values. During the EES indicators showed that the Global vision and values were too abstract to enroll the local team. During the workshop team members identified a five year “BHAG” and created a vision road map to align their divisions and achieve their goal. While the goal had called to double turnover in five years the team is now figuring out what to do after identifying opportunities from this session that doubled turn-over in only 18 months time.


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RRIS Case 2: Siemens Team Leader Circle and South China Delta Force

From 2004-2008 John served a project team member and later lead facilitator for the Siemens Automation a Drive Team Leader Circle. In 2006 and 2007 John designed, delivered, and co-organized with Siemens HR A & D’s “Delta Force” follow-up and on-going leadership workshops for graduates of TLC in the Pearl Rive Delta. These projects occurred during John’s tenure at PWL. The TLC workshop was started by Siemens Automation and Drive as a way to bring in an outside perspective to leadership for young leaders and also to make leadership training more readily available to team leaders across China. The workshop included a section on personality type using PWL and East China Normal University’s proprietary type instrument the CTA. The workshop continued with training based on competencies identified by Siemens HR as critical for team leaders using experiential activities. Special section were co-facilitated by A&D’s OD team and Siemens HR. The Delta Force workshop was designed by John and Siemens HR for graduates in the Pearl River Delta. This series was implemented quarterly for 2 years before being absorbed into the national training model for A&D leadership.

As TLC Lead Facilitator 2007-2008

As lead facilitator for this program John delivered workshops in Beijing, Shanghai, and Dongguan. Delivering a total of 7 workshops from late 2007 to early 2008, John delivered the 2007 workshops with his Guangzhou-based facilitation team as part of a contract extension orchestrated to keep PWL as Siemens vendor of choice for the TLC workshop. John was hired by PWL as an independent contractor to deliver the workshops in the first half of 2008 based on positive client feedback from 2007 and worked with a mixed nationality team from PWL’s Shanghai office. All workshops were delivered in Mandarin in conjunction with Siemens A&D OD and Siemens HR.

TLC Components

TLC

Personality Type &

Assessment

Competency Based

Experiential Learning

A&D Leadership

Feedback and Mentoring


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RRIS Case 3: Evergreen Solar R&D

In 2010 Evergreen Solar dramatically expanded their capabilities in China and set up an additional R&D team in to handle Solar Panel development. During the initial stages of setting up HR and management kept hearing engineers saying that certain people management practices were not “how things are done in China.” They came to Founding Associate John Dorris looking to build better cross cultural awareness and decide what was compatible between the two cultures in the US and China. After hearing their case John suggested that as Evergreen expanded in the future this scenario would continue to occur unless steps were taken to build a global organizational culture. After meeting with R&D management from the US and China they identified the following steps: 1.  Core Team identifies the foundation for the culture

including Core Purpose & Values, Envisioned Future and shared strategic roles

2.  Core team adds High Potentials in Wuhan and introduces culture and type theory to a discussion of individuality and type culture. Work together to identify leadership traits and value behavior traits

3.  Core team and Wuhan high potentials go through a TTT to deliver the global culture to existing team members and new hires.

Individual Traits to Collective Identity

Self Awareness

Type & Culture Theory

Shared Identity

Organizational Culture Model

Creating Opportunities for Mentorship

During workshops in Wuhan senior managers from the US and China worked with high potential leaders from China to build the shared culture. This gave senior leaders a chance to observe the strengths and blind spots of high potential leaders as well as provide mentorship and guidance about leadership practices. Team members on all side said they learned more about each other and their shared R&D culture in the 4-Days they shared together than the previous months they had been working together.


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RRIS Case 4: The Pepsi Worldwide Flavour Timeline

2006 Leadership Team Assessment & Change Management at

PCL

2007 Quality Services Lab Assessment and PCL

Leadership Team Re-‐Assess

2008 PWF Asia Leadership Team Assessment and Coaching

2009 PCL Leadership Team Re-‐

Assess and Training QS Lab Vision Session

2010 & 2011 New Leadership

Assessment for PCL and QS Lab. Vision Alignment for Technical Services. APE & Vision Road Map Events

Management Assessment

Managers and Leaders in China and Asia Region (2008) including India and Pakistan have gone through a standard “profiling package.” The profiling includes:

•  One on One coaching & feedback •  A type indicator (MBTI or CTA) •  16 Personality Factors •  A Critical Thinking Assessment •  Assorted situational assessments •  A re-assessment 12 month later for 16 PF and

situational assessments

Vision and Culture Events

Starting with the Change Management workshops conducted across PCL in 2006 John has been involved with workshops targeting organizational behavior. From 2009 he started working on creating a shared vision across departments at PCL and the Quality Service lab. In late 2010 John helped organize and conduct a training for all PCL and QS members focused on the A (Accountability) P (Professionalism) and E (Execution) principles. Workshops include type based assessments as well as elements of NLP (Neuro Linguistic Programming) to build self and team awareness.


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RRIS Case 5: TDK EPC Zhuhai Organizational Culture Outline

Partnered with the German Chamber of Commerce in South China Founding Associate John Dorris helped to build a localized culture coming out management training. This series came out of discussions about a lack of a compelling vision and unclear expectations for local leaders about leadership behaviors. This multi-step program included working with teams at all levels of management at initially EPCOS which later became TDK EPC and as of early 2011 is known only as TDK. This workshop again took common themes of global leadership and re-examined them through organizational and national cultural lenses. This project continues with ongoing steps that include special design and training for the culture cascade to continue to the front line and foremen. 2011 has already seen continued workshops with tier 1 leaders about cultural frames and leadership team behavior. Late 2011 will see a joint Tier 1 culture refresher to align Tier 1 cultural talking points with the internal training currently ongoing in TDK Zhuhai. This workshop was started with and will continue with ongoing Employee Engagement Benchmarking to track the impact of leadership and organizational culture programs.

• 2–Day Workshop (6 Participants) • Drafted organizational philosophy • Reviewed and made action plan to address engagement issues

EES Benchmark Core Team

Session

• 2-Day Workshop (40 Tier 1 leaders) • Day 1 reviewing core values team members discussed and identified value behaviors

• Day 2 identified leadership competencies and basic behaviors

Tier 1 Leadership

Trait Workshop

• Sino Associates designed a special culture simulation for supervisors and all office staff

• Trained 10 internal trainers plus 2 HRM to guide an internal roll out

Culture Cascade

TTT

• Initially guided by Sino Associates (3 workshops) now carried out by TDK training team

• Involves employees in a simulation that explores the organizational culture and builds internal cohesion and shared vision

Internal Culture Cascade


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RRIS Facilitator Introduction: John Dorris

Languages: English / Mandarin / Italian

John has been a trainer and a consultant in Asia since 2001 and China since 2003. He works with Senior Management Teams to provide assessment, coaching, and culture-‐focused workshops. He helps executives and change agents find synergy and unique opportunities in their professional careers. He is a pioneer of Action Logic and Spiral Development in China.

John’ specializes in helping to develop cultural tools. He focuses on organizational culture development, and building cultural awareness for leaders. He regularly provides leadership and cultural workshops across China. He is a Founding Associate at Sino Associates.

Certifications and Specialized Training:

• Certified NLP Practitioner

• Certified Leadership Development Framework Assessor and Coach

• Certified Chinese Type Assessor • Certified in Facilitation and Reviewing by Roger Greenaway

• Certified SPIN Sales

Key Clients

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