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WAITING ROOM

The Strategic Leadership Immersion Program:

Learn to Lead using the Seven Truths

Overview Workshop for Federal Leaders

Our workshop will start on the hourTwo participant testimonials will play just prior to start.

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© 2019 IntelliVen, LLC and The Leader Growth Group, LLC.All rights reserved. Quotation, reproduction or transmission is prohibited

without written permission from IntelliVen, LLC, Peter F. DiGiammarino, and David Spungin

Strategic Leadership Immersion Program:

Manage to Lead using the Seven Truths

Overview Workshop for Federal Leaders

Co-Hosted by ASI GovernmentFebruary 25, 2019

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Peter DiGiammarino (aka PeterD) Founded and run IntelliVen to help leaders teams and organizations practically apply behavioral theory to reach their potential to perform and grow.

1971-77: LEARN (It’s all about people.)o BS: CS, Economics, Math.o Sloan MBA: MIS, Strategy, OD; Schein, Beckhardt, Van Maanen.

1977-96: DO (This stuff works.)o Joined a regional start-up within a startup.o Helped grow to 10,000 people and $1B+ over 20-years.o Took my unit from startup to $175M, 2000 people, world-wide.

1996-2010: PROVE/HONE (It really works!)o Top roles with public, private, VC-backed, and PE-owned ventures.o 1B+ in realized value/impact.o SAIC, BTGo Aquilent, Touchstoneo Center for Excellence in Governmento Compusearch

2010-Present: TEACH/COACH (It works for others)o Board member, adviser, coach, adjunct.o Package and distribute practical ways to apply behavioral theory.o Develop and teach post-graduate/executive curriculum for

enlightened leaders.

DISCUSS: WHY ARE YOU HERE?

Jim Stockmal

Association for Strategic Planning

President

ASI Government

Fred PanzerHeather Decker

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Today’s Agenda(times are approximate)

• 15’ Welcome

o Why we are here.

o How new skills roll out into organizations.

• 45’ 7-Truths

o 20’ Get Clear and WWW exercise

o 25’ Get Aligned, Plan Change, Do & Review,

Get Help, Focus, and Grow

• 15’ Strategic Leadership Immersion Program

• 15’ Open Discussion and Closing Poll

New skills roll out in organizations first from the outside,

then as staff, before becoming core and then pervasive.

Director

Program Manager

Program Manager

Program Manager

Program Manager

3. Core

2. Staff

4. Pervasive 4. Pervasive 4. Pervasive 4. Pervasive

Examples:• ‘50s-‘00s: Information Technology and Process Rengineering

• Present: Practical application of behavioral theory

1. Outside

Manage to Lead:• Is for line-executives and their teams (i.e., 3s and 4s).

• Empowers outside and inside agents (i.e., 1s and 2s) to better help line executives.

Get Clear

Know whose problem

you solve, how, and

how well.

Truth. An organization exists

to solve a problem for people.

Action.

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provides…

WHAT

for…

WHO

WHYthey pay for it.

The ____FACEBOOK_______________ organization:

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Improves and maintains US Roads and Bridges.

Stores and supplies accurate and timely information to elected

officials, government agencies, private organizations and citizens

interested in improving the nation’s roads and bridges through a

highly efficient contact center with “live” representatives.

provides…

WHAT

Local, state, and national level elected officials, private citizens,

contractors, and other government staff across the fifty states, 365

days a year 24 hours a day, 7 days a week.

for…

WHO

Created by Congress in 1985, mandated to manage the resources in

the Highway Trust Fund to keep our nation’s bridges and roads in

good operating condition.

WHYthey pay for it.

The United States Office of Roads and Bridges Contact Center

Is this: WHAT?

Answers: WHY Answers HOW

By providing what? E.g., people who do

the work or money to fund local labor or

procedures and rules to follow?What information;

for example?

Explains why the organization exists but not why those

who fund it choose to keep doing so. E.g.: is it the best

at doing what it does and at a reasonable costs?

Separate beneficiaries/users from those who fund the

organization unless the service is a Pay as you Go.

This is long list…are

any more important

than others?

Does this relate to

today’s PMA and

congressional

priorities?

https://intelliven.com/wp-content/uploads/2019/02/The-United-States-Office-of-Roads-and-Bridges.pdf

• P R E P AR I N G A W W W I S M O R E O F A C H AL L E N G E

T H AN I T F I R S T S E E M S .

• I T ’ S S T R AI G H T F O R W A R D F O R A T E AM T O U P G R AD E

I T S W W W … B U T I T T AK E S F O C U S E D E F F O R T .

• I T I S W O R T H T H E T R O U B L E F O R A T E AM T O W O R K

O N T H E I R W W W .

• AL I G N M E N T F O L L O W S C L AR I T Y R E AC H E D J O I N T L Y .

WWW Take-Aways

Get Aligned

Decide what kind of

leader to be and collect

followers.

Truth. It takes a team.

Action.

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There are many ways to lead.

SERGEANT: follow me

LEAGUE: team of leaders

ICON: team carries leader

HERO: leader carries team

HERDER: get along

TEACHER: come along

http://www.youtube.com/watch?v=fW8amMCVAJQ

Plan Change

Truth. Context matters.

Decide what must

change, why, and how.

Action.

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What Happens After a Typical Offsite

Offsite

.___

.___

Actual

.___

.___

Implementation

Flat-lined Same meeting next year!

Imagined

Offsite

Thriving

Benefits

realized.

Implementation

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1

Change Framework

United States Office of Roads and Bridges Contact Center

• 12% abandonment rate

• Fully funded budget request

through FY 2022

• EVS above Federal average

of 68

• Employee empowerment rate

over 8 on 1 to 10 scale

•

•

•

•

• Proactive recruiting of new staff to replace retirements, focusing on multi-

lingual skills

What Must be Done

• Continuous improvement in US-ORB’s website, IVR technology, and

mobile applications

Barriers

•

Current State Case For Change Target State

What will be hard

•

• Retrain all Contact Center staff in customer service, including cultural

sensitivity

• 15% Abandonment Rate

• CSI scores of only 62

(Federal average is 67)

• White House & Congress

threatening budget cuts of

up to 20%

Low morale – 57% job

satisfaction (Fed Avg: 68%)

•

•

•

•

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1

Change Framework

United States Office of Roads and Bridges Contact Center

Current State Case For Change Target State

Barriers

Good if we Do change:

• Stable budget available for future technologies and training

• No bad PR

Bad if we Do Not change:

• Budget cut by 25%

• Operational cuts (no longer 24/7; only 5 days per week 8 - 5)

• Regularly schedules Congressional inquiries spurred on by continued bad PR

• More infrastructure disasters – more than 200 deaths due to bridge collapses

• Potential funding cuts

• Slow replacement of retiring Contact Center staff

• Incorporation of new technology•

• Proactive recruiting of new staff to replace retirements, focusing on multi-

lingual skills

What Must be Done

• Continuous improvement in US-ORB’s website, IVR technology, and

mobile applications

• Speed to answer better than

Fed. Average of 4.3 secs.

• 12% abandonment rate

• Average wait time in queue

7.5

• EVS above Federal average

of 68

• Fully implemented IVR by

end of FY2022

• 100% of retirees replaced by

end of FY2021

• No bad PR

• MyRoad&Bridge app fully

operational (ala Boston’s

StreetBump app) by end of

FY2021

• 100% employees trained in

customer service and cultural

sensitivity

• 100% managers trained in

coaching

• Employee empowerment rate

over 8 on 1 to 10 scale

•

• Retrain all Contact Center staff in customer service, including cultural

sensitivity

External:

• Speed to answer greater

than 6 seconds

• 15% Abandonment Rate

• CSI scores of only 62

(Federal average is 67)

• Average wait time in queue

of 22 seconds (Federal

average is 3.4 secs.)

• White House & Congress

threatening budget cuts of

up to 20%

• A lot of bad PR – averaging

2 – 4 pieces per month

• Lack of professionalism &

cultural sensitivity – average

rating on last survey of 4 on

scale of 1 – Bad to 10 -

Great

Internal:

• Low morale – 57% job

satisfaction (Fed Avg: 68%)

• Impending retirements – up

to 10% of staff

• Lack of empowerment at the

front line – 3 out of 10 on

last employee survey

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Nail the context and launch

initiatives at the offsite.

Use the Initiative-to-Action template to launch initiatives, seed

expectations, and lay a governance foundation before the offsite ends.

Use the Change Framework to tell the whole story for each initiative:

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Integrate Launching Implementation

with Setting Strategy.

Discuss,

Dialogue, Create,

Debate, Decide

Traditional Offsite

(Process)

Collect/

Organize/

Assess

Pre-Offsite

(Input)

Assign, Drive, Govern, Monitor, and Communicate

(Implementation)

Meeting Flow

Activity

Initiative-to-Action

(Process)

Exec

Committee

Meeting

Initiative-1 Workstream

Initiative-2 Workstream

Initiative-3 Workstream

Initiative-n Workstream

Initiatives

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Now: 2 years into aggressive 3-year transformation initiative

onboarding cutting-edge technology

to transform nation-wide service

delivery to over 5 M customers

Case Example

Pre: Civilian agency program serving millions of customers

mired in 1960s technology,

data sets, and mindset

Current State Case For Change Target State

Barriers

What Must be Done

• Cutting edge

technology

• Extraordinary

customer

experience

• More equitable

service delivery to

customers

• Educated, aware

customer

• Old technology

• Poor customer

experience

• Inequitable

service delivery

to customers

• Uninformed

customer

Barriers

• Conduct market research to understand cutting edge

technology available

• Onboard technology, Implement R&D to develop product

• Implement new product nation-wide

Do & Review

Take action.

Review what happens.

Truth. It pays to pay attention.

Action.

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Top agencies use a similar approach to develop

plans that meet OMB A11–Part 6 Requirements.

Do & Review Cycle

Annual Cycle

Goal Achieved?

To do differently

going forward

Determine significance

and impact

NOW

WHAT?

SO

WHAT?WHY? WHAT?

Determine why actual

differs from projection

Determine

what occurred

Monthly Cycle

Are

results as

expected?

Exception Process

Are

observations

correct?

No

Yes

NO: Fix

Quarterly

CycleVerify goal

is still right

What’s

next?

Start

Set goal for

measures

Set what

to track

Defi

ne

Su

ccess

Stu

dy l

ike o

rgs

Get Help

Truth. No leader succeeds alone.

Build a board. Retain

experts. Get a coach.

Action.

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Support Structure for Success

Leader

Workers

Subject Matter Experts

Accountability Board

Executive Coach

Inside the organization

Outside the organization

Core Leadership Group

Leadership Community

Learning Community

Peer Group

DISCUSS: Name an example of a Learning Community?

Focus

Truth. It’s OK to do what you like and are good at.

Act intentionally,

persist variously.

Action.

Those who want to do what they are good at and

like doing are more engaged and perform better.

Good

AtLike Want

Good

AtLike Want Value

Value

• Give yourself permission to

want to do what you are good

at and like doing.

• Study those you work with to

learn what each likes and is

good at doing.

• Convince each to want to do

what s/he is good at and likes

doing because it is highly

valued.

Grow

Grow to increase impact,

opportunity, and value delivered.

Truth. Growth is good.

Action.

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Concept Startup Credible Sustainable MatureSTAGE

CONCERNS

DEFINING

ELEMENTS

• Execution

• Growth

• Performance

• Plan

• Leadership

• Drive

• Staffing

• Managing

Growth

• Going Concern

• Funding

• Congressional

Oversight

• New Growth

• Complacency

• Routine

• Proof

• Survival

• Focus

• First customers

• First employees

• Funding

• Get Started

• Concept

• Budget

• Team

Organizations evolve through five more-or-less

well-defined stages of operational maturity.

The Seven Truths:disarmingly simple…and NOT easy!

• Get Clear

• Get Aligned

• Plan Change

• Do & Review

• Get Help

• Focus

• Grow

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Ways to put the Seven Truths to work:

*Contact ASI Government or intelliven@Intelliven.com for availability and pricing.

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Workshop video

recording and

transcript

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INTELLECTUAL

PROPERTY

LICENSESIN-PERSON

WORKSHOPS

• Strategy Offsite

• Senior

Executive

Team

Assessment

• Manage to

Lead Self

• Manage to

Lead One-on-

One

• Manage to

Lead Teams

• Manage to

Lead

Organizations

• Manage to

Lead: Seven

Truths to Help

You Change

the World text

book

• Recorded

Strategic

Leadership

Immersion

Program

Sessions

SELF-GUIDED LIVE ON-LINE

• Quarterly

Executive

Accountability

Sessions

• Operations

transformation

planning and

implementation

• Financial

controls set-up

and monthly

monitoring

• Account

development

GOVERNANCE

• Train trainers

• Instance for

o Own-use

o Re-sale

• Custom

instance for

o Own-use

o Re-sale

• Strategic

Leadership

Immersion

Program*

• Learning

Community

• Monthly

Coaching

• Organization

Assessment

• Strategic

Planning

• Implementation

Support

• PMO Support

CONSULTING

SERVICES

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Strategic Leadership Immersion ProgramWhere leaders learn to be self-aware and foster engaged workplaces.

SUMMARY

• Empowers leaders to:• Practically apply behavioral theory.

• Grow as a team by working ON their organization.

• Align core messages.

• Targets senior and up-and-coming executives.

• Provides reflective and experiential learning: your case IS the course.

• Offers on-going coaching,accountability, and learning community.

• Is optimized for virtual delivery.

Twenty virtual or in-class, instructor-led, interactive

hours in two-hour, weekly sessions that teach a plan

of action and tools to make planned change using

Applied Behavioral Theory.

provides…

WHAT

Leadership teams of up to five, who run a significant

organization they want to change in a specific way to

perform better or further impact.

for…

WHO

• Make the change leaders want.

• Shared team experience working ON the

organization.

• Develop messages to share with stakeholders

(employees, customers, Congress, recruits, etc.).

WHYthey pay for it.

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Prep Core Program Support

EMAIL AND PHONE SUPPORT

Program Road Map

WEEK 10

EXECUTIVE SESSION

WEEKS 6-7

GO

WEEKS 8-9

GUIDE

WEEKS 1-5

GET READY

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Program Road Map

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Program Outline

STRATEGIC LEADERSHIP IMMERSION PROGRAM

PHASE TIMING TOPIC DESCRIPTION

PREP ~2-Months

Ahead

Set expectations Instructor meets with leader to get to know each other, the organization, the

team, priorities, and planned change.

~1-Month

Ahead

Set expectations and get

team buy-in

Instructor meets with leader and team to review objectives, set expectations,

get buy-in and commitment.

Week Ahead Pre-Work Specify: organization, leader, team, change in-mind to make

LAUNCH Week 1 Get Loose Nine-dots, Idea-to-Benefit, four kinds of help, how a new skill becomes core

GET READY Week 2 Get Clear – WWW MARKET served, PROBLEM solved, SOLUTION provided

Week 3 Get Clear – HOW DO, SELL, and GROW systems; identify which constrains performance

Week 4 Get Clear – HOW WELL Compare performance to PAST, PLAN, and PEERS

Week 5 Get Aligned Decide what kind of leader to be and collect followers

GO Week 6 Plan ChangeAssign sponsor; launch SYSTEMS, PROCESS, and BEHAVIOR change

initiatives

Week 7 Do & Review WHAT Happened, WHY, SO WHAT, NOW WHAT

GUIDE Week 8 Get Help Build a board, find experts, get a coach, peer group, learning community

Week 9 Grow Five stages of organization maturity, characteristics, and concerns.

Week 10 Executive Session Present to an outside board to test clarity and get advice

Week After Submit final project Incorporate outside input to advance thinking.

LEARNING

COMMUNITY

Every 4

Months

Share experiences,

lessons, new contentE.g., Focus: Do what you like and are good at doing; help others do the same.

GOVERN Quarterly2-3 Hour Executive

SessionsOngoing accountability and guidance.

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What Participants Say• “IntelliVen is for anyone who aspires to be good at managing and leading a small or

large organization.” Charles O. Rossotti; Commissioner Internal Revenue 1997-2002.

• “I like the processes we are learning here. You try it, see if it works. If it does you go with it. If

it doesn't, you tweak it and try again. It works wonderfully.” Bob, Owner/CEO; $1M company.

• “I have worked with Peter DiGiammarino for more than ten years, and he led a workshop

for Feed the Future that was the highest rated of a full week of training.” Deborah Brody Hamilton; Senior International Trade Specialist/Chief of Party Pakistan Programs USDA Foreign Agricultural Service (FAS).

• “I appreciate the simplicity with which concepts are presented - not dumbed-down, just simple

and clear. Prepare to work hard and come to every session. It’s WORTH it!” Gena, Communications Executive.

• “This was a good session… we were talking about issues we rarely get to discuss”Scott, Services Director, $15M company.

• “I got a lot more out of the program than I thought I would. It challenged me to step out of the

day-to-day to learn new things I was able to immediately apply to my organization and to my

own personal growth.” Brian, Director of $20M Division.

https://youtu.be/fWVV5JdYs3ghttps://youtu.be/mtrbLhv_tD8

Summer 2019

• Wednesdays at 11:00

AM eastern US, July

10th to Sept 11th.

• Teams of up-to-five are

enrolling now; space is

limited.

• Contact ASI

Government for federal

pricing and contract

options: Frederick.Panzer@asigovt.com

Cohort just for federal leaders with enough interest.

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Thank you.

CLOSING POLL

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