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Participant Materials

The Linkage Leadership and Strategy Series

Leading the Revolution


Making Strategic Innovation and Growth a Core
Competency in Your Organization

Featuring Gary Hamel

Participant Materials created by PBS The Business Channel


in conjunction with Linkage, Inc.
PBS and the PBS logo are trademarks and service marks of the Public Broadcasting Service and are used with its permission.
©1999 National Technological University Coporation and Linkage, Inc.
All Rights Reserved.
Leading the Revolution i

Dear Participant

Welcome to the first of four programs in the Linkage Leadership and Strategy
Series. The seminar series, produced in tandem with The National Technological
University Corporation, is designed to bring four inspiring and influential business
thinkers to your organization in a live and interactive manner.

Today’s program, Leading the Revolution: Making Strategic Innovation and


Growth a Core Competency in Your Organization, features Gary Hamel, noted
author and strategic business consultant. He will share tips and techniques for
promoting strategic innovation within your workplace. Specifically, the program
provides insight on these competencies:
Ø organizational awareness
Ø vision
Ø knowledge of current trends
Ø customer service

Gary Hamel has “redefined the world of corporate strategy” according to Business
Week. Along with colleague C. K. Prahalad, Professor Hamel has published “The
Core Competence of the Corporation,” the most requested article in Harvard
Business Review history, and the best seller, Competing for the Future. A visiting
professor at the London School of Business, he is founder and chairman of
Strategos.

During today’s program, Gary will define “strategic innovation” and how to build
and nurture it within your organization. These materials have been designed to
complement Gary’s presentation. Follow along and take notes. At specified points
during the program you will be directed to respond to questions or compose your
own to ask Gary during the question and answer segment scheduled toward the end
of the program.

Learning is a mental activity that requires more than passively watching a speaker.
Simply watching today’s program will neither instill strategic leadership skills and
knowledge nor result in an immediate change in your organization’s culture and
strategic positioning.

Instead, becoming a strategic, visionary leader requires reflection, practice, and


follow through. To further your learning, suggested pre-presentation activities can
be found on page 3. Reinforcement post-presentation activities can be found on
page 5. These activities have been specifically identified to broaden your
knowledge, as well as give you a head start in building a culture that values
strategic innovation.
Leading the Revolution 1

Table of contents

Leading the
Revolution
Making Strategic Section 1: Satellite Program Materials 2
Innovation and Growth What you will learn 3
a Core Competency in How to get the most from this seminar 3
Your Organization Pre-presentation activities 3
During this program 5
Post-presentation activities 5
Introduction 7
The Age of Progress is dead 8
Your business strategy may be dead 9
Reinvent your business concept 11
Gary's Tuna Can Model 12
Design elements of a business model 13
Build a culture that nurtures innovation 15
Question & answer session 20
Wrap up 20
Post-presentation self-check 21
Self-check answer key 23

Section 2: Leadership Assessment Instrument™ 26


About the Leadership Assessment Instrument™ 27
Leadership Self-Assessment 29
Leadership Self-Assessment answer sheet 33
Individual Development Planning: Leadership Competencies 34

Section 3: Leadership Development Guide 35


Developing the Competency of Conceptual Thinking: The 36
Innovation Component
Developing the Competency of Conceptual Thinking: The Big- 40
Picture Thinking Component

Section 4: Forms 43
Question sheet 44
Participant evaluation form 45
Leading the Revolution 2

SECTION 1

Satellite Program Materials


Leading the Revolution 3

What you will learn

By participating in this satellite presentation with Gary Hamel, you will be able to:

Ø examine the futility of “holding on to” worn-out means of growth,

Ø recognize signs of a “dying” strategic business concept,

Ø become acquainted with the steps for promoting innovation and recognizing
competencies and growth opportunities, and

Ø respond to the challenge of becoming a “seer,” a “heretic,” an “activist,” and a “builder


of capability.”

How to get the most from this seminar

Pre-presentation activities
Ø Read books authored or edited by Gary Hamel:
• Alliance Advantage: The Art of Creating Value Through Partnering by Yves
L. Doz and Gary Hamel, Harvard Business School Press, 1998.
• Competence-Based Competition (The Strategic Management) edited by Gary
Hamel, John Wiley and Sons, 1994.
• Competing For the Future by Gary Hamel and C. K. Prahalad, Harvard
Business School Press, 1996.
• Strategic Flexibility: Managing in a Turbulent Environment (Strategic
Management Series) by Gary Hamel, John Wiley and Sons, 1998.
Leading the Revolution 4

Ø In your own words, define these terms:

Innovation

____________________________________________________________________

____________________________________________________________________

Strategic Thinking

____________________________________________________________________

____________________________________________________________________

Business Concept

____________________________________________________________________

____________________________________________________________________

Core Competencies

____________________________________________________________________

____________________________________________________________________

Ø Complete the Leadership Assessment Instrument™ (LAI) which appears in Section


2 beginning on page 29. The LAI was researched and developed by Linkage Inc., in
partnership with Dr. Warren Bennis. It focuses on the five personal characteristics,
or competencies, essential to effective leadership and on the five skills with which
leaders put these competencies into practice. Knowing your strengths and
opportunities for development may help make today’s presentation particularly
relevant.
Leading the Revolution 5

During this program

Ø Participate! Actively follow along by using these Participant Materials for your
notes.

Ø When prompted by Gary Hamel, jot down his challenging questions and take a
moment to reply.

Ø Submit questions to be addressed by Gary Hamel during the question and answer
session. Gary will respond to questions in the latter third of the program. To submit
questions, complete either the fax form found on page 44, or call in when prompted
during the program.

Post-presentation activities

Ø Complete and submit the participant evaluation form found at the back of these
Participant Materials.

Ø Complete and self-score the post-presentation self-check provided on page 21.

Ø Reread these Participant Materials and review your notes. Respond to any
questions posed by Gary Hamel that you did not complete previously. Discuss your
responses with colleagues who also participated in the program.

Ø If you haven’t already done so, read books authored or edited by Gary Hamel.
They include:
• Alliance Advantage: The Art of Creating Value Through Partnering by Yves
L. Doz and Gary Hamel, Harvard Business School Press, 1998.
• Competence-Based Competition (The Strategic Management) edited by Gary
Hamel, John Wiley and Sons, 1994.
• Competing For the Future by Gary Hamel and C. K. Prahalad, Harvard
Business School Press, 1996.
• Strategic Flexibility: Managing in a Turbulent Environment (Strategic
Management Series) by Gary Hamel, John Wiley and Sons, 1998.

Ø Read selections from the following suggested reading list:


• Innovation Explosion by James Brian Quinn, et. al., Jossey-Bass, 1997.
• Organizing Genius by Warren Bennis and Patricia Ward Biederman, Addison-
Wesley Publishing, 1997.
• Vision: How Leaders Develop It, Share It, and Sustain It by Joseph V.
Quigley, McGraw-Hill, 1995.
• Wellsprings of Knowledge by Dorothy Leonard, Harvard Business School,
1998.
Leading the Revolution 6

Post-presentation activities continued

Ø Reflect on the following questions and respond in the spaces provided:

During the program, Gary Hamel challenged participants to be “seers” and


“heretics.”

1. What behaviors do “seers” exhibit? How can you nurture these tendencies in
your workplace?
__________________________________________________________________

__________________________________________________________________

2. What behaviors do “heretics” exhibit? How can you nurture these tendencies in
your workplace? The term “heretic” often has a negative stigma associated with
it. Are you comfortable with acquiring the “heretic” label? Now that you have
heard Gary place it in a favorable context, how might you make yourself more
comfortable in becoming one?
__________________________________________________________________

__________________________________________________________________

Ø Examine the suggested activities excerpted from the Leadership Development


Guide and provided in Section 3 beginning on page 35. These activities were
researched and developed by Linkage Inc. in partnership with Dr. Warren Bennis.
Select those development opportunities and/or resources that interest you, best
meet your development needs and are consistent with any constraints (such as time
or finances) you may have.
Leading the Revolution 7

Introduction

I believe that the future is In the new economy, the companies that create new wealth are truly revolutionaries: they
created not by prophets, upend long-held industry conventions, they fearlessly challenge the old guard, and they
amaze their customers with products and services that could scarcely have been imagined a
but by heretics. few years earlier. Today Gary Hamel presents a clear action plan for individuals intent on
 Gary Hamel, making their organizations industry revolutionaries.
excerpted from an interview
with Amazon.com During today’s program, Leading the Revolution: Making Strategic Innovation and Growth
a Core Competency in Your Organization, you will:

Ø examine the futility of “holding on to” worn-out means of growth,

Ø recognize signs of a “dying” strategic business concept,

Ø become acquainted with the steps for promoting innovation and recognizing
competencies and growth opportunities, and

Ø respond to the challenge of becoming a “seer,” a “heretic,” an “activist,” and a “builder


of capability.”

As the show begins, turn to the next page, entitled “The Age of Progress is dead.”
Leading the Revolution 8

The Age of Progress is dead

Get your company off the restructuring and re-engineering treadmill


and onto the elusive path of corporate revitalization.

Organizations have relied on numerous means for ensuring growth. Until now, the tactics of
budget cuts, streamlining, quality control, re-engineering, and mergers and acquisitions have
enabled organizations to grow and prosper. However, rapid technological advancements,
global competition, and other factors have forced a change in the business mindset.
No longer can organizations rely on size, expansive product and service offerings, or even
stock price to ensure long term market presence. Take, for example, Bill Gates of Microsoft.
He recently stated, “At Microsoft we’re always two years away from failure.” His statement
acknowledges that despite Microsoft’s success and its prevalent position in the software
industry, the business environment is so fast-paced that Microsoft cannot risk becoming
complacent. It must strive to retain its industry revolutionary mindset.
Indeed, organizations must adopt a revolutionary mindset. However, Gary Hamel points
out that while organizations have a culture, it is the people within those organizations that
enable it to become an industry revolutionary. And the leaders within the organization must
resist the temptation of being “maintenance engineers” who focus on maintaining the status
quo. Instead, they must adopt the industry revolutionary mindset, be leery of complacency
and ineffective strategic business concepts, and establish and nurture innovation.

Business leaders need to be more than "maintenance engineers," worrying only


about budget cutting, streamlining, re-engineering, and other old tactics.
Leading the Revolution 9

Your business strategy may be dead

Establish a truly stretching strategic intent and mobilize the entire organization in
its pursuit, discover ways of leveraging resources that will enable the company to
attain heroic goals despite resource constraints.

Now that many organizations have re-engineered, worked through an acquisition or merger,
or streamlined, some organizations’ leaders are pleased to report their strategic plans are on-
target. But is that really the case? One of the first steps of becoming and sustaining an
industry revolutionary is to be brutally honest about strategy decay; not only within your
own organization but within industry giants.
Consider these facts:

Ø Re-engineering has done its job so there is little fat left to cut from many organizations.

Ø We are in merger and acquisition frenzy, yet there is no significant correlation between
an organization’s size and its profitability.

Ø Many corporations are using cash surpluses to buy-back their stock, but does that bring
about growth and stability?

Ø Many organizations report their business strategies are similar to those embraced by
their competitors. Therefore, few are taking the lead in becoming industry
revolutionaries. Instead, they are content in “keeping up with the Joneses.”

Ø In the last seven years, there has been a decline in this number of S&P500 companies
that have out performed the index. In other words, there is a smaller pool of “wealth
creators.”
Leading the Revolution 10

A review of what we've learned

Ø Technological advancements, increased competition, and ever-accelerating change


resulted in the need for organizations to be nimble, responsive, visionary, and
revolutionary.

Ø Incumbency and size in the marketplace does not ensure an organization’s growth and
profitability.

Ø Re-engineering, mergers and acquisitions, and other traditional means of cutting costs
and increasing profitability no longer offer a strategic advantage. Instead, organizations
and their leaders must adopt a revolutionary mindset.

Ø Key to becoming an industry revolutionary is to first be honest about strategic decay. Is


your organization’s strategic business concept effective and on-target or is it succumbing
to decay?
Leading the Revolution 11

Reinvent your business concept

Develop the industry foresight necessary to proactively shape industry evolution.


Extend the boundaries of corporate imagination and revitalize the process of new
business creation.

Gary Hamel uses an analogy of five cans stacked on one another to describe how an
organization and its leaders must be aligned to promote innovation and strategic vision.
Most often, the truly revolutionary product is not the brainchild of a CEO or other corporate
officer. Instead, it is the result of employees’:

Ø sensitivity to customers’ changing needs and expectations,

Ø understanding of competitors’ products/services and reputation,

Ø insights and intuition, and

Ø persistence in getting management to listen and act upon their ideas.

With this in mind, it is critical for organizations to promote innovation by creating a culture
that welcomes ideas and suggestions without creating stifling political protocols.

Turn the page and take notes while Gary describes the model in greater detail.
Leading the Revolution 12

Gary's Tuna Can Model


Directions: As Gary names and describes each layer within the tuna can model, label the
cans. Use the space below the model for your notes.

______________ Model

______________ Model

______________ Model

______________ Model

______________ Model

Notes:

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________
Leading the Revolution 13

Design elements of a business model


Reinventing an organization’s business concept entails assessing its strengths, process,
customer base, and operational network. During the presentation, Gary takes a few minutes
to discuss the design elements of a business model. The following graphic illustrates the
interdependencies of the design elements.

Resource Base Core Strategy


Configuration
• Core competencies • Business mission
• Strategic assets • Product/market scope
• Core processes • Basis for differentiation

Boundaries Benefits
Value Network Customer Interface

• Suppliers • Fulfillment & Support


• Partners Profit • Information & Insight
• Coalitions Boosters • Relationship Dynamics

Increasing Competitor Strategic Strategic


Returns Lock-Out Economies Flexibility
• Network economies • Preemption • Scale • Portfolio breadth
• Positive feedback • Choke points • Focus • Agility
• Learning curves • Customer lock-in • Leverage • Lower break-even

© 1999, Gary Hamel

Notes:

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________
Leading the Revolution 14

A review of what we’ve learned…

Ø The ideas for many revolutionary products and services have come from front-line
employees. Fortunately, their organizations’ leaders nurture environments in which
ideas flourish and are taken seriously.

Ø An organizational culture can either promote or inhibit creativity. It is the responsibility


of leadership to ensure that the mental model expects and rewards innovation.
Additionally, leadership must ensure that the political model supports the surfacing of
revolutionary ideas, opinions, and suggestions. If the mental and political models are in
direct alignment with the business, profit, and operational models, an organization risks
stifling complacency. Ideally, as illustrated in Gary’s “Tuna Can Model,” the mental
and political models should be out of alignment, yet supported by the business, profit,
and operational models. This allows for visionary planning, innovative thinking, and
creativity.

Ø To reinvent your organization’s business concept, you must consider the design
elements of a business model. This entails examining your resource base and core
strategy and their relationships with your value network and customer interface.

Ø The goal is not to become either an innovative strategist or an industry revolutionary.


Instead, strive to be both; an innovative, strategically-focused, industry revolutionary.
Leading the Revolution 15

Build a culture that nurtures innovation

Extend the boundaries of corporate imagination and revitalize the process of new
business creation

So just how does one support his or her organization’s efforts to build and nurture strategic
innovation? Gary suggests becoming:
Ø a seer,

Ø a heretic,

Ø an activist, and

Ø a builder of capability.

Just what does each of these labels entail? Let’s examine them in more detail.

Be a seer
Directions: As Gary describes the attributes of a seer, use the space provided for notes.

1. Become a novelty addict. _______________________________

_______________________________

2. Search for under-appreciated trends. _______________________________

_______________________________

3. Find transcendent themes. _______________________________

_______________________________

4. Reason through a chain of consequences. _______________________________

_______________________________

5. Consider the interaction of trends. _______________________________

_______________________________

6. Dig deeper. _______________________________

_______________________________

7. Look for history’s recurring patterns. _______________________________

_______________________________
Leading the Revolution 16

Be a heretic
Directions: As Gary describes the attributes of a heretic, use the space provided for
notes.

1. Cultivate your contrarian tendencies. _______________________________

_______________________________

2. Never stop asking "why." _______________________________

_______________________________

3. Celebrate the stupid. _______________________________

_______________________________

4. Go to extremes. _______________________________

_______________________________

5. Find the "and." _______________________________

_______________________________

6. Separate form and function. _______________________________

_______________________________

7. Dare to be wrong. _______________________________

_______________________________
Leading the Revolution 17

Be an activist
Directions: As Gary describes the attributes of an activist, use the space provided for
notes.

1. Build an ideology. _______________________________

_______________________________

2. Write a manifesto. _______________________________

_______________________________

3. Create a community. _______________________________

_______________________________

4. Find a "translator." _______________________________

_______________________________

5. Bootleg resources. _______________________________

_______________________________

6. Take advantage of every platform. _______________________________

_______________________________

7. Make it real. _______________________________

_______________________________
Leading the Revolution 18

Be a builder of capability
Directions: As Gary describes the attributes of a builder of capability, use the space
provided for notes.

1. Reset aspirations. _______________________________

_______________________________

2. Work for a cause; not a business. _______________________________

_______________________________

3. Hear new voices. _______________________________

_______________________________

4. Create an internal market for ideas. _______________________________

_______________________________

5. Create an internal market for capital. _______________________________

_______________________________

6. Create an internal market for talent. _______________________________

_______________________________

7. "De-risk" unfamiliar opportunities. _______________________________

_______________________________
Leading the Revolution 19

A review of what we’ve learned…

Ø Building and nurturing strategic innovation requires taking on a different mindset. An


effective leader is a seer, a heretic, an activist, and a builder of capability.

Ø Seers train themselves to be sensitive to novelty, trends, themes, recurring patterns in


history, and issues and opportunities that lie just below the surface.

Ø Heretics dare to challenge the status quo by continually questioning why and why not,
taking on complacency and mediocrity, and daring to be wrong.

Ø Activists build on an ideology to create a community, secure resources and support, and
make a vision or dream real. They are prone to taking advantage of every platform as an
opportunity to move their ideas forward.

Ø Builders of capability are visionary leaders because they reset aspirations, work toward
worthy causes that outlive a business, reach out and listen to new voices, and create an
internal market that flourishes on ideas, capital, and talent. They have a knack for trying
new ideas while minimizing their associated risks.
Leading the Revolution 20

Question and answer session

If participating in the live presentation of this program, call in, fax, or e-mail your question
to Gary Hamel using the question sheet on page 44.
If you are taking part in an encore presentation of this program, share your questions with
the seminar coordinator and your colleagues.

Wrap up

In today’s session, the following topics were addressed.

Ø The futility of “holding on to” worn-out means of growth,

Ø Signs of a “dying” strategic business concept,

Ø Steps for promoting innovation and recognizing competencies and growth


opportunities, and

Ø The challenge of becoming a “seer,” a “heretic,” an “activist,” and a “builder of


capability.”

Continue the learning

Ø Turn to the end of these materials. Complete the participant evaluation form and
give it to your Site Coordinator.
Your feedback is valuable in ensuring the integrity of this and future programs. We
take pride in providing relevant, thought-provoking, and enlightening programs.
But we rely on you to help us make it happen!

Ø Turn to page 21 and test your comprehension of the key points covered by Gary
Hamel. An answer key follows the quiz.

Ø To further reinforce your understanding of today’s content, as well as hone other


aspects of your leadership skills, complete the suggested post-presentation activities
on pages 5 and 6.
Leading the Revolution 21

Post-presentation self-check

Curious how well you’ve mastered the content from today’s program? Take a few minutes
to complete this self-check. An answer key follows (page 23), but don’t cop out and peek
before making an earnest attempt to complete the self-check on your own!

Part 1
Directions: Complete the following true/false items.
1. ___ As the merger and acquisition trends wind down, the newly emerging trend
for maximizing profitability is streamlining.
2. ___ The correlation between organization size and profitability is statistically
significant.
3. ___ Within industry groups, the business strategies of its leaders are remarkably
similar.
4. ___ Front-line employees, particularly those with customer service roles, are an
excellent resource for identifying changes in customers’ needs, expectations,
and wants.
5. ___ An organization’s leadership often becomes a barrier to recognizing and
acting upon ideas generated within the organization.
6. ___ When considering a new business model, an organization must have an
understanding of its core competencies, strategic assets, and core processes.
(Hint: Refer to the “Design elements of a business model” graphic found on
page 13.)
7. ___ Elements of a core strategy are the organization’s business mission,
product/market scope, and its processes for ensuring customer satisfaction.
(Hint: Refer to the “Design elements of a business model” graphic found on
page 13.)
8. ___ Sometimes overlooked when considering a new business model is an
organization’s value network comprised of suppliers, partners, and
coalitions. (Hint: Refer to the “Design elements of a business model”
graphic found on page 13.)
9. ___ An organization’s political and mental models can either promote or
squelch innovation.
10. ___ Revolutionary products, services, and packaging are a fluke. Organizations
cannot create and maintain an industry revolutionary environment.
Leading the Revolution 22

Post-presentation self-check continued

Part 2
Directions: For each attribute suggested by Gary Hamel during the program, identify a
minimum of two specific actions associated with that attribute. Hint: Refer to your
notes on pages 15-18.

11. Be a seer. _____________________________________________________


_____________________________________________________

12. Be a heretic. _____________________________________________________


_____________________________________________________

13. Be an activist. _____________________________________________________


_____________________________________________________

14. Be a builder of _____________________________________________________


capability.
_____________________________________________________

Part 3
Directions: Considering the four qualities (seer, heretic, activist, builder of capability)
Gary Hamel challenges us to develop, which are you most comfortable in acquiring
and nurturing? What about that quality appeals to you? What definitive steps will you
take to incorporate those attributes in your daily routine?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________
Leading the Revolution 23

Self-check answer key

Part 1
Directions: Complete the following true/false items.
1. F As the merger and acquisition trends wind down, the newly emerging trend
for maximizing profitability is streamlining.
2. F The correlation between organization size and profitability is statistically
significant.
3. T Within industry groups, the business strategies of its leaders are remarkably
similar.
4. T Front-line employees, particularly those with customer service roles, are an
excellent resource for identifying changes in customers’ needs, expectations,
and wants.
5. T An organization’s leadership often becomes a barrier to recognizing and
acting upon ideas generated within the organization.
6. T When considering a new business model, an organization must have an
understanding of its core competencies, strategic assets, and core processes.
(Hint: Refer to the “Design elements of a business model” graphic found on
page 13.)
7. F Elements of a core strategy are the organization’s business mission,
product/market scope, and its processes for ensuring customer satisfaction.
(Hint: Refer to the “Design elements of a business model” graphic found on
page 13.)
8. T Sometimes overlooked when considering a new business model is an
organization’s value network comprised of suppliers, partners, and
coalitions. (Hint: Refer to the “Design elements of a business model”
graphic found on page 13.)
9. T An organization’s political and mental models can either promote or
squelch innovation.
10. F Revolutionary products, services, and packaging are a fluke. Organizations
cannot create and maintain an industry revolutionary environment.
Leading the Revolution 24

Self-check answer key continued

Part 2
Directions: For each attribute suggested by Gary Hamel during the program, identify a
minimum of two specific actions associated with that attribute. Hint: Refer to your
notes on pages 15-18.
Answers will vary, but should include at least two from each list.
11. Be a seer. Ø Become a novelty addict.
Ø Search for under-appreciated trends.
Ø Find transcendent themes.
Ø Reason through a chain of consequences.
Ø Consider the interaction of trends.
Ø Dig deeper.
Ø Look for history’s recurring patterns

12. Be a heretic. Ø Cultivate your contrarian tendencies.


Ø Never stop asking “why.”
Ø Celebrate the stupid.
Ø Go to extremes.
Ø Find the “and.”
Ø Separate form and function.
Ø Dare to be wrong.

13. Be an activist. Ø Build an ideology.


Ø Write a manifesto.
Ø Create a community.
Ø Find a “translator.”
Ø Bootleg resources.
Ø Take advantage of every platform.
Ø Make it real.

14. Be a builder of Ø Reset aspirations.


capability. Ø Work for a cause; not a business.
Ø Hear new voices.
Ø Create an internal market for ideas.
Ø Create an internal market for capital.
Ø Create an internal market for talent.
Ø “De-risk” unfamiliar opportunities.
Leading the Revolution 25

Self-check answer key continued

Part 3
Directions: Considering the four qualities (seer, heretic, activist, builder of capability)
Gary Hamel challenges us to develop, which are you most comfortable in acquiring
and nurturing? What about that quality appeals to you? What definitive steps will you
take to incorporate those attributes in your daily routine?
Answers will vary.
Leading the Revolution 26

SECTION 2

Leadership Assessment Instrument™

Excerpted from Leadership Assessment Instrument and Development Guide, ©1999 Linkage,
Inc. Used with permission. Call 781-862-3157 for further information.
Leading the Revolution 27

About the Leadership Assessment Instrument™

The Leadership Assessment Instrument™ (LAI) was researched and developed by Linkage,
Inc., in partnership with Dr. Warren Bennis. It focuses on the five personal characteristics,
or competencies, essential to effective leadership and on the five skills with which leaders
put these competencies into practice. Knowing your strengths and opportunities for
development may help make today’s presentation particularly relevant.

The five categories the instrument assesses are:


1. Focused drive,
2. Emotional intelligence,
3. Building trust/enabling others,
4. Conceptual thinking, and
5. Systems thinking.

Each competency and each skill has a definition and an associated set of behaviors that
demonstrate that competency or skill. Additionally, each competency is described by ten of
these behaviors and each skill by five. Furthermore, the ten behaviors for each competency
are organized into two groups of five, each corresponding to a component of that
competency.

Let’s take a closer look at the five competency categories in greater detail.

Focused Drive
The competency of focusing on a goal and harnessing your energy in order to meet that
goal—a balance between the components of:

Ø Focus: The ability to identify an important goal or vision and to channel efforts
at specific targets that support that goal or vision.

Ø Drive: The ability to persevere, sacrifice (when necessary), and expend high
degrees of energy to reach high levels of performance.

Emotional Intelligence
The competency of understanding and mastering your emotions (and those of others)
in a way that instills confidence, motivates, inspires, and enhances group
effectiveness—a balance between the components of:

Ø Perception: The ability to read the emotions and thoughts of others through the
use of insight and analytical skills.

Ø Emotional Maturity: The ability to master emotions and cope with stress in a
way that instills confidence, motivates, and enhances group effectiveness.
Leading the Revolution 28

Trusted Influence
The competency of evoking trust from others and placing trust in others enabling them
to succeed—a balance between the components of:

Ø Commitment: The ability to evoke trust from others by keeping commitments,


adhering to high ethical standards and principles, and building shared goals or
values.

Ø Empowerment: The ability to help others reach higher levels of performance


through trust, delegation, participation, and coaching.

Conceptual Thinking
The competency of conceiving and selecting innovative strategies and ideas for your
organization—a balance of the components of:

Ø Innovation: The ability to create/enhance ideas, products, and services that


lead to bottom-line success.

Ø Big-Picture Thinking: The ability to see all of the forces, events, entities, and
people that are affecting (or are being affected by) the situation at hand.

Systems Thinking
The competency of rigorously and systematically connecting processes, events and
systems—a balance between the components of:

Ø Mental Discipline: The ability to sort through ambiguity and alternatives in a


way that crystallizes and puts ideas into action.

Ø Process Orientation: The ability to increase overall learning and performance


by designing, implementing, and/or connecting processes.

While today’s program is most relevant to conceptual thinking, having an awareness of your
rating in each area provides insight and may make today’s program more meaningful.
Instructions for completing and scoring the assessment are provided on the following pages.
Leading the Revolution 29

Leadership Self-Assessment

Purpose and overview


The purpose of this Leadership Self-Assessment is to provide a leadership profile based on
the competencies necessary for strong, superior leadership. The data that you provide will
enable you to construct a profile, complete with areas of strength and areas for future
development.

Please complete the instrument by assessing your own behaviors and skills according to the
directions below. Be honest—the more rigorous you are, the better you can target your
developmental needs. Remember, the instrument is meant to assess how you believe that
you actually are; not how you think that you should be.

Directions
For each of the 50 items listed on the following pages, consider how much the stated
behavior characterizes your own behaviors, thoughts, intentions, or skills in on-the-job
situations, and then rate yourself in the space provided according to the following scale:
3 = I often demonstrate this behavior
2 = I sometimes demonstrate this behavior
1 = I hardly ever demonstrate this behavior

Use the enclosed answer sheet (page 33) to record your answers. After recording your
answers, add up the totals for each competency on page 33 and then transfer the overall
competency scores to the competency profile sheet on page 34.
Leading the Revolution 30

Leadership Self-Assessment

1. I balance multiple tasks and prioritize when faced with limited time and/or resources.

2. I create a positive environmenteven when it appears "all is lost"by expressing


optimism and offering encouragement to team members.

3. I keep a mental record of every commitment that I make and follow through on my
promises.

4. I steer through ambiguity and "information clutter” to resolve complex problems.

5. I ask questions to try to piece together "unrelated" information, events, etc.

6. I build momentum by spending 90 percent of my time on the top 10 percent of my


priority list.

7. I view my "wins" with pride and humility.

8. I operate by a value-driven work philosophy that is grounded on clear principles.

9. I adhere to a disciplined process for sorting out alternatives and arriving at the best
option when approaching a problem or project.

10. I make connections between and among information, events, etc. that reveal key issues,
problems, or opportunities.

11. I display single-mindedness in unstoppably directing my energy at specific targets.

12. I persuasively and effectively reassure teams and/or individuals in the face of setbacks
or seemingly insurmountable obstacles.

13. I identify and find ways to meet the needs, expectations, and wants of others up, down,
and across the organization.

14. I test ideas and assumptions by carefully reviewing ideas with thought leaders and
critical thinkers within my organization.

15. I do not accept a problem at face value, but search for the less obvious underlying
factors driving the problem.

16. I find a way to "get it done" and will sacrifice personally to reach the goal line.

17. I have a thorough understanding of my own emotions and feelings and how they impact
the situation at hand.

18. I give people a sense of personal fulfillment by recognizing their individual


contributions in the achievement of a goal.
Leading the Revolution 31

Leadership Self-Assessment continued

19. I consult outside resources (e.g., magazines, and databases) in order to identify where
my company, my industry, and the market are moving and to size up new business
opportunities.

20. I take into account the potential implications of a decision on other people/departments
within the organization before moving forward.

21. I stay the course mentally despite potential distractions and disruptions to my primary
focus.

22. I control and selectively display my emotions and feelings in a beneficial way (e.g., I
successfully channel my anger).

23. I help build shared goals and values to reinforce individual commitment to the
organization.

24. I create viable new business ideas by thinking "out of the box," as well as in a sound
business fashion.

25. I build and connect processes within my organization to assure that implementation
remains constant and reliable.

26. I display stamina, energy, and intensity in achieving high standards of performance.

27. I express myself in consistent moods that invite participation and further
communication with others.

28. I provide honest, clear feedback by focusing on the issue (and not the person) so that the
person will accept and consider the feedback.

29. I ask "What if?" questions and play out scenarios to test new business ideas that
challenge the status quo.

30. I assure that new ideas are integrated with established procedures/processes so that the
organization can digest the new ideas.

31. I act decisively, with a passion for making things happen.

32. I recognize and consider the emotions and feelings of others before taking action.

33. I articulate a goal or vision and motivate others to help me reach that goal/vision.

34. I have the ability to create unorthodox or revolutionary concepts that have growth or
profit potential.

35. I create synergy by involving the "right people" in all phases of work design and
operational implementation.
Leading the Revolution 32

Leadership Self-Assessment continued

36. I demonstrate boldness in striving for ambitious goals rather than settling for the safety
of achievable results.

37. I treat different people differently, with appropriate amounts of candor and sensitivity
depending on each individual's own unique makeup.

38. I create shared responsibility among team members by building participation in decision
making and delegating key tasks/functions.

39. I take the time to check whether a new idea is feasible before proceeding.

40. I pull together disparate ideas to create clear themes and pathways that may alleviate
the confusion and anxiety of others.

41. I seekand findcreative solutions to obstacles blocking the path to the goal line.

42. I accept rejection with grace and renewed determination, modeling to others how to
handle failure.

43. I display trust in others by giving them additional responsibilitiesand providing them
with the appropriate tools and resources necessary to carry those responsibilities out.

44. I seek better solutions to problems instead of falling back on established protocol.

45. I demonstrate a commitment to continuous learning by documenting critically


important action steps, i.e., I try to make sure that my organization does not "reinvent
the wheel."

46. I effectively communicate the critical nature of the goal in a way that allows others to
focus on that goal, as well.

47. I offer solutions, suggestions, and constructive criticism to others while also remaining
open to additional possibilities.

48. I successfully help individuals and teams reach higher levels of performance, e.g., by
displaying confidence in them at critical junctures.

49. I act receptive to the new ideas of others and try to improve or enhance them in a non-
threatening manner.

50. I see an entity (e.g., my organization) not merely as a collection of isolated processes
and parts, but as a unitary whole of interconnected processes.
Leading the Revolution 33

Leadership Self-Assessment answer sheet

Emotional Building Trust/ Conceptual Systems


Focused Drive Intelligence Enabling Others Thinking Thinking

1. __________ 2. __________ 3. __________ 4. __________ 5. __________

6. __________ 7. __________ 8. __________ 9. __________ 10. __________

11. __________ 12. __________ 13. __________ 14. __________ 15. __________

16. __________ 17. __________ 18. __________ 19. __________ 20. __________

21. __________ 22. __________ 23. __________ 24. __________ 25. __________

26. __________ 27. __________ 28. __________ 29. __________ 30. __________

31. __________ 32. __________ 33. __________ 34. __________ 35. __________

36. __________ 37. __________ 38. __________ 39. __________ 40. __________

41. __________ 42. __________ 43. __________ 44. __________ 45. __________

46. __________ 47. __________ 48. __________ 49. __________ 50. __________

TOTALS:

__________ __________ __________ __________ __________


Leading the Revolution 34

Individual Development Planning:


Leadership Competencies

Competency Profile Sheet


1. Transfer your overall competency scores from the answer sheet to the corresponding
boxes below.
2. Plot points on the graph using the scale on the left.
3. Connect the dots to see your overall competency profile.

Absolute
30
Strength

Relative
25
Strength

Possible
Development 20
Area

Development
15
Area

Possible
10
Block

Competency
Scores:
Conceptual Thinking

Systems Thinking
Building Trust/
Focused Drive

Emotional Intelligence

Enabling Others
Leading the Revolution 35

SECTION 3

Leadership Development Guide

The following activities are excepts from the Leadership Development Guide, a guide
researched and developed by Linkage, Inc. in partnership with Dr. Warren Bennis. These
activities were selected because of their relevance to today’s program.

Excerpted from Leadership Assessment Instrument and Development Guide, ©1999 Linkage,
Inc. Used with permission. Call 781-862-3157 for further information.
Leading the Revolution 36

Developing the Competency of Conceptual Thinking:


The Innovation Component

Definition
The ability to create/enhance ideas, products, and services that lead to bottom-line
success.

Behaviors
Ø Asks “What if?” questions to test assumptions and challenge the status quo
Ø Seeks better solutions to problems instead of falling back on obvious ones
Ø Demonstrates an ability to create new business ideas by thinking “out of the box”
Ø Demonstrates creativity in making ideas and concepts better
Ø Creates innovative concepts that have growth or profit potential

Exercise: New Product Ideas


The following exercise is one you can do either on your own or with a group.

1. Take an everyday object (such as a brick, or a toothbrush), and come up with as


many uses for it as you can think of.

Example: A brick could be used, among other things, as a paperweight, a weapon


for self-defense, a bookend, a pedestal to support a vase or small statuette, a
flyswatter or bug-smasher, a doorstop, or a stepping stone for crossing puddles.

2. Identify which of these uses could yield a product that would complement your
organization’s products or services.

Example: Let’s say your company owns and manages a chain of bookstores. You
might print the name and logo of the company on bricks and sell them as hip
“urban bookends.”
Leading the Revolution 37

Exercise: Your Conditions For Creativity


How often have you heard someone say, “I do my best thinking in the shower” or “I
always seem to have my best ideas in my car on the way to work?" If you’re like most
people, there are probably certain conditions that are conducive to your thinking
creatively, and others that hinder your creativity.

In this brief exercise, you’ll try to identify what these conditions are.

1. Identify some times when you’ve been able to think creatively.

2. Think about what each of those times were like:


Ø Were you alone, or with others?
Ø If you were with others, who specifically were they?
Ø Where were you (for example, indoors or outdoors, at home or at work)?
Ø What was the space like (for example, bright or dark, cluttered or spare)?
Ø What time of day was it?
Ø What else was going on at the time (For example, was your schedule busy or
light, were you under pressure or not)?

3. Try to identify patterns—that is, are there conditions that were common to most or
all of the times when you were able to think creatively?

4. Repeat steps 1 to 3, this time for situations in which you were unable to think
creatively.

5. In the future, when you need to think creatively, try to recreate the conditions that
seemed to foster creativity in the past, while avoiding conditions that hindered
creativity.
Leading the Revolution 38

Daily Practices

Ø When you’re seeking new ideas or innovative solutions, or when you’re faced with
a problem for which there is no easy solution, do something different. Often, change
is all it takes to send your thinking in new directions.
• Change the conditions in which you work. For example, if you’re working in
an office, try taking a walk. If you’re working alone, find someone to talk with.
If you’re working late in the day, try working first thing in the morning.
• Change your methods. You might consider “thinking aloud” by talking things
out with a colleague. Or, create interesting and unusual metaphors for the topic
or issue you face and think through all the characteristics and implications of
seeing it in these different ways.
• Change your medium. For example, rather than thinking it through alone, try
using a computer or paper and pen, writing non-stop for five minutes. Record
your thoughts unedited, then read your thoughts with an eye toward emerging
insights, connections, and possibilities. Or, draw a picture that symbolically
represents either the issue you face or your relationship to the issue.

Ø Practice asking “What if?” questions. Do this by first identifying something you
take for granted (such as gravity, your organization’s core product line or lines, or
the fact that people only have two arms!). Then try to imagine what all the
implications would be if that fact you take for granted were no longer the case:
What would life be like if there was no gravity? If your organization had to totally
reconfigure its product lines? If people regularly had a different number of arms?

As with the new products exercise, above, this is a great practice to use with a
group. For example, it’s helpful as a way of “limbering up” people’s minds at the
start of a meeting.

Ø Institute regular brainstorming or creativity forums, where people come together


with no purpose other than thinking up new ideas or ways of doing things. The only
outcome of such meetings should be lists of possibilities to be explored further, and
commitments to meet again to analyze the possibilities.

Ø Make it a regular practice to read articles or books in areas about which you know
very little. These should offer new perspectives on your areas of expertise and help
enrich your approach to strategic thinking and problem solving.
Leading the Revolution 39

Activities, Assignments, and Projects

Ø Lead or participate on a team charged with “scanning” the organization’s


environment to identify critical trends that may affect the organization in the future.

Ø Lead or participate on a team charged with solving a difficult problem faced by the
organization.

Ø Seek a developmental assignment in a function that requires “out of the box”


thinking, such as research and development or marketing.

Ø Creativity and innovation are enhanced when we work differently with the material
before us and/or when we represent that material in a fresh way. When you
encounter a difficult issue or problem for which there is no easy solution, consider
inventive activities as alternatives to simply thinking through something alone or
“talking it out” as a team.
• Write nonstop for five minutes, recording your unedited thoughts on paper.
• Create an interesting and unusual metaphor for the topic or issue and think
through all the characteristics and implications of seeing it this way.
• Draw a picture that symbolically represents either the issue you face or your
relationship to the issue.
Leading the Revolution 40

Developing the Competency of Conceptual Thinking:


The Big-Picture Thinking Component

Definition
The ability to see all of the forces, events, entities, and people that are affecting (or are
being affected by) the situation at hand.

Behaviors
Ø Searches for and conceptualizes the underlying, systemic causes driving a problem
Ø Intuitively forms ideas that clarify the many possibilities in a complex situation
Ø Makes connections between and among information, events, etc. that reveal key
issues or opportunities
Ø Comes up with new concepts or distinctions that better organize the interpretation
of ambiguous data, information, or events
Ø Asks questions to try to form a complete picture of “unrelated” information, events,
etc.

Exercise: Using a Conceptual Model to Analyze Causes


One important capability of the big-picture thinker is the ability to consider
systematically the multiple underlying causes of a problem. One model that usefully
organizes such a systematic scan of causes is the famous McKinsey “7S” model, which
looks at organizations through the lenses of shared values, structure, strategy, systems
(e.g., information systems), style, staff, and skill.

1. Consider a past project or initiative that was unsuccessful or a current project or


initiative that is suffering from problems of an uncertain nature.

2. Identify how each of the following may have hindered (or is currently hindering) its
success:
• The shared values of the organization
• The structure of the organization
• The strategy of the organization
• The systems of the organization (e.g., information systems, HR systems)
• The style (culture) of the organization
• The staff of the organization (i.e., how jobs are designed and filled)
• The skill of the organization (i.e., how the organization identifies, measures,
and develops the skills of its people)

3. If you have analyzed a past project or initiative, apply your learning to future
undertakings. If you have analyzed a current project or initiative, make adjustments
as necessary.
Leading the Revolution 41

Daily Practices

Ø Cultivate a mindset that habitually seeks connections by consciously asking the


question “How are these two (or more) issues, problems, ideas, bits of information
alike or related?” Avoid the tendency to proceed with a mindset that seeks first and
foremost to answer the question “How are these two (or more) issues, problems,
ideas, bits of information distinct or different?”

Ø Regularly read a high-quality newspaper or business journal. Each time you do so,
try to identify at least one trend that will affect your organization—or provide it
with an opportunity—within the next five years. Develop one or more
recommendations for responding to each trend. Share your analysis and
recommendations with your colleagues.

Ø Consider the implications of problems and solutions on other people and


departments by defining a problem from the perspective of each stakeholder.

Ø Pose context questions as frequently as you pose content questions when making
decisions or coaching others. Content questions ask about the data used to solve a
problem, make a decision, or proceed in a situation. Such questions focus attention
on the details and specifics of a situation in order to justify choices contemplated or
made.

Ø Context questions focus attention on how a problem or situation was solved/is


being solved, addressed, or considered. Such questions promote an “on the
balcony” perspective that expands our sights and sense of possibilities. Examples of
context questions include the following:
• What are the questions we should be asking ourselves?
• What is the outcome we really want out of this?
• What are the key assumptions that lie behind our positions and actions?
• Who can provide another perspective?
• What are we missing?
Leading the Revolution 42

Activities, Assignments, and Projects

Ø Volunteer for a cross-functional or cross-divisional assignment. This will give you


another perspective from which to view the organization in general and the work of
your own unit in particular.

Ø Create an idea for a new product or service and outline the business plan for its
launch. Share the proposal with a friend or colleague for input on how you
anticipate the market’s needs.

Ø Develop a model that clarifies and organizes your interpretation of a body of


complex data, information, or events important to your job role and your business.
Test the usefulness of the model as new data, information, or events present
themselves.

Ø Record in a journal your gleanings of industry trends, organizational issues,


opportunities, and threats, as gathered through calls, conversations, meetings,
conferences, readings, and contacts with those inside and outside your business.
Make it a habit to comb periodically through your observations and reflections,
seeking synthesis of seemingly disparate pieces.
Leading the Revolution 43

SECTION 4

Forms
Leading the Revolution 44

Question sheet

Leading the Use this form to write your question for Gary Hamel or for discussion among your
colleagues. Please write clearly.
Revolution
Making Strategic
Name (optional)
Innovation and Growth a
Core Competency in Your Organization
Organization
Location

Your question (25 words or less):

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

Tel 800-520-8567

Fax 800-723-2752

E-mail Linkage@ktca.org

PBS and the PBS logo are trademarks and service marks of the Public Broadcasting Service and are used with its permission.
P ARTICIPANT Feedback and application are vital parts of the learning process. Please take a few minutes to
complete this survey and return it to your Site Coordinator. We value your input and participation.
E VALUATION
If you are applying for Continuing Education Units (CEUs)
(CEUs) you must:
1. Have signed in at the beginning of the satellite transmission on the log provided by the Site
Coordinator
2. Complete this form in its entirety and return it to the Site Coordinator, who will send it to The
Business Channel for processing

Leading the
Your name Title
Revolution
Organization
Making Strategic
Innovation and Phone E-mail
Growth a Core
Social Security # (CEU participants only)
Competency in
Your Organization Date of participation in satellite program

1. Circle the score that indicates the overall usefulness of this program to you:
not at all useful 1 2 3 4 5 extremely useful

2. Listed below are the learning objectives for Leading the Revolution.
Revolution Now that you have
completed the satellite-delivered portion of the program as well as the accompanying participant
materials, please circle the number that best reflects your level of comprehension of the subject
matter using the following scale.
I understand the material presented
not at all 1 2 3 4 5 completely

a. When participating in strategic planning and assessing the effectiveness of my 1 2 3 4 5


organization’s strategy, before favoring dramatic changes I will recall data and
observations regarding the futility of “holding on to” worn-out means of growth,
such as mergers and acquisitions, re-engineering, and downsizing.
b. When participating in strategic planning, I will recall and recognize signs of a 1 2 3 4 5
“dying” strategic business concept and share my concerns/predictions with others
involved in the planning process.
c. When participating in the strategic planning associated with creating a new 1 2 3 4 5
business model, I will ensure it addresses our business mission, product/market
scope, and a basis for differentiation while taking into account our resource base and
value network.
d. When managing myself and others in my workgroup, I will openly encourage 1 2 3 4 5
innovative thinking by establishing and maintaining mental and political models.
These models will expect and reward strategic innovation.
e. When assessing my own leadership skills, I understand the importance of developing 1 2 3 4 5
“seer” attributes and will consciously seek trends, reoccurring patterns, and novelty.
f. When assessing my own leadership skills, I understand the importance of 1 2 3 4 5
developing my “heretic” tendencies and will consciously challenge the status quo,
ask thoughtful questions, and allow myself to be direct, demanding, and wrong.
Return this form to your g. When assessing my own leadership skills, I understand the value of becoming an 1 2 3 4 5
site coordinator or send to: “organizational activist” and will strive to establish a community focused on
meaningful goals and supported by management and employees alike.
The Business Channel
Program Development h. When assessing my own leadership skills, I understand the necessity of becoming 1 2 3 4 5
1330 Braddock Place a “builder of capability” and will purposely seek input from “new voices” while
Alexandria VA creating an internal market for talent, capital, and ideas.
22314-1698
PBS and the PBS logo are trademarks and service marks of the Public Broadcasting Service and are used with its permission. Page 45
1999 The Business Channel, L.L.C. Permission is granted to duplicate this form only if all copies include this line.
Fax: 703.739.3854
3. Identify the most important knowledge that you acquired from this program. Please check
all that apply.
q1 Traditional means of bringing about q1 Considerations to take into account when
organizational growth and profitability developing a business model.
are no longer infallible.
q1 How an organization's mental and q1 Attributes of a strategic leader in terms of
political models impede or encourage being a seer, heretic, activist, and builder
strategic innovation. of capability.
q1 How to assess my leadership skills and q1 How to recognize a "dying" corporate
further my development by completing strategy.
the Leadership Assessment Instrument™
and the suggested pre-and post- q1 Other ____________________________
presentation activities.

4. Identify how you will use this knowledge on the job. Please check all that apply.
q1 To improve my contributions to my q1 To nurture seer, heretic, activist, and
organization's strategic planning process. capacity building characteristics in myself.
q1 To better ensure my workgroup's goals q1 To create and support a climate which
and initiatives are supportive of the encourages individuals to be seers,
organization's strategy. heretics, activists, and capacity builders.
q1 Other _______________________________________________________________________

5. Below is a list of phrases that could be used to describe this program. Please read each
phrase and check the box that best indicates the extent to which you agree or disagree.
Strongly Somewhat Somewhat Strongly
disagree disagree agree agree

Current important topic q1 q2 q3 q4


Offered ideas for immediate use q1 q2 q3 q4
Thought provoking q1 q2 q3 q4
Motivating q1 q2 q3 q4
Knowledgeable presenter(s) q1 q2 q3 q4
Effective presentation style(s) q1 q2 q3 q4
High quality video inserts or graphics q1 q2 q3 q4
Useful participant materials q1 q2 q3 q4
Right time of day q1 q2 q3 q4
Right time of month q1 q2 q3 q4
Good audio quality q1 q2 q3 q4
Good visual quality q1 q2 q3 q4
Other: _____________________________ q1 q2 q3 q4

6. Would you recommend this program to your colleagues? Yes No

a. If yes, to whom?

Page 46

1999 The Business Channel, L.L.C. Permission is granted to duplicate this form only if all copies include this line.
7. Please give a general overall comment about the program.

a. May we use this comment in promotional materials? Yes No


b. If yes, may we use it with your name and organization? Yes No

8. How can this training program be improved?

9. What other programs would be of interest to you? Please check all that apply.
q1 Time management q1 Interviewing
q1 Mentoring q1 Employment law
q1 Managing and initiating change q1 Health and safety
q1 Risk analysis q1 Negotiation
q1 Knowledge management q1 Listening skills
q1 Decision making q1 Project leadership
q1 Innovation and creativity q1 Understanding and managing technology
q1 Presentation skills q1 Workplace values
q1 Sexual harassment prevention q1 Diversity
q1 Problem solving q1 Customer service
q1 Computer skills q1 Strategic selling
q1 Conflict resolution q1 Communication skills
q1 Performance appraisal q1 Other______________________________

10. What is your role within your organization?


q1 President q8 Network Manager
q2 Vice President q9 Staff Member
q3 Director q10 Sales Representative
q4 Manager/Supervisor q11 Customer Service Representative
q5 Project Manager q12 Administrative Staff
q6 Team Leader q13 Other______________________________
q7 Professional

11. What department?


q1 Product Development q6 Sales
q2 Manufacturing/Plant Operation q7 Marketing
q3 Research and Development q8 Customer Service
q4 Administration q9 Operations
q5 Finance/Accounting q10 Other______________________________

Page 47
Thank you for your comments!

1999 The Business Channel, L.L.C. Permission is granted to duplicate this form only if all copies include this line.

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