© Copyright Leslie Perlow

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Agenda

• Cycle of responsiveness

• Power of PTO

• Winning formula

• Collective goal

• Structured dialogue

• Common objections

• Holding feet to the fire

• Norms and expectations

• Measuring progress

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Cycle of Responsiveness

Adapt and adjust to make it possible to be on

Available more, others start making requests

Self-imposed pressure to respond

Culture of responsiveness Pressure

to be on

“To succeed, I have to be responsive.”

“I make sure I’m always accessible.”

“Many requests are not urgent but I am available and want to be perceived that way, so I respond. Besides, I like to keep up on my work.”

“Everyone here is tethered to their BlackBerry 24/7.”

“Others know they can count on me being accessible.”

How genuine pressure to be on gets amplified through our own actions

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Purpose of PTO

· Break the cycle of responsiveness

· Help team members work together to change their actions and interactions

· Reduce the bad intensity and increase the good intensity

· Create a win-win, benefiting both team’s work process and team members’ work-lives

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Winning Formula

+ =Collective goal of predictable time off

Structured dialogue

Better work and better lives

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Collective Goal

· Of personal value to all of us

· Means to as well as end

· Collective and shared

· Small and doable

· Concrete and measurable

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Structured Dialogue

· Regular meetings– Attendance mandatory

· Focus on work process– Pulse check– Tummy rumbles

Focus on achievement of goal– Calendar review

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Pulse Check

How are you feeling?

How much value are we delivering to the client?

How satisfied are you with your learning?

Is the current operating model sustainable for you?

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Tummy Rumbles

· Worry that client teams won’t produce / deliver, and once again, we’re left holding the bag

· Questions about client resources for internal teams–both competency and their ability to take over: am not sure they understand exactly what we are doing (playbook, documentation, etc.)

· We’re doing lots of “transitional analysis” across all departments – what is highest priority vs. nice-to-haves?

· Are we lacking (client) IT coordination to deliver the scorecard as we’ve designed it?

· We have a lot of key meetings scheduled on Fridays

· Finding it difficult to schedule time with Client X

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Calendar Review

Bill1

11

21

31

28

14

7

22

29

15

8

23

2

30

16

9

24

3

31

17

10

25

4

1

18

Recruiting (LA, all day) - MarkRecruiting (CHI, all day) - Bill

Recruiting (BOS, all day) - Mark

Vacation - Lisa

Debrief SVP with COO

Training - Bill Training - Bill

Training - Mark

Team lead meeting

Debrief SVP with Client B

Prep with B for SVP update

Vacation – Charlie

SVP UpdateClient A update (8:00 – 8:30)

Prep Client B for SVP update

SVP Update

Recruiting (SF, evening) - Lisa

Client A update (8:00 – 8:30)

Client A update (8:00 – 8:30)

Client A update (8:00 – 8:30)

Client A update (8:00 – 8:30)

Lisa, Bob

Lisa, Bob

Bob

Lisa, Bob

Lisa, Bob

Charlie Mark

Mark

Mark

Mark

Bill

Bill, Lisa

Bill

BillCharlie

Charlie

Charlie

Mark

Monday Tuesday Wednesday Thursday Friday

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Holding Feet to the Fire

· Sometimes:– We will need to let go of the rules of engagement

or – We will decide change is not desirable after exploring the

possibility But far too often:

– We will be inclined not to try hard enough first

We must share the responsibility to push ourselves to keep trying to adhere to the rules of engagement

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Common Objections

Not possible for me

Not relevant for me

I don’t want this

It will result in entitlement

Too much burden on me