< PreviousCORE TEAMT HROUGHOUT THIS program you will inevitably, and for a variety of reasons, have people who move in and out of it, so it is crucial that you assemble a committed CORE TEAM that’s comprised of individuals from a variety of different backgrounds and perspectives, and complete with board level and senior leadership representation, who will act as the anchoring team and the driving force for the entire program. Furthermore, this CORE TEAM will have a tremendous responsibility because it’s no small exaggeration to say that the future fortunes and prosperity of your company will be in their hands. And, additionally, given the breadth, depth, and rate of global industrial and societal disruption, they are going to be challenged like never before and in ways that make even the historic navigation of the infamous Cape of Good Hope look like a gentle morning swim in a hotel swimming pool. As a consequence your CORE TEAM will need to be energetic, diverse, resilient free thinkers who don’t just think outside the box - they live outside of it. And, just like the first explorers who left their homelands behind they also need to be fearless, resourceful, and determined to succeed no matter the odds. This is no walk in the company canteen - we’re getting out of all our comfort zones here and exploring new frontiers, so you had better be prepared for what lies ahead. 71311institute.com EXPLORE MORE BOOK AN EXPERT CALLPREPARE PHASE • CORE TEAM STAGE TASK SUMMARY Your task during the CORE TEAM STAGE is to find and recruit the members of your Core Team who will be responsible for leading and managing the entire program from start to finish. SCHEDULE You have TWO WEEKS to complete this stage. MONTUEWEDTHUFRISATSUN MONTUEWEDTHUFRISATSUN RECRUITMENT EVENT Run a recruitment workshop. Discuss your objectives, be clear about your recruitment needs. KICK OFF WORKSHOP WRAP UP WORKSHOP Finalise your selections and make the necessary offers. Start down selecting your candidates, get commitments. SELECTION WORKSHOP Start interviewing suitable candidates. INTERVIEW SESSIONSPREPARE PHASE • CORE TEAM STAGE GUIDANCE ACTIVITY LIST1. Conduct a Kick Off Workshop. 2. Run a Recruitment Event. 3. Conduct Interviews. 4. Conduct Selection Workshop. 5. Conduct Wrap Up Workshop. TIPS1. Look across the entire business for suitable recruits. 2. Don’t restrict your search to traditional roles or traditional places. 2. Look for people who are enthusiastic about change, disruption, and entrepreneurship. 2. Look for people who can commit and who have the time available. 3. Look for people who are resilient and who can navigate company politics. 3. Look for people who are respected and who have authority to make a difference. 2. Look for volunteers. CRUCIAL MOMENTS1. Beginning the search process. 2. Getting a member of the board or C Suite to be a member of the Core Team. 2. Getting the right access to people and talent in different parts of the business. RISKS1. Noone comes forward. 2. The people you recruit aren’t given time away from their day jobs to participate. 2. The people you aren’t able to fully commit. 3. The people you recruit are all from a single part of the business. 3. You don’t have at least one senior board member on the team. 2. You don’t have the sponsorship or support of the board or senior stakeholders. 3. Your senior leadership team doesn’t provide appropriate funding, support, or time, for the program. 4. Senior leaders within the company aren’t fully bought into the need for change or the program. DELIVERABLES1. Secure board representation, sponsorship and support. 3. Recruit a board level executive. 3. Recruit your core team. OUTCOMEBy the end of this stage you will have hired your CORE TEAM who will be responsible for the overall management and delivery of the program.PLANH AVING ASSEMBLED your CORE TEAM you now need to think very carefully about the logistics and practicalities of running your ambitious program from start to finish, and even after it’s finished, the infamous what next questions, and even consider how you embed the lessons you’ve learned from your journey into your company’s everyday strategy. VISION PAPERS While this Codex will always be here for you to refer to as a reference document it’s also vitally important that your company has its own forward looking Vision Paper that’s owned and regularly updated by company stakeholders that your senior leadership team can reference when they’re developing the company’s future strategy. This paper that, at your discretion, can span a decade or more, should clearly detail all of your future aspirations, motivations, and objectives, and should be treated as a living document. While creating a Vision Paper might sound odd you might be surprised at how many company’s lack such a basic map to guide them by, and time and time again I’ve seen the benefits that these papers bring, to companies and sovereign nations alike, first hand. After all, no explorer ever set off into the unknown without a guide or map... or a plan for that matter. Creating your Vision Paper will take time though and should be done with the full cooperation and support of your senior leadership team, and like any document once you start crafting it you’ll likely find yourself in the situation where you have more questions than answers and therefore plenty to debate, which is only a good thing under the circumstances. 75311institute.com EXPLORE MORE BOOK AN EXPERT CALLPREPARE PHASE • PLAN STAGE TASK SUMMARY Your task during the PLAN STAGE is to create an all encompassing plan detailing how you are going to run your program from start to end. SCHEDULE You have TWO WEEKS to complete this stage. MONTUEWEDTHUFRISATSUN MONTUEWEDTHUFRISATSUN KICK OFF WORKSHOP Discuss your objectives, start planning, and assign roles and tasks. Conduct the Core Team’s first orientation meeting. CORE TEAM MEETING WRAP UP WORKSHOP Discuss and finalise your plan, and get final sign offs. Review your progress, make course corrections as needed. REVIEW SESSION Review your progress, make course corrections as needed. REVIEW SESSIONPREPARE PHASE • PLAN STAGE GUIDANCE ACTIVITY LIST1. Conduct your first CORE TEAM Meeting. 2. Conduct a Kick Off Workshop. 3. Conduct your first Review Session. 4. Conduct your second Review Session. 5. Conduct a Wrap Up Workshop. TIPS1. Be clear about what resources you do and do not have access to. 2. Be clear about the amount and source of funding you have access to and whether it is committed. 3. Be realistic in your planning, your resource requirements, and your schedule. 4. Clearly document all funding and resource gaps, and prioritise gaps that could jeopardise the success of the program. 5. Get all commitments in writing and make sure all commitments are signed off as required. 6. Have a plan to mitigate any potential problems you might encounter during the program. 7. If you hit any roadblocks seek help from senior leadership and look for help outside of the CORE TEAM. 8. Make sure everyone has the opportunity to provide input and feedback. 9. Make sure you include extra contingencies in the event you need more time or encounter problems later on in the program. CRUCIAL MOMENTS1. Identifying and securing venues to use. 2. Publishing and getting your plan signed off. 3. Securing access to the right levels of funding and resources. RISKS1. Participants aren’t able to commit the time or aren’t available when needed. 2. Participants drop out of the program for whatever reason. 3. The venues you select aren’t inspirational or motivational enough. 4. You don’t allocate enough time to tasks. 5. You don’t secure access to adequate funding or resources. 6. Your plan crosses major holidays or busy periods. 7. Your plan does not get signed off. 8. Senior leadership are not committed or supportive. 9. Work is to a low standard. DELIVERABLES1. Create a detailed and documented Program Plan. OUTCOMEBy the end of this stage you will have created a complete Program Plan that details everything you need to successfully run the program.PREPARE PHASE • PLAN STAGE YOUR GUIDING PRINCIPLES Building an Exponential Enterprise is a completely different type of endeavour from the ones you are used to and will be a new challenge for your company. As a result creating the right mindset from the outset of the program is crucial and requires commitment to a range of potentially new principles. POINTERS Your company’s guiding principles should be unique to you, and you should think carefully about the ones you want to promote and be guided by when creating your Program Plan. When putting your list of guiding principles together here are some of the values you can think about incorporating into it: 1.Behaviours you value. 2.Values you admire. 3.Values you want to promote and uphold. 4.Values that are universal.PREPARE PHASE • PLAN STAGE YOUR SCOPE Defining and communicating the scope of the program to the coaches and participants is crucial to your getting the outcomes you want to achieve. The scope will also determine the purview of the types of individuals you bring on board during the RECRUIT STAGE and their behaviours during the LAUNCH PHASE of the program. POINTERS Some of the key questions to think about during this activity include: 1.What are you trying to achieve? 2.What are your expectations? 3.What are you trying to transform? 4.What is your playground? Next >