Category Archives: From The Founder’s Desk

Knowledge, insights, tips, ideas, innovation—All of our Founder’s wisdom and experience of over a decade shared here.

Customer Delight @Shangri-La

Customer Delight @Shangri-La

I am extremely delighted to share my amazing experience with Shangri-La Bangalore during my Training at SixSigma Yellow belt on 20th Jan 2018 with QLS team leaded by ShivKhera Sir. Customer experience is the experience that I had with a brand of reputed 5star property started moment I landed at airport. It included many different areas, such as airport pickup, ease of sharing, and speed of delivery. We hear “Customer service experience focuses on service” but I experienced with Chauffeur -Adam, Chef – Wasim Reja and Service staff – Tarani. Started with smile; smile of welcome, smile of love; smile of honour; smile of happiness; and smile of making me part of them. Like customer experience as a whole, must appreciated first level call by Adam to Security (we are 5 mins away), Conscious call from security  to Guest relation and than room service and this made me realised it is an important part of ongoing business growth which was evident in aura.


Six Sigma Certification program at Shangri-la Bangalore with QLS leaded by ShivKhera Sir

Having 21 countries travel experience in best of properties; I realised  “customer service” covers a massive range of support options. But felt WOW in India with Bangalore Shangri-la. I sensed they all had in them “Our customers want a good customer service experience, and we need to deliver with SMILE”

Customer service experience connects everything. It’s the connection of all the service interactions. Must visit destination.


Leadership and Organisation Effectiveness


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I presented my research work in International Conference, describes the Leadership Style and Organisational Effectiveness in Delhi NCR. Attempt was made to determine if there is a significant relationship between leadership styles in relation to Organisation Effectiveness. A total of 67 randomly selected leaders from the Delhi NCR completed leadership style and Organisational Effectiveness questionnaires. The data indicates that in Delhi NCR: (a) leadership styles included directive, supportive, participated and action oriented leadership. The most common leadership style among is directive leadership style. (b) there is no relationship between directive leadership styles and organisation effectiveness. (c) There is no relationship between action oriented leadership style and organisation effectiveness.

Keywords: Leadership style, Organisation effectiveness

1. Introduction : Success or failure of organisations, is a result of both the leaders and followers’ roles (Avolio & Reichard, 2008). In management and organisational behaviour literature, the focus is largely on the concept of leadership (Shondrick & Lord, 2010). Dixon and Westbrook’s (2003) findings validated Kelley’s idea of the existence of leadership in all organisational levels. It is believed that a focus on leadership will enhance our understanding of the leadership process because the operation of each is dependent on the other (Henry, 2012).Paper focus on 4 style of Leadership

Directive leadership is task-oriented and includes setting performance goals and reviews, facilitation, discipline and rewards.Supportive leadership is people-oriented and describes a friendly and approachable leader who creates a pleasant work environment based on mutual respect, no hierarchy, and employee satisfaction. Participative leadership involves employees in decision making and encourages employee suggestions and involvement. Achievement-oriented leadership involves employee performance reviews, including goals, efficiency, improvement, responsibility and accomplishment. In this model, the relationship between style and effectiveness, relates to employee characteristics and the employees work environment.

 Anubha Walia is an International Trainer, Facilitator and OD Specialist is a founder of PrisScreen Shot 2015-01-11 at 4.14.00 pmm Trainings & Consultancy, specialises in Human Process Facilitation carries  rich experience  in Trainings & Quality. Her expertise includes Human Process intervention, Followership & Leadership, Team building and Quality Change Agent specialist. She is actively engaged in research work on Followership (first lady from INDIA) and associated with prestigious international clients in various Human Process Intervention programs  specifically to improve the business performance, team building & workplace transformation, acquired proficiency on creativity and uses her potential to nurture clan and generation.

If you want to read full paper, please mail me at visit



Time is a precious commodity. Each person has the same amount of time, 24 hours each day, to use productively or to waste. Many people believe that time management is one of the top reasons that individuals succeed or fail both professionally and in their personal lives. Zeller describes a broad variety of time management techniques and systems that can be used by people in different professional roles, as well as at home to ensure that they are making the most of their time every day.Training Session with Anubha with Manufacturing team


Before delving into detailed techniques for better time management, it is useful to take a look at the bigger picture, and analyze why time is so valuable. Zeller suggests taking a step back and considering one’s life goals and the value of one’s time in the long run.

The best time managers consider in depth the link between time management and their life goals. When a person understands his or her short, medium, or long-term goals, it helps shape the way time is then used as a result. Clear goals create a sense of urgency which motivates people to accomplish more in less time. Studies have shown that individuals who document their goals are more likely to achieve them in a shorter period of time. Zeller recommends identifying at least 50 goals to accomplish in the next ten years. The next step is to isolate the three most important goals to achieve within one year, three year, five year, and ten year timeframes. This exercise can help to effectively focus energy.

Another useful exercise is to determine what a person feels they are worth on a per hour analysis. When an individual understands the value of time after breaking it down to an hour-by-hour basis, it is easier to make educated decisions about how to organize their tasks. The goal should be to use time in a way that provides the best return on investment. A key question then becomes whether the time to perform a task costs more or less than hiring someone to do the work. Additionally, leisure activities should produce as much value as one’s hourly income rate. For example, a person might choose to pay a landscaping service to mow their lawn in order to spend that time doing something more enjoyable and personally productive.


After identifying one’s time management goals, it is a good idea to prioritize them. This results in a structured plan for attaining them. A basic principle called the 80/20 rule is important to remember. This principle suggests that 20 percent of a person’s tasks will generate 80 percent of their desired results. To maximize one’s productivity, therefore, it is necessary to place a high priority on the important activities that fall into the 20 percent zone. Zeller suggests that people identify their top 12 goals as well as identify the tasks necessary to accomplish them. These tasks should be broken down into a list of daily “to do” items. On a daily task list, the “A items” are those that will lead to a major consequence if not completed, while “B items” have only minor consequences if not completed, and “C items” have no penalty if not completed by the end of the day.

In addition to prioritization, techniques like time blocking, organization, and electronic tools can all support a robust time management system.

*Time blocking. Time blocking is a technique that can be used to schedule tasks during the day. Each day is broken into 15 minute segments. Personal activities should be blocked out first. Next, work related activities are added in. Zeller recommends spending 15 to 30 minutes each day and 90 to 120 minutes at the end of the week on self evaluation and planning. This time is used to review progress toward business and personal goals.

*Reducing clutter. To support a time management system, it is important to have an organized office environment. People with uncluttered workspaces tend to be more productive. They feel less distracted and can easily access the tools they need. To maintain an uncluttered work environment, many people handle papers just once. They make sure to execute one of the following options immediately: dump, delegate, detour, do it, or depot. Zeller insists that dump, delegate, and do it are self-explanatory options. A detour is when a paper is parked for later follow-up, and a depot is another term for filing papers. A similar system can be used for dealing with email – there are three possible options: delete, do it, or defer. Deferred emails should be placed in an electronic folder to review later.

*Electronic tools. Electronic tools can also help keep one’s schedule in check. Examples include portable digital assistants (PDAs) and scheduling tools like Microsoft Outlook. One major benefit of scheduling systems is the ability to set up meetings with colleagues without involving administrative assistants or extraneous people. Customer relationship management (CRM) systems are invaluable for storing important information about clients and prospects. Important customer data includes names, addresses, phone numbers, email addresses, and administrative assistant contact information. An organized computer is just as important as an organized workspace. This requires sorting through files, deleting those that are unnecessary, and backing up files that need to be archived. CDs and other storage media must be labeled and stored in a safe place. One option is to use mirrored servers so that backups always exist.

Time management can be challenging when a job requires a lot of travel. However, advanced planning can make business trips as productive as possible. Zeller recommends identifying the trip objectives before setting foot in a car or on a plane. He also suggests grouping trips together for a weeklong trip, rather than several small trips. Each day should be scheduled as tightly as possible. It is useful to book hotels based on convenience and services like Internet access, room service, and a business center. Try to pack efficiently by color coordinating clothing, using hotel toiletries, and investing in a small laptop and electronic reader.

Leading Through Effective Communication- Being A Supercommunicator

Leading Through Effective Communication- Being A Supercommunicator

As super communicators you should observe these six basic guidelines to ensure effective communication:

1. Lead with the Conclusion: The agreed upon standard for communications used to be gradually building to the main point, usually best to state the main idea first and why it is important. After ensuring that all readers have at least understood the critical argument, writers can continue with supporting evidence, information, and a limited number of links for those interested in reading further.

2. Use Big Words Sparingly: Ironically, research shows that while people with stronger vocabularies are more successful in business, those who use too many big words are not effective communicators. When the audience is concentrating on a speaker’s vocabulary, they are missing the overall message. Rather than responding with admiration, people become frustrated or are put off by the speaker’s perceived attempt to brag or impress. Again, the aim is not to insult the audience’s intelligence, but merely ensure that their focus is on the information being conveyed.


3. Combat Jargon Abuse: While jargon feels good to use for insiders, it inherently excludes everyone else. When trying to simplify complicated subjects for a non-specialist audience, it is imperative to minimize and explain any use of jargon. Acronyms are like another form of jargon that increases efficiency for insiders but, again, is a hassle for outsiders. When content looks like “alphabet soup,” acronyms are being overused.
4. Shorter Sentences, Paragraphs, and Chapters: Just as with the overuse of big words, long sentences, paragraphs, and chapters are “roadblocks” for readers. Internet culture has promoted brevity in the same way it has encouraged easy readability. Overdoing it can make a document boring, however, so this is not a hard and fast rule but something to be mindful of.

5. Sync Content with the Audience’s Culture:


When making cultural references or analogies, communicators must be sure the entire audience will understand them. It is safest to stick with shared human experiences (e.g., food, family, sports) to avoid confusion. also need to consider the tone their messages are delivered in.
6. Make it Error Free: Errors ruin credibility no matter how intelligent the person presenting is. Communicators should always work with others to ensure work is free of errors, particularly those a computer may not pick up.null

“A golden rule to be a good manager/leader and of-course a human is to communicate effectively. Our in-depth training modules are designed specifically to bring out the super-communicator in you to make sure you progress and pave the way forward for you and your team.

Our “Be a Supercommuniactor” training module is one in-depth, well researched and perfectly planned as per the recent trends to address the communication issues in your organisation.”

Here is a glimpse of our 2-day session at a leading software solution company.


Six Sigma Way



*Six Sigma is a technical method for fine-tuning products and processes, used by many engineers, service guys and statisticians.

*This process-improvement strategy is customer focused. Leaders implementing Six Sigma practices keep customers’ needs foremost in an organization’s plans.

*Some of the tools and concepts employed by Six Sigma practitioners include Enterprise Resource Planning, lean manufacturing, strategic business partnerships, globalization, and just-in-time inventorying.

Photo on 21-09-15 at 1.30 pm #3*Six Sigma’s management philosophy is driven by facts and data. It clarifies what measures are keys to a business’ success and works at applying data and analysis to optimize results.

*One of the core goals of Six Sigma is to reduce variation or deviation in a product or service. As a result, the product or service becomes more consistent and reliable.

*Process improvement is about eliminating the root causes of business performance problems. The goal is to resolve a problem without disrupting the basic structure of the work process.


A Powerful Strategy for Sustained Success

Peter S. Pande, Robert P. Neuman has written well in there book The Six Sigma way-Business leaders and managers need to be sure they are focusing on sustained success. In today’s business climate, many companies come and go, enjoying only brief periods of success before fading away. Six Sigma is a flexible system aimed at helping twenty-first-century businesses achieve this sustainable success. Some of the companies
Photo on 21-09-15 at 1.30 pm #6  that have successfully implemented its methods include General Electric, Motorola, and Honeywell. Six Sigma benefits organizations by helping them set performance goals for everyone, enhance value for customers, accelerate improvement, promote learning, and execute strategic change.

The system’s crucial elements are not unique to Six Sigma, but they are brought together in a unique way. They are organized into six themes.

1. Focus on the customer: Many improvement strategies include a plan to meet and exceed the expectations of their customers, but Six Sigma places a unique emphasis on taking steps to better understand customers.

2. Data-and-fact-driven management: Six Sigma determines the exact measures that are most important for gauging business performance. It then applies data and analysis in order to achieve optimum results.

3. Process focus, management, and improvement: Process is recognized as the main driver of success. A mastery of process is finally being recognized by business leaders as a powerful way to establish competitive advantage.

4. Proactive management: This is another way of describing the development of good habits. Proactivity enables creativity and establishes control.

5. Change management: A business must break down old-fashioned barriers in order to open up communication and collaboration across the entire organization.

6. Drive for perfection; tolerance for failure: This may seem like a contradictory mindset. However, implementing new ideas and processes carries with it a necessary level of risk, and many organizations do not achieve their potential because they avoid risking failure.

Business leaders need to look over these six themes and honestly determine where their companies stand.

Key Concepts of the Six Sigma System

Six Sigma comprises several major components for improving business performance. One such component is creating a closed-loop system. In this system, a business uses internal and external data to determine how to stay on course, which promotes stability. Algebraic-type equations can be used to locate and define variables, and determine which have the greatest influence. For example, in Y=f(X), Y could represent something like a strategic goal or customer satisfaction, and X could mean actions, quality, efficiency, or influences. The Greek letter sigma is used to represent standard deviation or variation in a group. Variation is the enemy for businesses, so it needs to be tracked at all times. The objective is to reduce variation, or sigma, as much as possible.

Once effective measures are in place, the next step is to apply them to three key management strategies, which are all focused on process:

  1. The goal of process improvement is to fix a problem without changing the basic structure of the actual work process.

2. Process design/redesign, on the other hand, seeks to replace part or all of a process.

3. Process management involves making a long-term change of focus from functions to processes. This is an evolutionary approach that is slow to develop.

Applying Six Sigma to Service and Manufacturing

The authors broadly define service as a business that does not design or produce goods, and manufacturing as a business that does. Many manufacturing businesses pay significant attention to quality, so they do not believe they could benefit further by adopting Six Sigma. However, these companies must acknowledge that there is no longer such a thing as a pure manufacturing company. Rather, manufacturers must also stay on top of technology, understand their customers’ changing needs, manage supplier networks, and so on. Studies have shown that the U.S. economy has been veering away from manufacturing and toward service since about 1990. Service metrics are far more difficult to manage and quantify, so many companies tend to minimize them. The first step in improving a service-based business is to investigate its processes. This tends to shine a light on many problems that otherwise might not be noticed. Then, once time has been taken to better define a problem, understand it, and select an improvement project, any remaining ambiguity should be translated into clear measures and performance factors. It is important to remember that Six Sigma guidelines are flexible and are meant to be adapted to the individual needs of businesses, not the other way around.

The Six Sigma Roadmap

Prismphil2The ideal roadmap for establishing a Six Sigma system consists of five steps. Followed in order, they create a foundation that sustains further improvement.

1. Identify core processes and key customers. As businesses grow and develop in complexity, they can lose track of the big picture. This can be avoided by keeping critical business activities in mind while navigating the rest of the roadmap.

2. Define customer requirements. Too many companies have a poor understanding of their own customers. Companies must determine what their customers really want by putting systems in place that gather actual customer input.

3. Measure current performance. How well is the company providing customers with what they want? Companies need to measure how effectively they are delivering on the information gathered in step two.

4. Prioritize, analyze, and implement improvements. Any improvements will be based on the statistics and measurements from steps two and three. The key is to carefully prioritize improvements.

5. Expand and integrate the Six Sigma system. A long-term commitment to the Six Sigma methods and theories is required for genuine performance improvement.


Is Six Sigma Right for the Organization Now?

Adopting Six Sigma means being willing to undergo fundamental systematic change across the entire company. The first step, therefore, is to be ready for change. Additionally, those considering Six Sigma should review their organizations in terms of their short- and long-term goals. They should be using hard data to assess where they currently stand and how well they are doing, and from there examining where opportunities for improvement lie. Companies must also consider any and all existing improvement plans in place. Where are they meeting expectations? Where might they be falling short? Decision makers should keep in mind that sometimes Six Sigma is not right for an organization, or there may be times when a limited implementation is all that is needed. The costs of implementing Six Sigma, which include direct and indirect payroll, training and consulting, and installation of new process designs, may require some organizations to wait.

How and Where Should Efforts Begin?

Once the decision has been made to implement Six Sigma, a number of other questions need to be examined early on. The way a company should approach Six Sigma depends on three main factors:

  1. A clear objective is a crucial first step, but too many executives fail to specify exactly what they wish to accomplish. It can be anything from simple problem solving to strategic improvement to transformation of an entire business.
  2. Assessing scope means determining which parts of the organization should be brought in on Six Sigma. This depends on resources for, acceptance of, and attention to the coming changes, and every company will differ in this regard.

3. Time frame is dependent on how long leaders of a business are willing to wait to see results.

The answers to questions that arise from examining these three elements will determine where and how a company can begin to implement Six Sigma.

Preparing Leaders to Launch and Guide the Effort

The success of Six Sigma requires the support of company leadership. Top managers must be prepared to take on the following:

*Describe for themselves and for others why the business is adopting Six Sigma. This rationale must be specific to the organization.

*Play an active role in planning and implementing Six Sigma goals. This will in turn affect the overall theme of the project, as well as its promotion.

*Create a marketing strategy to minimize employee worry or cynicism. The plan should be challenging but realistic.

*Become advocates for the system. To do so, leaders must learn and understand it fully. However, advocates do not necessarily need to be top management; a ground-up approach can also be effective.

*Set clear objectives. Specific objectives, tailored to the specific organization, should be understood by all and be attainable.

*Hold themselves and others accountable. Accountability can be achieved by aligning the Six Sigma effort or results to compensation.

*Get solid measurements of results. A balance of hard and soft results may work best, rather than an overreliance on currency saved or anecdotal information.

Leaders are the ones who will set the tone and direction for any change within a company. Without their support, a Six Sigma initiative cannot properly succeed.

Preparing Black Belts and Other Key Roles

An important task of Six Sigma lies is defining key roles for the organization. The authors suggest many roles a company should consider, if they do not already exist.

*The leadership council serves as a forum where planning and discussion among managers takes place. They establish the infrastructure of the Six Sigma program and help quantify its impact.

*The sponsor, or champion, is a senior manager who oversees a particular improvement project. This individual sets broad goals and keeps them aligned with larger business priorities. He or she is responsible for securing resources for projects and providing coaching where needed.

*The implementation leader manages and supports the day-to-day progress of the project, and prepares training and documentation.

*The coach is a technical expert who provides advice and help to improvement teams.

*A team leader or project leader takes primary responsibility for the work of the Six Sigma project, as well as its results.

*Team members provide additional support and help to spread the word about the project.

*The process owner has a cross-functional responsibility of working with the improvement teams and owning the newly designed processes. This person may also be the sponsor.

Six Sigma has adopted the martial arts terminology of Master Black Belts, Black Belts, Green Belts, and Yellow Belts to signify a level of training and mastery. Black Belts should be selected carefully, as they have a significant impact on the success or failure of a project.

Training the Organization for Six Sigma

A Six Sigma organization is always picking up on new information from its customers and elsewhere. These organizations use this knowledge to develop new and improved products and services. There are several essentials to effectively training an organization in the Six Sigma System, such as emphasizing “hands-on” learning; providing relevant, “real-world” examples; building knowledge; and making training an ongoing process that caters to different learning styles. The Six Sigma curriculum can be tailored to the styles and skills of each individual, but there are some skills that can be developed with a broader plan. Some examples of training elements are “Leading and Sponsoring Six Sigma Efforts,” which teaches project selection and role requirements, and “Advanced Six Sigma Tools,” which teaches quality function deployment and advanced statistical analysis.

Selecting the Right Six Sigma Projects

Project selection is considered to be the most commonly mishandled aspect of a Six Sigma program. Four essential steps for ensuring effective project selection are:

1. Provide guidance to leaders. A working meeting in which a team of leaders can discuss possible issues is important.

2. Launch a reasonable number of projects. Many companies take on too many small projects at once rather than focusing on the most important ones first.

3. Scope projects properly. A company may assign a monumental task to a team, failing to account for its massive scope and thereby setting the team up for frustration or failure.

4. Focus on efficiency and customer benefits. Financial gains are just one part of the overall result; just as important are improved market strength and a better competitive position.

When selecting projects, certain criteria to keep in mind include the impact on customers or business strategy, the available resources or support, and the likelihood of success. In the end, a selected project should be described in terms of the issue, its value, and the expectations of the team assigned to it.


Step 1: Identifying Core Processes and Key Customers

There are three main activities associated with the first step in the Six Sigma Roadmap. The first is to identify the business’ core processes. A core process is defined here as “a chain of tasks — usually involving various departments or functions — that deliver value.” Examples include customer acquisition, order fulfillment, and new product development. The second step is to define the major outputs of these processes, as well as the key customers. Managers should be careful to only define the most crucial outputs. The final step is to create core process maps that identify the main steps in each core process. When defining the activities that make up these processes, the authors use the SIPOC process model (supplier, input, process, output, and customer). This helps to display cross-functional activities in a single diagram and to maintain focus on the big picture.

Step 2: Defining Customer Requirements

Understanding and anticipating the wants and expectations of customers should be considered the most important core competency of any modern business. The second step on the roadmap focuses on finding a system that tracks and updates customer requirements, measures performance standards as defined by customers, maintains measurable service standards, and analyzes all of the above based on their importance to customers. Listening to and understanding the “voice of the customer” must be an ongoing priority. Managers should remember to pay equal attention to service requirements (how the customer is treated) versus output requirements (what is delivered to the customer in the end), and to keep an open mind toward new information about what the customer wants. These requirements must then be analyzed and prioritized in order to be properly linked to the company’s strategy.

Step 3: Measuring Current Performance

Gathering data can be extremely simple or difficult, depending on what is being measured. Either way, measuring data is necessary to both plan and track Six Sigma. A resulting benefit is the ability to monitor change and respond quickly and effectively. Some of the major deliverables of this process include collecting and measuring data from the company’s current performance against the customer’s requirements and identifying relative strengths and weaknesses in company processes. This information gives business leaders what they need to determine priorities for improvement. In addition, this data lays the foundation for ongoing measurement systems and results in a more responsive organization.

Step 4A: Six Sigma Process Improvement

When working through the Six Sigma process improvement steps, an organization’s goal should be to match or exceed its initial gains. Step 4A of the process focuses on the phases of DMAIC:






In this instance, define means to clarify the problem, the goal, the customer being served, and the process being investigated. Measure refers to determining the focus and extent of the problem, and narrowing it down to its major factors and root causes. The analyze phase tends to vary the most, depending on the problems presented. It is best defined as a cycle. Hypotheses are generated and analyzed to determine the root cause. If they are incorrect, a new hypothesis is created, and so on. Improve is the payoff. This phase requires creativity and careful consideration of new ideas, and should always keep the original objective in mind. Control marks the beginning of the sustained improvement of the Six Sigma system and is addressed in a later chapter.

Whenever a DMAIC tool is used, the team should have a clear understanding of why they are using it and have made a careful consideration of all possibilities. In these situations, simple is best. The team should always be able to recognize when a given tool is not working, and stop appropriately. Leaders should also recognize that process improvement is not linear; it is often cyclical. Revelations made along the way can inform and inspire revision of any step in the process, including its very foundation.

Step 4B: Six Sigma Process Design/Redesign

Asking a few key questions as they apply to a particular organization can help uncover the DMAIC process. What is the scope of the activities involved? What are the critical outputs and their requirements? How will the organization test and refine this new process? This type of design/redesign is needed because it places emphasis on the needs of the customer. There is no formula for how to launch a redesign effort, so companies must go about it based on their circumstances, such as existing needs or opportunities. The redesign conversion is a risk for any company, but it can be a calculated risk with proper planning. A process charter is used to set direction and define parameters. It also brings a sense of purpose to the process improvement team and the organization as a whole.

Step 5: Expanding and Integrating the Six Sigma System

Once a process improvement strategy has achieved its goal, it can become difficult to sustain the results. Sustained improvement can be achieved, however, by taking a few key actions:

*Implement ongoing measures. It helps to build support for the solution among others. Leaders should be inviting documentation on all changes made, and keeping that documentation brief, clear, and available. They should select meaningful, ongoing measures and display them in charts. They should also have response plans in place, in case something goes wrong.

*Define responsibility for process ownership. Leaders should be positioning their organizations to adopt a process management approach. They will get results efficiently so they can more effectively serve their customers and get buy-in from their employees. Process owners should be identified who can maintain and supervise any new system put into place.

*Execute “closed-loop” management. This means revisiting the very first steps of the process improvement roadmap: identifying core processes and key customers, defining customer requirements, and measuring performance.

Advanced Six Sigma Tools

There are more sophisticated Six Sigma tools and techniques that can bring about even greater change and development. These “power tools” have more specific applications and should be used with great care. Such tools include tests of statistical significance (in which patterns are found hidden in statistics that can confirm or validate change) and mistake-proofing (in which detection and correction of mistakes is emphasized). These types of solutions should be carried out by specially trained Black Belts.

The elements of the Six Sigma system can be applied to any business or organization to achieve sustained improvement and success. The system can be adapted to fit the unique goals of individual organizations.

Change Intelligence- Key Concepts and Insights


Leadership balances the emotional, cognitive, and behavioral dimensions of a personality. In some leaders one dimension predominates, while others exhibit a balance of two or three dimensions. The CQ of a team or an entire organization is a compilation of the individual CQs of its members. Groups function better if they understand their CQs both quantitatively and qualitatively. INTRODUCTION:WHAT IS CHANGE INTELLIGENCE?Thousands of hours of research and hundreds of books published on the subject of organizational change have failed to improve the success rate for major change programs. Whether a corporate restructure, a merger, a new product launch, or other program that demands rethinking and reworking, the success rate still falls below 30 percent. To improve this woeful statistic, leaders need to better understand how they approach change themselves. The Change Intelligence (CQ) system provides a tool for self-assessment. Using it, a leader can find out how they balance the “Heart, Head, and Hands” components: * Leaders who lead from the Heart connect with people emotionally * Leaders who lead from the Head connect with people cognitively. * Leaders who lead from the Hands connect with people behaviorally. No one type is ideal, but all leaders can succeed once they understand themselves clearly. People perceive change as a threat, something to be feared, not unlike death. The phases of human reaction to change are:


Click To read ahead:

Change Intelligence- Key Concepts and Insights.

The 7-best ideation techniques. 


THE BEST IDEATION TECHNIQUES When planning an ideation session, facilitators want to use a variety of techniques to leverage the different personalities and expertise of the participants. The “Super Seven” ideation methods presented by Mattimore are easy to learn and teach to a group, customizable for different creative challenges, and different enough to appeal to diverse thinking styles:

1. Questioning assumptions. Facilitators ask participants to list 20 to 30 assumptions that they might be making about the challenge, such as who the target market is and what the preferred price point is.Facilitators then select several of the assumptions and use them as triggers for new ideas.

2. Opportunity Redefinition. Facilitators begin by presenting an opportunity statement or creative challenge. They then ask participants to pick three words from the statement and make a list of alternatives or expansions for each of the words. They then mix and match the results into statements that might spark more ideas. This technique helps the group move beyond the limitations of specific words by substituting new words.

3. Wishing.  Facilitators begin by asking participants to make an impossible wish. After listing all the wishes aloud, participants select a few and use them as prompts to generate realistic ideas that could be brought to fruition.

4. Triggered brainwalking.  Facilitators pair brainwalking with another technique, such as a visual prompt or wishing, to focus the ideas.

5. Semantic intuition. This technique essentially creates a descriptor name for a new idea before the idea even exists. Participants generate lists of words in three categories related to the creative challenge, and then randomly combine them into phrases that can help generate ideas to solve the challenge. 6. Picture prompts.  The facilitator passes out visuals that were selected in advance and asks participants to look at the images to see if they inspire any ideas. Most of the visuals should be related to the kind of challenge being addressed–food items when the challenge is to create a new snack product, for instance–but a few random visuals should be included in the mix as wild cards.

7.  Worst idea. It seems odd to ask people for bad, silly, stupid, or possibly illegal ideas, but this exercise will wake up the room and generate some fun. Once the bad ideas have been listed, the group goes through the list to find ways to turn them into workable ideas by doing the opposite or making them positive somehow. You can write to me for more in-depth insights at

Change Intelligence- Key Concepts and Insights

Change Intelligence- Key Concepts and Insights

Leadership balances the emotional, cognitive, and behavioral dimensions of a personality. In some leaders one dimension predominates, while others exhibit a balance of two or three dimensions. The CQ of a team or an entire organization is a compilation of the individual CQs of its members. Groups function better if they understand their CQs both quantitatively and qualitatively. INTRODUCTION:WHAT IS CHANGE INTELLIGENCE? Thousands of hours of research and hundreds of books published on the subject of organizational change have failed to improve the success rate for major change programs. Whether a corporate restructure, a merger, a new product launch, or other program that demands rethinking and reworking, the success rate still falls below 30 percent. To improve this woeful statistic, leaders need to better understand how they approach change themselves. The Change Intelligence (CQ) system provides a tool for self-assessment. Using it, a leader can find out how they balance the “Heart, Head, and Hands” components: * Leaders who lead from the Heart connect with people emotionally * Leaders who lead from the Head connect with people cognitively. * Leaders who lead from the Hands connect with people behaviorally. No one type is ideal, but all leaders can succeed once they understand themselves clearly. People perceive change as a threat, something to be feared, not unlike death. The phases of human reaction to change are:

  1. Denial
  2. Resistance
  3. Exploration
  4. Commitment
CQ AND THE LIFECYCLE OF CHANGEChange happens in three stages: planning, doing, and sustaining. At the planning stage, Heart-oriented leaders should compensate for their tendencies by putting robust project planning methods in place. Head-oriented leaders need to make the effort to involve stakeholders and all facets of leadership in planning for change. Hands leaders also need to be mindful of stakeholders and aligning interests for change.At the “doing” stage, each leadership type can institute procedures to overcome their weaknesses. The Heart-oriented leader can use implementation checklists while the Head-oriented leader institutes a formal feedback process. To keep stakeholders and goals on their agendas, Hands-oriented leaders should use readiness and impact assessments with stakeholders. The same rules apply at the sustaining stage. Specific assessment, facilitation, or measurement tools can bridge any gaps in a leadership style. KEY CONCEPTS * Change succeeds only in about a third of cases because, despite an enormous amount of work on change management, change leaders do not understand their leadership styles. Once a leader understands their “Change Intelligence” (CQ), or style of leadership, they can use the appropriate tools to manage change. * Leadership balances the emotional, cognitive, and behavioral dimensions of a personality. In some leaders one dimension predominates, while others exhibit a balance of two or three dimensions. Any style can be effective with a clear self-assessment and the right tools. * The Coach leads from the heart, connecting with people emotionally, thereby ensuring deep commitment to change. Although this affective style is fundamental to any successful change, it is not sufficient. Coaches need to be sure that they do not let consensus building and a distaste for conflict prevent them from moving forward. Both Champions and Facilitators share the Coach’s high “Heart” score but also lead through cognitive and behavioral dimensions, respectively. * The CQ of a team or an entire organization is a compilation of the individual CQs of its members. Groups function better if they understand their CQs both quantitatively and qualitatively.

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extraordinary groups

By and large, extraordinary groups promote shared leadership. Group members become leaders by taking the initiative, offering ideas, and proposing actions, and they ultimately feel responsible for the outcomes of the group.

In extraordinary groups, leaders encourage all members to be engaged and act as leaders, too.

Extraordinary group leaders are more often facilitative than directive. The goal of a facilitative leader is to provide the group with the direction it needs, not to do all the directing. The facilitative leader believes the group must share accountability, participation, responsibility, and power. To create an extraordinary group experience, a leader should:

  1. Frame an inspiring Purpose — A leader needs to help group members discover their personal connection to the group and help them think about why the group’s Purpose is important.
  2. Lead with a light touch — Extraordinary groups should be led with a light touch, not with rigid control, micro-management, or tightly structured boundaries. Using a low-key style and opening up the group’s structure and process encourages the involvement of others. A leader should focus on the desired outcomes and use a minimum of control.
  3. Keep issues discussable — A leader needs to create a safe place for people to express and embrace their differences. Members’ opinions should be heard and alternatives should be raised; managers should encourage authentic-but-uncomfortable conversation. Keeping potentially contentious issues out in the open reinforces the value of seeing the whole.
  4. Manage the world around their group — Group members should be free of external issues that can distract or discourage them. As such, an effective leader will act as a buffer between the larger organization and the group, shielding it from politics and outside forces. The leader should also think about how best to represent the group to the outside world.
  5. Put the right team together  A leader should try to bring the right people together, making it a point to understand why each member joined the group. Members need to be willing to sacrifice self-interest and demonstrate their commitment to the group’s Purpose. If a member repeatedly conflicts with the group’s Purpose, it may be necessary to help that individual leave the group; individuals who repeatedly cause conflict with the group will throw the group off track. The leader is responsible for confronting the disruptive member about leaving the group.
  6. Design and facilitate meetings with the Group Needs in mind — When facilitating group meetings, Group Needs must be put first. A leader should ask himself or herself how the meeting will meet the needs of Acceptance and Potential, Bond and Purpose, and Reality and Impact. While it is not necessary for every meeting to address each of the six Group Needs, the leader should strive to touch each of these needs over time. Meetings should be led in a facilitative style, using more questions than statements and offering observations instead of judgments.

When nurtured properly, small groups have the potential to achieve extraordinary results; they solve complex problems, uncover unexpected opportunities, and surpass early expectations.

When group members, leaders and facilitators to strive to meet the six Group Needs — Acceptance and Potential, Bond and Purpose, and Reality and Impact — transformative, “magical” experiences are much more likely to occur, leaving members changed, energized, connected, and hopeful.

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