Just one slide is needed to kick-off a Being the Best initiative. The slide sets out the business delivery and customer journey within which there are typically 5-8 stages. This defines the business and team route map and what the team must be best at.
“I have a team with very different skill sets and very different ways of thinking. I need something that creates engagement and traction with everyone – something that gives us all a common sense of purpose.”
“We are just not being as efficient and effective as we could be.”
“We are missing opportunities!”
“I need something, a bit like a spring clean, of everything we do but I don’t want to be too process driven, I want something that empowers, motivates and engages the team. After all they need to drive it after the kick-off.”
“We are not singing off the same hymn sheet, the cross-overs between different team members are not that well-defined, things feel a bit jerky and it’s causing some relationship and performance issues.”
“We have had a lot of change, new team members have arrived, I am a new boss and I want something to create a common goal/purpose”
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The following client example shows two journey maps highlighting that Being the Best can be used at both the overall company level and at the unit level, e.g. area or function.
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To enable teams to define what Best performance looks like for their customer journey, a unique six-step facilitation process is offered. The first two steps are shown below…
The four remaining steps encourage the team to ask a series of performance questions about the behaviour, information and relationship requirements needed to achieve success. By templating success together, clarity, learning and feelings of team empowerment are all increased.
Implementation typically involves everyone so that each step of the team delivery process is defined and mapped in terms of what Best looks like. TDA organises and facilitates team workshops which are often co-facilitated with senior management.
As a result of the team’s work, Improvement Projects are set up and championed by team members. These are then presented to the senior management team.
Improvement projects are then champion-led with senior management sponsorship in such a way that they become part of the mainstream way of behaving and working.
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Typical improvement projects are:
- The reformatting of key meeting agendas, operating processes, team routines, activity checklists, etc
- The rethinking of role specifications to dovetail the accountabilities of team members more clearly
- To put the spotlight more on behaviours, i.e. what behaviours are critical to achieve high performance?
- Margin opportunity projects
- Customer service projects