As a leader, your job is to define the operating mechanisms for your organization, use them to align the teachable point of view (TPOV), and create positive emotional energy. While you may not be in a top leadership role, you can still make the most of the operating mechanisms you have and create new ones.
Before creating or changing the operating mechanisms, you need an assessment of what you already have. In this week, you will evaluate the current operating mechanisms and develop a vision for making the necessary changes to them. You will also develop a plan for implementing the new operating mechanisms, including a calendar with implementation dates. Complete the following tasks:
I. Using the scale given below, determine the effectiveness of the following existing operating mechanisms:
Strategy
Budget and finance
Resource allocation
People or succession
Planning
Rating Explanation
1 = Highly ineffective Contradicts the TPOV and creates a vicious nonteaching cycle
2 = Somewhat effective Moderate reinforcement of the TPOV and generates two-way teaching
3 = Highly effective Consistent with the TPOVâ?"everyone teaches and learns
II. Based on your assessment of the existing operating mechanisms, define your vision for changes to the existing mechanisms (operating mechanism, strategy, budget and finance, resource allocation, people or succession, and planning). Identify and collate the changes you want to make.
III. Develop a plan for implementing the new or revised operating mechanisms. After you have considered how to leverage your operating mechanisms, you must plan for implementation and ensure all pieces fit together:
Analyze the new operating mechanisms and describe how each of them supports the organization's mission.
Analyze and describe how each operating mechanism supports the other operating mechanism.
Build a calendar to plot your operating mechanisms to create a self-reinforcing system.