MOBILIZING LEADERSHIP RAPID RESULTS APPROACH

Transcription

1 MOBILIZING LEADERSHIP RAPID RESULTS APPROACH Roles and Responsibilities TRAINING OF COUNTRY COACHES AND MFDR TRAINERS 9-18 September 2013 Tunis P R E S E N T A T I O N B Y : S Y L V E S T E R O. O B O N G O C O M E S A R E G I O N A L C O - O R D I N A T O R S Y L V E S T E R O B O N G ' O - E M A I L : S O O B O N G Y A H O O. C O. U K

2 SESSION OUTLINE Understanding the role of Leadership Implementation Challenges Rapid Results Approach Temporary Governance Structure Roles and Responsibilities Leadership Role in preparation for launch Outline Launch activities

3 OBJECTIVES OF THE SESSION To help participants understand The role of Leadership Rapid Results Approach Leadership ; Discuss RRI implementation challenges; Explain the RRA Governance Structure; S Y L V E S T E R O D H I A M B O O B O N G ' O, S O O B O N G Y A H O O. C O. U K

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5 WHAT IS LEADERSHIP? Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals. (Source: J. Burns) Leadership emphasis are to guide, direct and influence. Leadership, thus, connotes not simply having power or authority but having a vision and a sense of purpose. (Mobilizing people for achievement of results)

6 WHY LEADERSHIP IS CRITICAL IN RRA Implementation is tough 50% of projects fail to achieve their objectives 43% Project Changes Not Well Managed 37% A lack of Project Management Skills 75% of projects come in over budget and/or behind schedule S Y L V E S T E R O D H I A M B O O B O N G ' O, S O O B O N G Y A H O O. C O. U K

7 IMPLEMENTATION RISK -1 Count the Number of Squares

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9 WHY IMPLEMENTATION IS TOUGH? Goal is in the distant future Being busy with too many things Leaving tasks ill-defined and vague Not making it clear who is in charge Making things very complex and interdependent

10 THE CLOUD DREAMER What is the objective? What is the target? Is something being done? Is it the right thing? Can it be done better? If yes how? S Y L V E S T E R O B O N G ' O - E M A I L : S O O B O N G Y A H O O. C O. U K

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12 HOW RAPID RESULTS APPROACH WORKS 1. Create a temporary governance structure 2. Team empowered to: Break down long term goals into 100 day RESULTS commitments (RRI) Develop a work plan to realize the goal

13 TEMPORARY GOVERNANCE STRUCTURE Political Leader (Minister/Board Chair) Sponsor (Permanent Secretary/CEO) Results Leader (RL) RRI COACH Strategic Leader (SL) Team Leader (TL) Team Members

14 POLITICAL LEADER AND SPONSOR THE POLITICAL LEADER Broadcast RRI commitments and achievements to all stakeholders Supports overall policy framework THE SPONSOR Mobilize and avail resources Help the team overcome broad challenges Liaises with other accounting officers to support RRI implementation

15 RESULTS LEADER This is not a daily management role but the person should: Hold an executive position within the implementation structure Be able to coordinate all the RRI s within the structure Should be able to hold Strategic Leader accountable for results Assist in the mobilization of resources Broadcast RRI achievements Initiate Scale-up Who best can play this role?

16 STRATEGIC LEADER This is not a daily management role. Identify a person who: Their individual work plan is most closely aligned to the RRI focus Is a transformative leader who supports regional integration Inspires the team leader and team to think outside the box Assists in unblocking challenges when called upon to Ensures the lessons from the RRI advance the strategic plan Who best can play this role?

17 TEAM LEADER This is a DAILY Management Role and the person has ultimate accountability for results. Identify a person who: Has specialized skills in the RRI focus area Is able to call and run team meetings Is able to hold members accountable for action step implementation Is a transformative leader and supports the integration initiative Would be comfortable and excited about delivering on the RRI area Inspires the team to think outside the box Assists in unblocking challenges when called upon to Ensures the lessons from the RRI are documented and used Who best can play this role?

18 TEAM MEMBERS Team members should be 8 10 people who: Have skills in the RRI area Are able to work during the 100-days to implement actions that will deliver the goal Team composition should include Relevant staff from key stakeholders Stakeholders e.g. private sector, development partners, ministries Who best can play this role?

19 IMPLEMENTATION OF RRI During the launch of RRI, 3 major activities happen; i. Crafting of RRI goals ii. iii. Developing RRI Work Plans Agreeing on Team Operating Plans S Y L V E S T E R O D H I A M B O O B O N G ' O, S O O B O N G Y A H O O. C O. U K

20 RESULTS ORIENTATION RRI focuses on RESULTS BASED GOALS and not Activity Based Goals Result Based Goal Clearly shows you what impact you have to achieve Activity Based Goal Tells you what to do, but not why you are doing it

21 IDENTIFY THE RESULTS STATEMENTS 1. Construct regional electricity distribution lines 2. Increase the number of rural homes using electricity 3. Procure power line polls according to standards 4. Train coaches 5. Build one-stop boarder crossing points 6. Reduce the number of road-blocks 7. Develop a standard for processing of business permits

22 WHICH IS MORE OF A RESULT GOAL? A Build 1000 km of electricity transmission lines from Arusha in Tanzania to Kenya B Supply 20 cross-boarder households with electricity in 100-days

23 WHICH IS MORE OF A RESULT GOAL? A Develop strategies to increase cross-boarder small trade B Increase cross boarder small scale trade by 20% in next financial year

24 WHICH IS MORE OF A RESULT GOAL? A B Train 30 regional trade negotiation experts to support faster trade integration Construct a regional trade Centre by 2015

25 WORKING DEFINITION OF RESULT GOAL? Train locals and key stakeholders on benefits of regional integration Develop strategies for regional integration Identify and map out boarder points suitable for construction of one stop crossing Increase intra and inter African regional trade Increase flow of goods and services across boarders Increase consumption of goods and services produced within the region

26 WHERE TO DRAW THE LINE? Develop a regional integration master plan Create an institutional framework for implementation of master plan Conduct stakeholder sensitization programs on regional integration Construct one-stop boarder crossing points Increase flow of goods and services

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28 WHAT IS RRI LAUNCH It is the day and date set aside to begin the 100-day count down; It marks the first day of implementation; Team members agree on the goal Develop work plans; Team operating Plans;

29 WHO SHOULD ATTEND All team members without exception- accountability in rapid result initiative is on the individual not office, it cannot be transferred or delegated Entire Temporary Governance Structure; Key stakeholders; The press S Y L V E S T E R O D H I A M B O O B O N G ' O, S O O B O N G Y A H O O. C O. U K

30 CONCLUSION Primary role of leadership in RRI is to identifying and understanding risk to implementation, have the opportunity to analyse and help the teams adjust their strategies and processes accordingly and navigate the RRI implementation course Results Leader should arrange (i) Venue for the launch, (ii) Ensure invitation letters are sent out Ensure logistics are put in place The Strategic Leader and Team Leader should Identify all the required team members (8 10) Give the team members background information on the thematic area (why is it important to the ministry? What budget according to Regional Integration Project is available to support this?) Ensure all team members are present for the launch S Y L V E S T E R O D H I A M B O O B O N G ' O, S O O B O N G Y A H O O. C O. U K

31 CONCLUSION For any RRI to succeed the Political Leader and the Sponsor must similarly give their unequivocal support to the teams. S Y L V E S T E R O D H I A M B O O B O N G ' O, S O O B O N G Y A H O O. C O. U K

32 RAPID RESULTS INITIATIVE CHANGE We are entering an Age when the future, in so many areas, will be shaped, by us and for us; a time therefore, for bold imaginings in private life as well as public, for thinking the unlikely and doing the unreasonable. (Handy, C. (1991) The Age of Unreason. London: Random House.)

33 PARTING SHOT What's the use of running if you are not on the right road A German Proverb

34 THANK YOU