Cyclo Praxis A Tool for Effective Staffing Doug

Cyclo. Praxis A Tool for Effective Staffing Doug Johnson ‘Building’ Businesses doug@djhome. net -- www. cyclopraxis. com Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Hiring on 1 Dimension n A dm in R ist ra at el tio io e nc um an na s Fi Sa le g tin ke ar tio M ra O pe H D ev el op m en t ns ns Functional Expertise Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Hiring on 2 Dimensions -- Culture Financial Principles Creativity, Initiative Competition vs Consensus Quality Teamwork, Judgment Emphasis: People/Task io n ist r at ns Functional Expertise Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC in dm A um H at io e Re l an Fi na nc le s Sa g tin M ar ke tio ra pe O ev el op m en t ns Integrity of Commitment D Work Style Communications: Ask / Tell

Hiring on 2 Dimensions MB Extrovert Introvert Sensing Intuition Thinking Feeling io n ist r at ns Functional Expertise Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC in dm A um H at io e Re l an Fi na nc le s Sa g tin M ar ke tio ra pe O ev el op m en t ns Judging Perceiving D Work Style Meyers Briggs

Hiring on 2 Dimensions Di. SC Dominance Influence Steadiness io n ist r at ns Functional Expertise Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC in dm A um H at io e Re l an Fi na nc le s Sa g tin M ar ke tio ra pe O ev el op m en t ns Conscientiousness D Work Style Di. SC

Hiring on 2 Dimensions CP Author Builder Capitalizer io n ist r at ns Functional Expertise Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC in dm A um H at io e Re l an Fi na nc le s Sa g tin M ar ke tio ra pe O ev el op m en t ns Extender D Work Style Cyclo. Praxis

Some Questions to Frame the Discussion that Follows… • Who has heard of the book Crossing the Chasm • What’s the horizontal axis • What’s the book’s fundamental premise Customers • In Crossing the Chasm terms who are your customers today: -- tech enthusiasts, early adopters, early majority, late majority, laggards -- • Can you see things you did in marketing that were different for each stage -- tech enthusiasts, early adopters, early majority, late majority, laggards -- Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Phases of a Business Unit Note: A firm may have several ‘businesses’ Diversifying Capitalizing Extending Building Authoring Time (years, decades) www. cyclopraxis. com Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Categorization of Employees by Passion STRUCTURE* Work for Pay and Profit Strive to Better and Better Encourage Success in Others RELATIONSHIP* TASK* Train Others Knowledge is Value Helping People Personal Accomplishment on Fast Track Program Doing Something New FREEDOM* Idea Championing Risk Taking *Descriptors: Freedom, Task, Structure, Relationship are courtesy Paul Kordis, HR specialist and OD Ph. D Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Workers Passions STRUCTURE* Work for Pay and Profit Strive to Better and Better Encourage Success in Others DIVERSIFIERS CAPITALIZERS CAPTAINS BUILDERS RELATIONSHIP* Train Others Knowledge is Value Helping People TASK* EXTENDERS Personal Accomplishment on Fast Track Program Doing Something New AUTHORS FREEDOM* Idea Championing Risk Taking Time (years, decades) Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

PRAXIS People / Task People Focus Captain Empathizer Be Part of It Get It Done Educator Capitalizer Expert Author Idea / Knowledge Focus Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Builder

Cyclo. Praxis C Cyclo = D Praxis = The way one naturally works E B A = Habit, Style, Preference, Personality, Passion = A, B, C, D, E Four Theses: 1 = Workers are happiest and most productive when their praxis matches the business unit’s cyclopraxis 2 = People from different praxis expend extra effort to work together 3 = Praxis mismatch is as challenging as function mismatch Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

R&D Professional Performance at Other Functions High Perf Low Perf Development Marketing Sales Manufacturing Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Praxis Performance in other Stages AUTHOR High Perf Low Perf Authoring Low Perf Capitalizing Building Extending CAPITALIZER High Perf Authoring BUILDER High Perf Capitalizing Building Extending Low Perf Authoring Capitalizing Building Extending EXTENDER High Perf Low Perf Authoring Capitalizing Building Extending Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

What Life. Cycle Stage is Your Business What percentage of total available market is served by you and your competitors: A - less than 5% B - 5 to 20% C - 10 to 70% E - 50 to 100% C Your next product/service milestone will be: D E B A - alpha or prototype or trial A B - beta or test market B – its premier introduction C - enhancement/improvement/equivalent-engagement of a previous product/service E - another in a continuing stream Your business units gets best results by: A - Pursuing best ideas toward commercialization. B - Everyone doing best to accomplishing their important+urgent tasks. C - Organized teams working with-in the structure and following the process toward continuous improvement. E - Ensuring customers/clients needs are met so they are likely to return again. Your next hire should: A - Believe that conventions simply get in the way B - Know the rules, but challenge the system when conventions might inhibit ultimate success. C - Be a high achiever while following the rules E - Creatively interpret the rules if necessary to assure customer satisfaction E – Be a skilled expert in an area of long term need Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Skip Descriptions

Authors & Authoring People Leadership Get It Done Be Part of It A Idea / Knowledge Leadership +Freedom Oriented +Highly Creative +Take Risks on Ideas +Passionate Champion +Tenacious Defender • See others as Lemmings -Poor at finishing -Concept rather than Detail -Difficult Social Interaction Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC • Seen by others as - Free Spirits - Not to be trusted - Eccentric Skip Descriptions

Builders & Building People Leadership Get It Done Be Part of It B A Idea / Knowledge Leadership • See others as Impeding Progress +Task/”Do” Oriented - People are Sacrificial +Highly Energetic - Bored by Repetition +Problem Solvers - Abrasive Social Interaction +Persuasive +Accomplishment is Reward Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC • Seen by others as - Change Zealots - Impatient / Pushy - Insensitive Skip Descriptions

Capitalizers & Capitalizing People Leadership C Be Part of It Get It Done B A Idea / Knowledge Leadership • See others as oddballs +Goal/Metric/Obj Oriented +Friendly Team Spirit - Resistant to Change +Seek Predictability/Structure - Weak at Developing New +Efficiency is Rewarding - Poor Problem Solvers +Motivated by Earnings Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC • Seen by others as - Focused on Reward - Robots - Uncaring for others Skip Descriptions

Extenders & Extending People Leadership E C Be Part of It Get It Done B A Idea / Knowledge Leadership +”Belong To” Oriented +Empathetic / Expert +Helpfulness is Rewarding +Opportunity Continuity +Creative Solutions • See others as less interested and unappreciative - Low Time Urgency - Wait for Others to Request • Seen by others as - Rarely Seem to - Talkative Work Hard - Not Focused on Job - Not Business-Like Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Captains People Leadership Capt E C Be Part of It Get It Done B A Idea / Knowledge Leadership • See others as their ‘Tools’ +”Leadership” Oriented +Caretaker of Structure +Continuous Improvement +Capitalizer Charismatic +Reward by $$ and Perks - Change Challenges Power - Narcissism - Esteem during Decline Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC • Seen by others as - Political - Contributing Little - Overpaid

Diversifiers & Diversifying People Leadership Capt Get It Done Be Part of It B A Idea / Knowledge Leadership The Diversifier is a UNIQUE Captain -- Engages Authors and Builders for ‘change’ -- Continues to successfully Capitalize -- Manages the inherent conflict in resources Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Worker Praxis at each Business Stage Captains – capitalizers’ work structure Extenders [experts, empathizers, educators] Capitalizers -- make the money -- Continued Customer Satisfaction Builders – get it done Authors – the idea people Time (years, decades) Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Skip Forced Ranking

Forced Rankings Crusade for Own Ideas 1% entire workforce 99% 1% 99% Task Accomplishment Achievement & Improvement Leadership & Stewardship Help – tech & people Builder Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Capitalizer

Natural Selection Crusade for Own Ideas entire workforce 1% 99% 1% 1% 99% Task Accomplishment Achievement & Improvement Leadership & Stewardship Help – tech & people 99% Only the Best Need Apply Peaked Performance Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Skip Di. SC

Mapping Di. SC to the Business Unit Lifecycle Note: A firm may have several ‘businesses’ D I SC Inspirational D I SC Persuader Result Oriented D I SC Promoter Perfectionist Achiever Counselor Agent Objective Thinker D I SC Specialist D I SC D I SC Practitioner Investigator D I SC Appraiser Creative Developer Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Mapping Di. SC to the Business Unit Lifecycle Note: A firm may have several ‘businesses’ +D +I +S +I +C ++D D –S +C ++S -I +C -C C +C ++C Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC +C

Tolerating Different Styles D I S C Author Capitalizer Empathizing Extender Builder Profile Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Cyclopraxis Applications • Interviewing & Staffing • Staffing: Round Peg / Square Hole • Corporate Growth Stall • Founder Transitions in Startups • Franchise & Professional Office Temperament • Change Agents in Mature Organizations • Merger and Acquisition Integration • Coach Individuals to Maximum Effectiveness • Improve Consultant Effectiveness Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Cyclo. Praxis Interview Technique Questions Should … -- Be Open Ended -- Be Non Judgmental -- Have a Clear Distinction between Praxis Answers -- Anecdotes and Examples initially distract Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Interview Question on Metrics Summary In other jobs, what kind of metrics helped you perform at your best? A: - Metrics really don't matter for me. - I suppose it's ultimately the sales/profits from my idea B: - Getting something done on Schedule - Metrics don't ever seem to be able to measure amount of work - Metrics don't ever seem to be able to measure correctness of contribution - Metrics don't ever seem to be able to measure difficulty of tasks/problems C: - Anything that can be counted: Yield, Units, Rejects, hours minutes, or seconds, Orders, Shipments, Billings, Transactions, Clients E: - Quality, Happy Customers/Students/Clients/Patients. . . but how do you measure satisfaction, - Problems/Patients/Graduates per day-week-year …but productivity rates can compromise satisfaction - Anecdote…. Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Interview Question on Supervision Summary Give an example of something that a previous supervisor did that permitted you to achieve your hoped for result? A: - Left me alone, - Supported my cause. B: - Kept other things from derailing my effort. - Sounding board when I was stuck. - Helped get the support of executives. C: - Set standards fairly, - Rewarded fairly [good and bad], - Prevented useless changes, - Trained well, E: - Empowered me - Encouraged taking the time to get the job done right, - Made sure we had all the right tools to solve the problem. Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Interview Question on Quality Summary At what point is your contribution completely correct enough that it's 'done‘? A: 30 -60% B: 60 -95% C: 95 -99. 9% E: - 99. 9% plus - when the customer says done Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Interview Question on Excellence Summary If you were to beat the expectations that others had of you, what would those expectations probably be? A: Others didn't think my idea would work. I stuck with it and convinced them. B: - I got things done ahead of schedule, - Someone said I did the impossible, C: - Higher Productivity, - Successfully lead a team - Superior quality E: - Fixed a very difficult problem - Satisfied a irate customer Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Summary Interview Question on Greatest Contribution In 30 seconds, what is your greatest contribution to a business in which you worked? A: Idea for something B: Some accomplishment C: Improvement or quota achievement E: - Customer/Client/Patient/Student Satisfaction or - Acquired Knowledge Expertise - Successful education Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Summary Interview Question on Interruption in Day In many work environments the phone rings, emails arrive, and people stop by. These surprises. . . A: - Are OK if there is an opportunity to gain recognition for my position. B: - Are unwelcome and better scheduled for later unless they are part of the most urgent part of the program C: - Are best at scheduled for break or lunch time if my work load is high, else I don’t complete what I'm expected to do. - If I'm not super busy, they are great way to keep in touch with others. E: - Are appreciated because they bring a customer with a challenge which is what I'm here for Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Interview Question on Teamwork Summary A Team approach is pretty commonly used in business today. Give me a quick example of a good and poor use of a team that you have experienced in a past job. A: - Most teams are pretty useless. - One time management formed a team around my idea with marketing and manufacturing to help accelerate my idea B: - Teams are fine when everyone pursues a common goal and contributes each on their own task, everyone should contribute. - Teams are unproductive when they're supposed to change or improve something and most members don't want to or know how. C: - The best teams are those that allow us to make improvements to our work or workplace. - The worst teams are when a member or two pushes too hard or talks to much or doesn't participate fairly E: - Teams that help or quality or share information are excellent. - They don't work when people don't take the time to listen. Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Summary Interview Question on Change Death and Taxes. . . and Change too. Tell me about what change should occur in your present/last place of work. A: - The future will be different from today. B: - Everything we are doing is new, so in some way that is change from before. - Our business is way behind and we need to change in many ways. - I’m generally OK with change, others seem very reluctant. C: - Change slows us down – - I guess we need a little change, slowly is best - Things are usually running good enough, why change? E: - Things are running just fine, there is no reason to change. - Every customer/client/student is a little different so we have to change to work with them. Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Summary Interview Question on Predictability/Repeatability To work at your best, how repeatable, predictable, or planned out do you like to see your day? A: - I tend to work on what needs to be done. - I may know what I'm going to do in the morning, but it's always different. - If my day changes, no problem. B: - If my day were repetitious I would get bored. - Things are almost never predictable. - Planning out my day helps insure enough time to complete urgent tasks. C: - The more predictable the better I can perform and the more work I can deliver. - The more repeatable, the better I can get at my job E: I'm never really sure what problems my customers/clients will need help with so it's never really repeatable or predictable. Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Summary Interview Question on Similar People How people who are like you or want you on their program describe you? A: Creative, Smart, Clever B: Hard working, Good at problem solving, Tireless, Clever C: Friendly, Good Team Player, Fair, Positive, Objective E: Helpful, Outgoing, Caring, Smart, Expert, Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Interview Question on Different People Summary How do people who are most different from you describe you? ** How would you describe these people? A: Odd, Off the wall, Never finishing anything ** Unimaginative, Boring B: Pushy, Impatient, Focused, Constrained ** no sense of urgency, over concern about feelings, robots C: 9 to 5 –ers. Drones, Unaware, Traditionalists, ** Different’ in many strange ways, but I have to tolerate them. E: Talkative, Unhurried, Unproductive ** uncaring, ungrateful, opportunistic Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Summary Interview Question on Setting Goals Businesses often ask us to set goals. What kind of goals do you think would be important to set for this job. ? A: How creatively I am able to fulfill your needs B: Whether I/we get the job done on time. C: How much work I am able to do. E: Something about others being satisfied. Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Summary Interview Question on Mistakes To err is human. . How would/should you and or the business deal with mistakes? A: - Its usually others not understanding what I'm saying. So I explain again B: - Mistakes are a way of learning what not to do. They are experiments. - Just pick up and try something else. - Never make the same mistake twice. C: - Mistakes must be corrected because they reduce productivity. - It's best to have a good process so mistakes are minimized. E: - When a mistake is made, the customer/client/student will let us know. We then make a correction for them. Ideal Follow-up: Tell me about your biggest mistake and what you did about it. Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Interview Question on Risk Summary What kind of risks are you OK with taking on the job? A: - Noting ventured, nothing gained. - Every idea is a new and therefore a risk. B: - I'm always leading or joining unproven projects/programs. - Some level of risk is energizing. It would be boring if there were no risk at all. C: - I prefer to leave the risk taking to others. - My job is important, there is no room for risk. E: - The product/service has been around a long time so there is little overall risk. - The biggest risk is the risk of not solving someone's problem to their satisfaction. Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Interview Question on Unknown Summary There are lots of unknowns in business. When you must confront one, how do you typically approach it? A: - With passion. - Every unknown is an opportunity for a creative solution. B: - Jump right in. - If you don't start, you'll never finish. - Might make a few mistakes, but need to in order to learn. C: First look to see if it has been done before, perhaps a training manual. Then study possible approaches carefully. If nothing, segment the problem. Then design experiments to evaluate variables. Collect data. Organize the results. . . E: - Everyone's problem is an unknown. - While working with people you can read them to be certain of making progress. Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Summary Interview Question on Rules What kind of rules should the department you work in have? A: The fewer the rules, the better I work B: I want to know the rules, and then want to know which ones are flexible in order to get the task I've got best accomplished. C: Rules that establish how we work together and how much is expected. E: Rules are guidelines. But sometimes we need to step outside in satisfy a customer/client/student/patient Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Interview Question on Questions Summary The answers to which type of questions will help you be most effective: Who, what why, when, how … A: What B: Why & When C: How E: Who Metric Supervision Quality Excellence Greatest-Contribution Interruptions-in-day Change Predictability/Repeatability Similar-People Different-People Setting-Goals Mistakes Risk Rules Questions Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC Teamwork Unknown

Cyclo. Praxis D C Cyclo = Praxis = The way one naturally works E B A = Habit, Style, Preference, Personality, Passion = A, B, C, D, E Four Theses: 1 = Workers are happiest and most productive when their praxis matches the business unit’s cyclopraxis 2 = People from different praxis expend extra effort to work together 3 = Praxis mismatch is as challenging as function mismatch 4 = Business unit’s cycle defines the work needed. & People who accept openings will be appropriate praxis & Workers’ praxes define the business unit’s praxis. Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC

Your Next Steps 1. Profile your Business - Company - People - Leadership 2. Plan where you want/should be 1. 3. Staff adjustments 2. - Re-assignments - Interview Doug Johnson / Oct 12, 2005 / Copyright © 2005, ubi. Link, LLC