NMA LeaderLab
OPERATION OVERLOAD
Figure out how to sign up
volunteers from people who
have neither the time nor the
inclination to take on extra
tasks…
“Call Ted’s customer”
“Check the User’s Manual for Tom”
“Order supplies for Sara”
“Answer Joe’s E-mail”
“Check figures on Mary’s contract”
“Complete performance review”
“Invoice Account 216”
“Give the boss the figures she
needs”
“Verify the invoice from IBBB”
“Set up telecon”
“Update the our
page on the
website”
COVER CONCERNS
SUGGEST SOLUTIONS
“Finish writing the guide
for equipment
maintenance”
“Finish contract proposal
revisions”
“Return Martha’s call”
LeaderLab CEU Code 05006LL
BUILD BUY-IN
.1 CEU
NMA…
THE Leadership Development Organization
2210 Arbor Blvd.
Dayton, OH 45349
937-294-0421
Web Site: http://www.nma1.org
Meet all their needs!
NMA…THE Leadership Development Organization, Dayton, Ohio
1
NMA LeaderLabs
Operation Overload
Credits:
Developed by Pete Kurzhals, and field-tested by the Boeing Anaheim Leadership Association, and
Boeing Aerospace Leadership Chapter.
NMA provides the following presentation solely for the use of NMA chapters. It is copyrighted and
only active NMA chapters have permission to present the following materials.
Copyright © 2006, by National Management Association, Dayton, OH
NMA…THE Leadership Development Organization, Dayton, Ohio
2
Operation Overload
Scenario
Operation Overload *
Theme: “Find a Fix”
Scenario:
You are the LEADER of a small team of dedicated and overworked employees, who have a plethora of
valid excuses why they simply CANNOT take on any additional tasks. Yet your job as LEADER depends
on your ability to convince one of these employees to take on a new critical effort that’s essential for your
company success, without giving up any of his or her other jobs. You will thus need to successfully
address the employee’s concerns, and get him or her to accept the additional task.
Challenge:
The LEADER can start with any of his team members, but must decide after a few questions and answers
whether or not that team member can be talked into taking on the new task. If not, the LEADER moves on
to the next employee until either all team members have turned the LEADER down or he or she has found
a willing team member.
Operations:
Each team selects its LEADER and an OBSERVER who does not participate in the discussions but takes
notes on the process. The one-on-one discussions between the LEADER and individual team members
continue until time (30 minutes) runs out, all members decline or one member accepts the additional task.
It is obviously in all team members’ interest to do their best to counter the LEADER’S suggestions and
avoid yet more work, so this should be an interesting challenge.
Reports:
The team LEADER will use 3-4 minutes to report on his results including how many members were asked,
whether anyone accepted the extra task and what major associated points were made during the
discussion. The OBSERVER will then have 2-3 minutes to summarize the process.
Evaluation:
The facilitator will take the last 5 minutes to comment on the results and to discuss associated leadership
lessons.
* This LL exercise was derived from similar exercises conducted as part of the Dale Carnegie course on “The People’s Side of Process Improvement (PSPI).”
NMA…THE Leadership Development Organization, Dayton, Ohio
3
NMA LeaderLabs
Operation Overload Lessons
• FIND OUT MORE about candidate workloads and situations
• “Understand and acknowledge the problem….”
• DISCUSS ALTERNATE APPROACHES to handling current candidate
workload
• “Make room for time and new opportunities….”
• EXPLAIN THE BENEFITS of becoming involved and taking on new tasks
• “Focus on need and impact….”
• FOSTER CONCURRENCE AND COMMITMENT to meeting the challenge
• “Obtain buy-in and ownership….”
Things to consider in your work environment!
NMA…THE Leadership Development Organization, Dayton, Ohio
4
Operation Overload
Observer Instructions
•
Observe the interactions/communication of
the leader with the group members.
•
Award points when the leader demonstrates
a behavior.
•
Award a negative point to the team each
time a member of the group says no.
•
Bonus points can be given only for those
items listed to the left.
•
If you made an observation where any
member (or the leader) performed
exceptionally well or had a creative solution,
please add those to your comments. Be
specific.
•
•
If you made an observation where any
member (or the leader) did not do as well as
they could, please let them know what they
did wrong and more importantly how they
could improve in your opinion. Be specific.
Keep your comments to 2-3 minutes
Observer Notes:
SCORE SHEET
Behaviors
Point
Value
Ask questions about the members
workload and situation
1
Probes for alternate solutions
1
Shows the team member the
personal benefit of working on the
new program or relates it to the
impact it will have for them
personally
1
Defines the results/task needed
and time needed to get the
results/task clearly
1
Utilizes a job sharing option;
partner; or backup option
1
Suggests a creative option to the
member
1
Gets a team member to say yes
1
Team Member says no
-1
Points
Awarded
Total
Points
Given
5
Operation Overload
Facilitator Hints
1.
2.
3.
Assign each table a team number (Team 1-10)
then go through the LL instructions and
make sure all teams adhere to the designated time allocation for each LL section.
After taking reports from each of the teams,
thank each team for their participation and inputs
Begin with the teams that completed their assignment and signed up a volunteer(s), and
1. Comment on the steps they used to succeed
2. Acknowledge the problems encountered by the other teams and
3. Relate these to real work situations
4. Finally, go over the LeaderLab lessons which cover one approach to buy-in, and
5. Award prizes.
NMA…THE Leadership Development Organization, Dayton, Ohio
6
NMA LeaderLabs Operation Overload
Prizes
Zen Garden Kit
Captain Smiley
Gator Candy Dish
Juggling Balls
NMA…THE Leadership Development Organization, Dayton, Ohio
Stress Reliever
Litebulb
7
LeaderLab Evaluation Form
Your comments and suggestions are very important to us. Please take a few moments to reflect on your
experiences at the LeaderLab. Your input will help us to continue to provide professional quality services
and maximize learning during the future LeaderLabs.
PLEASE CHECK THE APPROPRIATE BOX
1.
The overall LeaderLab program
2.
Appropriate use of the materials that made learning easy and enjoyable
3.
Opportunity to exchange experiences and ideas with others
4.
Length of LeaderLab relative to its objectives and meeting your needs
5.
Applicability to your responsibilities, needs, and roles at home, work, and
elsewhere
6.
What is the most important thing you learned during the LeaderLab?
7.
Which part of the LeaderLab was of MOST VALUE to you? Why?
8.
Which part of the LeaderLab was of LEAST VALUE to you? Why?
9.
What suggestions for improvement do you have for future LeaderLabs?
Excellent
Good
Fair
Poor
Check one ─
Yes
No
Did the facilitator(s)…
Keep the sessions “moving and interesting”?
Speak at a level that could be easily heard and understood by everyone?
Keep the discussions constructive, crisp, and well controlled?
Practice “good facilitation skills”?
NMA…THE Leadership Development Organization, Dayton, Ohio
8