MOBILIZING LEADERSHIP RAPID RESULTS APPROACHapi.ning.com/files/4YilfwQJfCttdFATbgv2rDLyeVP2...MOBILIZING LEADERSHIP RAPID RESULTS APPROACH Roles and Responsibilities ... Develop a

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 O @ Y A H O O . C O . U K

MOBILIZING LEADERSHIP

RAPID RESULTS APPROACH

Roles and Responsibilities

TRAINING OF COUNTRY COACHES AND MFDR TRAINERS

9 -18 September 2013 Tunis

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

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 O @ Y A H O O . C O . U K

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 O @ Y A H O O . C O . U K


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)


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



IMPLEMENTATION RISK -1


Count the Number of Squares

1-16 17-20 21-22 23-24

25 28 27 26

29 30


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


THE CLOUD DREAMER

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 O @ Y A H O O . C O . U K

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?


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


TEMPORARY GOVERNANCE STRUCTURE

Political Leader (Minister/Board Chair)

Sponsor (Permanent Secretary/CEO)

Results Leader (RL)

Strategic Leader (SL)

Team Leader (TL)

Team Members


RRI COACH

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


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?


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



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



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



IMPLEMENTATION OF RRI

During the launch of RRI, 3 major activities happen;

i. Crafting of RRI goals

ii. Developing RRI Work Plans

iii. Agreeing on Team Operating Plans



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


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


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



A

Develop strategies to increase cross-boarder small trade

B

Increase cross boarder small scale trade by 20% in next

financial year



A

Train 30 regional trade negotiation experts to support faster trade

integration

B

Construct a regional trade Centre by 2015

WORKING DEFINITION OF “RESULT GOAL”?


Train locals and key stakeholders on benefits of

regional integration

Develop strategies for regional integration

Increase flow of goods and services across

boarders

Identify and map out boarder points

suitable for construction of one –stop crossing

Increase intra and inter African regional trade

Increase consumption of goods and services

produced within the region

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


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;


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



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



CONCLUSION

For any RRI to succeed the Political Leader and the Sponsor must

similarly give their unequivocal support to the teams.



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.)


PARTING SHOT

What's the use of running if you are not on the right road

A German Proverb


THANK YOU

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MOBILIZING LEADERSHIP RAPID RESULTS APPROACHapi.ning.com/files/4YilfwQJfCttdFATbgv2rDLyeVP2...MOBILIZING LEADERSHIP RAPID RESULTS APPROACH Roles and Responsibilities ... Develop a