1. DLA ELDP Coaching Mini-Town Hall (MTH) Defense Logistics Agency
The Right Solution - On Time, Every Time
Thank you for inviting me.
Let me tell you first how I see the world: I really don't.
Being legally blind since I was a young boy, I am no stranger to hardship.
Through the struggle, I have learned to see patterns and to think strategically.
My job today is to give you a glimpse into how I see the world today, the crises we must overcome, and the future we can create together.
In collaboration with
DR. BRUCE LARUE

2. Workshop Outline Overview Mini-Town Hall Discussion & Questions
DR. BRUCE LARUE

3. First WHAT, then WHY, and finally HOW Clear rational for CHANGE
Change Integrator©
Purpose
What
Why
Feedback
How
People
Process
First WHAT, then WHY, and finally HOW
Clear rational for CHANGE
DR. BRUCE LARUE

4. Principles of Complexity
Mini-
Principles of Complexity
introduction
Favor adaptability Over Stability
Self Organizing
Purposeful
Asymmetric
Non-linear
Chaordic: Chaos & Order

5. Mini-Town Hall – Overview 1 of 2
MTH - Gets everyone into the canopy for a view of the whole operation - highly interactive method of including people in the change process who might otherwise be resistant to change
Lead with What & Why
Sets compass heading (What)
Articulates clear compelling rational (Why)
Approves the How
Operates at the helm, not engine room
Team advises How
Creates the map, to get from here to there (How)

6. Mini-Town Hall – Overview 2 of 2
MTH
Sets leader’s compass heading
Supports the next higher’s intent
Gets the team on board as they develop the map (How)
Chance to give input to change
Team either – steps up or steps aside
Format
Informal
Provide advance notice, ready to engage
Ground rules: be forward-looking and constructive
Come with alternatives and solutions, not just problems
Change is either – To you or With you

7. Mini-Town Hall - Blank Sheet Exercise
Imagine you are given a blank sheet of paper and you were told to forget about what exists today, what would a solution look like?
If you were not constrained by the prison of the known (looking at the future in terms of the past or the present), how would you design this new initiative to meet the challenges you've identified?

8. Mini-Town Hall – Engaging Your Team
How: Engaging your Team in Crafting the Roadmap
Ask your team to be your operational advisor
Old way: Follow orders
New way: Team’s insight, contribution, buy-in
Leader’s role is integration & alignment
Coordinate, integrate, communicate
Focus on outcomes not just inputs
Create space/time for purposeful dialog

9. Mini-Town Hall – Preparation
Pre-workshop actions for the Leader
Develop the What and Why, prepare to present to team
Ensure alignment with the broader organization objectives
Orchestrate the event
Select the location (if virtual, make technical arrangements)
Determine who needs to be in the room
Ask the boss to kick it off (optional)

10. Mini-Town Hall – Leader Preparation 1 of 3
Setting the Stage
What: Purpose – the Compass Heading for Change
Provide team a view from the canopy
VUCA challenges
Strategic priorities
Success criteria
Expectations of performance
Widen everyone's aperture so that they see their actions within a broader organizational context

11. Mini-Town Hall – Leader Preparation 2 of 3
Setting the Stage
Why: Creating a Compelling Rationale for Change
Why will this change benefit our customers?
Why will this change be beneficial for our organization?
Why will this change benefit individual team members?

12. Mini-Town Hall – Leader Preparation 3 of 3
Engaging in Small Group Discussion
6 to 8 per table
Who should talk to whom
Mix function, expertise and less expertise at table
Everyone has a chance to talk
“How can we best organize to achieve our purpose?"
Leader is guide, mentor, provides essential resources, and removes barriers to progress
Ensures that team remains on track and hits targets

13. Mini-Town Hall - Questions
Key Questions to Ask
Given our desired end state and priorities:
What is working well today?
What is not working?
What should we do differently moving forward?
What do we need from one another?
What do I need from you, in what form, and by when?
What do you need from me, by when, and in what form?
The goal is to have team operationalize priorities & objectives

14. Mini-Town Hall – More questions
Other questions to consider
Are we refining existing processes, or generating new ones?
How do we organize ourselves to accomplish our strategy?
What would you do to improve our operation?
What do we need from other functional areas?
What resources do we need to accomplish our objectives?
What barriers do we see and how can we overcome them?
What do you need from me as your leader?

15. Mini-Town Hall – Leaders Leave the Room
Allow team to speak among themselves
Don’t be too attached to your own ideas
Listen to and build from others ideas
Look for gaps in end to end process flow
Show mutual respect
Return to see how they are doing

16. Mini-Town Hall – Leaders Return to Room
Leaders Return to the Room
Listen actively
Avoid Sub optimization
Pay close attention to body language, tone of the discussion
Why – ask team for their rationale behind ideas
Categorize & Prioritize

17. Mini-Town Hall - From Strategy to Action
Prioritizing and Categorizing MTH Outcomes
1. Low-hanging fruit
Parking lot
High priority
Prioritizing through multi-voting
Mini-Town Hall Debrief and Next Steps
What worked well in this meeting?
What worked least well in this meeting?
What can we do differently in future meetings?

18. Mini-Town Hall – Follow-up Actions
MTH Follow-up Actions for Leader
Post comments in your office
Create a dashboard
Consider creating a internal blog
Create space for on-going collaboration
Treat workers as your operational advisors
Tie individual performance to team outcomes
Tie recognition and reward to initiative outcomes

19. Mini-Town Hall – It Works
Tried and proven hundreds of times over a ten year period….
DLA Korea – December 2014

20. DLA ELDP Coaching Mini-Town Hall (MTH) Defense Logistics Agency
The Right Solution - On Time, Every Time
In collaboration with
DR. BRUCE LARUE