Create-Learning-Team-Building-and-Leadership_thumb.jpg

Nice to, Need to, Stop

A template that may be used with departments, teams, and individuals to identify what current areas of their work need to continue or stop doing and would be nice to start.

Definitions

Need to continue – the work or process is mandated by a funder, governing body, or management. It may be helpful to point to the specific evidence or documentation that states it needs to continue.

Stop doing – the work or process is no longer necessary or valuable. The work or process, when stopped, will not adversely impact areas that need to continue.

Nice to start – the work or process would be helpful to start. Particular areas may have gone unnoticed or lacked focus as changes happened.

How to use:
As individuals
  1. Email template to team members.
  2. Ask them to add work or processes to each column. Starting with Need to Continue, then Stop Doing, ending with Nice to Start.
  3. Come prepared to the next team meeting to share your work
As a team
  1. Share the template on flip-chart paper or a PowerPoint slide
  2. Team members add work or processes to each column starting with Need to Continue, then Stop Doing, ending with Nice to Start
Need to ContinueStop DoingNice to Start
   
Moving from a list to progress steps
  1. The team or individual takes the ideas from the columns Need to Continue, Stop Doing, Nice to Start and works the concept through the SLVR tool below.
  2. The tool is meant to slow down thinking to identify how the organization, department, team, and individual may benefit from a group of choices.
  3. The ideas chosen from each column – Need to Continue, Stop Doing, Nice to Start – can be turned into progress-focused goals.
SLVR Matrix

From ‘Trying Hard is not Good Enough.’

  
ideaSpecificity

 

10–very much

0-Not at all

Leverage

 

10–very much

0-Not at all

Values

 

10–very much

0-Not at all

Reach

 

10–very much

0-Not at all

Feel Good

 

10-very much

0-Not at all

Potential BarriersPotential Successes
        
  • Specificity – How specific is the idea? Is it easy to understand and find evidence?
  • Leverage – Will the idea allow us to gain leverage over our work? Will this idea encompass other useful measures of progress? How does this idea encompass other required and necessary measures you must report?
  • Values – Does this idea align with our espoused values? If someone who knew the organization well were to hear this idea, they would know it was your work. Will this idea allow us to continue to work aligned with our mission & values?
  • Reach – How far-reaching will this idea span? Will it reach the various audiences we serve, support, and partner with? Can this be useful in talking with a variety of audiences?
  • Feel Good – Will the people, who are making an effort, feel good about what they have done?
  • Potential Barriers – What may stop or impede this from happening?
  • Potential Successes – What successes will be seen as a result?
Action Planning for Short-Term and Visible Projects

From Fry, The Monkeys Create A Solution 

Based on your future view and building on our existing skills, choose a small project that your team or you can implement in the next 2 – 4 weeks.

Customers will see or feel a difference with the implementation of this project.

Things to Think About
  1. You and your team are the resources for change and growth.
  2. Include any groups and activities and whether you need to communicate your plans with others.
  3. Think about how you will notice progress.
What will our goal look like when our team has accomplished it?With whom do we see ourselves collaborating and communicating to help make this happen?
How do we see this helping with the unique needs of our customers?When? What time frame for the actions will we have set up?
Where will we begin? What will be the first visible steps?

 

1.

2.

3.

How will we be communicating our successes?