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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, 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 useful. The work or process, when stopped, will not adversely impact areas that need to continue.

Nice to start – the work or process would be useful to start. Particular areas that 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 Continue Stop Doing Nice to Start
Moving from a list to progress steps
  1. The team or individual takes the ideas from each of 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 amongst a group of choices how the organization, department, team, and individual may benefit.
  3. The ideas chosen from each column – Need to Continue; Stop Doing; Nice to Start – can then be turned into progress-focused goals.
SLVR Matrix

From ‘Trying Hard is not Good Enough.’

idea Specificity

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 Barriers Potential 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/or necessary measures that you have to report on?
  • Values – Does this idea align with our espoused values? If someone who knew the organization really well were to hear this idea, they would know it was your work. Will this idea allow us to continue to do work that is 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 build 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/or activities and whether you need to communicate your plans with others.
  3. Think about how you will notice progress.
Our goal and what it will 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?

___________________________________________________

HIRE MIke Cardus

Team Building & Team Development Programs;

Our programs result in;
  • Increased retention of staff talent
  • Increased satisfaction with work
  • Increased collaboration and information sharing within and between departments
  • Increased accountability for success and failure
  • Increased knowledge transfer
  • Increased trust and speed of project completion and decision-making as a team.

The programs develop both individuals and teams, connecting behaviors, actions, and processes and aligning them with your organizational goals, culture, mission, and values.

Your team will learn about, experience, reflect and practice being a high functioning team; they are empowered to create new habits, behaviors, practices, and processes that can be used immediately. Together we create high functioning teams where all individuals are committed in word and action to the team: purpose, decision making, expectations, resources, and process.

CONTACT mike@mikecardus.com 1-716-629-3678