Your chance to contribute to the future of sport in Jersey
Tim Rogers and Ally Meredith are on BBC Radio Jersey 7am Tues 26Aug about Sport, Tourism and Tech
We are reviewing ESC Strategy to make sure we are up-to-speed with facts
http://www.gov.je/SiteCollectionDocuments/Education/R%20ESC%20SPORTS%20GREEN%20PAPER%2020130227%20LR.pdf
http://www.gov.je/SiteCollectionDocuments/Leisure%20and%20entertainment/R%20Sport%20Consultation%20Responses%20Summary%2003072013%20TM.pdf
http://www.gov.je/Leisure/FortRegent/Pages/index.aspx
If you have an opinion, or a document you think I should read please get in contact
Thanks timhjrogers@hougue.com Mob 07797762051
ciChange is a not-for-profit forum for ideas and discussion, about all aspects of Change Management, including people, processes, teams and leadership. It is a place to share and exchange models, papers, ideas and information about change. We welcome participation from a broad audience, including business and change leaders as well as project & change providers.
Saturday, 23 August 2014
Friday, 22 August 2014
The future is bright for Jersey, but the timing is now or never!
The future is bright for Jersey, but the timing is now or never!
SPORT & TOURISM OPPORTUNITES
We already have a fantastic environment for sport and it is amazing what people will spent to realise their sporting goals. People think nothing of jumping on a plane and staying in a hotel just to run 10k. I once flew to Birmingham for the Indoor Rowing Champs. I came 4th in 6min and 40secs. That trip worked out at 100 per minute and I loved it.
Jersey coaches including Nick Saunders and Tony Williams already export & promote Jersey by providing on-line coaching to hundreds of athletes all work the world. HeathHaus is recognition that people care about their health and will pay a premium for great facilities. There are so many examples. However there is no joined-up approach to integrate our resources and market Jersey. There is nowhere other than perhaps Club LaSanta in Lanzarote that you will find so many physios, medics, coaches, athletes, and facilities in an area 40 miles square. Our capacity to host the Island Games is testimony to the opportunities that exist every day, of every year not just Island Games 2015.
I am working to help better co-ordinate and leverage the Island Games, Youth Games and Commonwealth Games. Our ambition should be to share resources, talent, coaching and management. To combine, collaborate, co-operate and communicate to become a centre of excellence which offers a joined-up approach to sport and health and a performance programme that can lead from Youth Games -> Island Games -> Commonwealth Games and then, being part of GB for the Olympics. We can only do this, if we work as a team!
There are many world-class events that we could host here in Jersey.
SPORT & BUSINESS OPPORTUNITES
70 countries participated in the Glasgow Games. 200 world leaders. 7000 athletes. 5 billion viewers. Did Jersey realise the true potential of working with these people, these organisations and promoting itself to that audience?
I was invited to meet David Cameron at No 10, and he talked about the need to inspire, the need to train hard, and the benefits for the whole community in sport, in health and in business. I don t believe we have realised the potential that can be gained by working alongside Team GB or Team Australia or the business and export opportunities.
Success in sport is seen on the track, in the court, on the road. But there are opportunities in Marketing, Management, Coaching and Technology. We are looking for the best athletes, but why not also the next Seb Coe? Why don t the IoD put forward their best directors, the Institute of Marketing their best marketers or the Institute of Management their best manager to work along-side the performance management teams of England, New Zealand, Jamaica.
The next Commonwealth Games should make the other nations envious of our ability behind the scenes as well as on the field of play. The talent that has made Jersey an offshore finance centre is about enterprise, goals, drive and could be equally used in Sport Management. We often say business can lean a lot from Sport, but Clive Woodward was perhaps the first to suggest that sport can learn a whole lot from business!
If we do this then it is another reason for people all over the Commonwealth to come to Jersey to learn from us and buy our services.
SPORT-TECH JERSEY
Athletes want data to improve performance: top teams use wind tunnels, and wearable devices for speeds, power, heart rate, calories. Jersey s Gigabit + Digital Jersey + Google would be a great combination to develop these technologies into real-time feedback systems which go directly to the coach. In Formula 1 the data from the car goes directly to the engineers who give advice to the driver over the radio. Supposing we could do this for athletes and coaches, just think of the potential for feedback and improvement.
Many people now video on their phone, or maybe have those small GoPro cameras on their helmet. Suppose, using a product like Google glasses, the coach could see what the athlete sees as they are performing. Suppose the glasses had a heads-up display like a fighter plane which told the athlete where their rivals are, and how they are performing in real time! This would completely change race strategy in the way that radios and team cars have changed the way the Tour de France is won.
Suppose all this information went directly to your TV, so that the next time you watch the Olympics you can select an athlete and watch their speeds, power, heart rate, calories. You could even see what they see, though their eyes, if they are wearing Google glasses. This would completely revolutionise sport, participation and engagement.
There is nothing new in anything outlined above. These are all existing jig-saw pieces, but I believe that Jersey s Gigabit + Digital Jersey + Google would be perfect partners to prototype something in Jersey for the Island Games, the Commonwealth Games and maybe the Olympics.
Jersey wants to diversify from the Finance Industry and develop Digital Jersey. This seems an exciting opportunity, particularly because of the other applications (see below)
DIGITAL HEALTH
If we replace the word athlete with patient and the word coach with doctor we now have a new way of delivering digital health care to a community.
Athlete data now becomes health data and performance becomes wellbeing. Instead of an athlete being coached by someone track-side, or remotely the same concepts can be used to allow Doctors or Specialists to support patients thousands of miles away.
There has been a lot of work by Jersey s Heart Doctor Andy Mitchel on this, and I believe that Digital Heath is a huge opportunity for Jersey.
THE WAY FORWARD
I am not the expert, I don t have a new widget that will do all this today, but I have drive and passion and I believe Jersey has all the components (time, talent, technology, cash, enterprise) to make the above possible.
I am really keen to build and promote opportunities which will engage and excite our whole community, potentially linking this to TEDxYouth and creating both business opportunities and sport performance.
Thursday, 21 August 2014
Is PRINCE killing project progress?
Is PRINCE killing project progress?
PRINCE2 is about [Pr]ojects [in C]ontrolled [E]nvironments and ostensibly is a structured approach to managing projects much the same as an accountant might use a structured approach to doing accounts. The advantage is having a well understood and transparent way to plan, monitor and review projects which can be universally understood. The problem is that the bureaucracy can consume more resources than actually delivering the project outcomes.
STORY
I was overhearing a project manager try and explain MS-Project and Gantt Charts to a manager who was much more comfortable with to-do lists and couldn t help feeling that the technology and terminology was onerous and confusing and that both actually undermined the process of project management.
It reminded me of a conversation during a project rescue where an indignant IT expert explained that they had diligently logged all the risks and it wasn t his responsibility to do anything more than update the spreadsheet. To his mind completion of the log was sufficient, even if it wasn t adequate for the communication, consultation or co-ordination of risks, issues and actions. His log was neatly in his draw, available to anyone who might ask for it, but he didn t see it as his role to be proactive.
OBSERVATIONS
Project Management is simple; it is about communication, consultation and co-ordination of aims, the tasks that contribute to those aims and the people who support the completion of the tasks. In essence you are looking to complete on-time, on-budget, to-specification with lo-risk and hi-communication.
Whilst MS-Project and Gantt Charts, as well as clever collaborative portals are all very useful the essence of successful project management is in human to human communication and this it sometimes better done with a to-do list and a cup of coffee than a flashing amber warning on a spreadsheet that is mis-understood or a Gantt chart that is unseen.
REAL-LIFE
For the Incorporation of the Ports of Jersey I started all things PRINCE2 with Gantt Charts and Project Highlight Reports and everything else from the Project Manager s toolkit. However the Gantt Chart was over 200 lines long and stretched from the ceiling to the floor in my office. The Project Highlight Reports were great, and everyone got one. However follow-up conversations revealed that they were received and filed, but not read and understood.
I had to change my approach to suit the organisation.
Instead we had 2-weekly coffee mornings where we would all get together and discuss what was happening in our work-streams. This was much more honest and revealing than Project Highlight Reports. I would then identify the key issues which would then make it to the Programme Board or Political Oversight Group.
Prior to the formal meetings of the Programme Board or Political Oversight Group there would be an informal pre-meeting with key officers to make sure there are no surprises and we quickly removed distraction from the key matters: Invariably the agendas for the meeting were very short with a very narrow focus on only the key issues for which a decision was needed.
This approach ensured communication, consultation and co-ordination up and down the hierarchical chain. It also offered focussed agendas, succinct papers and clear decisions which are the mark of good project management.
To find out more about the Incorporation of the Ports of Jersey
http://www.gov.je/Government/Consultations/Pages/PortsIncorporation.aspx
RECOMMENDATIONS
Don t get too hung up on forms, templates, charts or technology it is the message or action which is important.
Reduce the formality at the operational level so that dialogue is more honest and less likely to be full of self-promotional spin which usually accompanies people s update reports.
Use pre-meetings to cut through the jargon and identify people s key interests and preferred style rather than find yourself saying something in the wrong way, to the wrong person, at the wrong time, which could have been avoided with a little pre-meeting rehearsal.
Don t assume that anyone will read or understand what you have written, instead talk to them and use documents as a record AFTER the conversation, rather than INSTEAD of the conversation.
ciCHANGE FEEDBACK
Please share your thoughts either directly by email or via Social Media
Facebook http://www.facebook.com/ciChange
Twitter @ciChange https://twitter.com/CIChange
Linked-In http://www.linkedin.com/groups/CI-Change-4301853
ciChange is sponsored by Total Solutions Group http://www.tsgi.co/
THE AUTHOR
Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.
Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 Twitter @timhjrogers Skype timhjrogers
Tuesday, 12 August 2014
eGovernment and Shaping Our Future
eGovernment
and Shaping Our Future
CHANGE is not about tinkering with the edges and small
improvements in admin. It is about thoughts and feelings and therefore needs to
be seen , felt and heard (eg touching the senses). It’s the films we watch, the
music we hear and the flags we wave which excite us. Admin just doesn’t do it!
The States invited public sector workers to talk about
change within the States and the vast majority said it isn’t happening fast
enough. The response was that lots has been done on policies, terms and
conditions and many more processes will be automated by technology. I can’t
help feeling that whilst commendable a focus on admin and process doesn’t
inspire and apparently isn’t actually recognised as change.
It is true that PERFORMANCE is achieved by the
accumulation of marginal gains (eg British Cycling) but this (admin and
process) is often invisible and the results appear magic eg the performance of
Bradly Wiggins or Chris Froome. In government, there is much to commend about
Lean Processes and Six-Sigma approach to becoming more efficient and effective
but this doesn’t necessarily lead to change nor have much cultural impact. It
does however have the merit of getting some people active.
If you were in a ship and you want to go faster your
focus should be in the engine room. If you want to change direction then
perhaps your emphasis should be on the bridge-deck. This is essential the
difference between doing things right (faster, cheaper, better) and doping the
right things (delivering the desired products and services) . In triathlon we
often say there is no point in going fast if it is in the wrong direction.
What is it that eGovernment and Shaping Our Future are
trying to achieve PERFORMANCE or CHANGE?
They are not mutually exclusive, but they do have an impact on the approach,
priorities, audience and communication.
I think Shaping Our Future is a brilliant initiative, and
ironically I see huge parallels with Guernsey’s Danelion Project which is much
more “power to the people” and “community against government” but the ambitions
for both are to make a better, healthier, happier Islands.
 |
These are governments’ areas of focus and the coloured
counters indicate which the public sector believes are the priorities. The
red counters indicate Jersey’s greatest asset, which must be protected.
|
I suspect however that Shaping Our Future could benefit
from better community engagement and maybe Guernsey’s Danelion Project might
value some measures of performance to better direct the time, money and talent
of participants.
If you have a view, why not contribute to the debate
#sofjsy
Post-Script
This blog was emailed to the Shaping Our Future people
for their comment prior to publishing. It was sent 18 July and despite several
reminders no reply has yet been received.
What is ironic about this is that the people attending Shaping
Our Future voted to say that change is not happening fast enough, and it seems
that there isn’t the capacity to deliver change quickly. If it takes nearly a
month to reply to an email I anticipate that the people attending Shaping Our
Future will continue to be frustrated by the pace of change.
No wonder Guernsey’s Danelion Project is advocating
revolution, and with the elections in October maybe Jersey will vote in that
direction.
MORE INFORMATION
Shaping Our Future
Or follow #sofjsy on twitter!
Guernsey’s
Danelion Project
http://guernseypress.com/news/2014/04/16/make-island-best-place-to-live-says-dandelion-project-group/
http://dandelion.gg/
#believeinguernsey
on Twitter
ciCHANGE FEEDBACK
Please share your thoughts: what do you want to happen
next and what can I do to make that possible? Please
feel free to add comments and photos to ciChange on Linked-In and
Facebook
THE AUTHOR
Tim Rogers is an experienced Project and Change Leader.
He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com (next event 11
April 2014). He is Programme Manager for the commercialization of Jersey
Harbours and Jersey Airport. He is also Commonwealth Triathlete and World
Championships Rower with a passion for teaching and learning and is a
Tutor/Mentor on the Chartered Management Institute courses.
Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype
timhjrogers
Tuesday, 29 July 2014
Would you prefer to watch failure or contribute to success?
Would
you prefer to watch failure or contribute to success?
In change
management we often talk about three categories of people: those who will make
it happen; those who will let it happen and those who will resist it
happening. The secret to success is
winning the swing voters necessary to tip the balance in favour of change. But
don’t underestimate the difficulty of winning them over!
I have a big white van which is full of stuff for the
commonwealth games and I was trying to reverse into a tight spot. I got out of
the van, looked at the gap, assessed it, got in and moved back a bit more. Then
I got out of the van, looked at the gap, assessed it, got in and moved back a
bit more. I noticed someone watching me struggle to and was annoyed with myself
when I heard a crunch and knew I’d got it wrong.
The person who idly watched me then came over and said “you’ve
hit my car.” I was annoyed with myself but astounded that this person’s interest
was in watching me fail, rather than helping me or indeed acting in his own
interests to safeguard his
car.
I apologised and we chatted as we exchanged details. He
mentioned “things like this always happen to me” and I wondered if it was
because he was someone who just let life happen to him? This was my fault, I
reversed into his car, but he had plenty of opportunity to speak-up and didn’t.
I think there are some good lessons here….
1. Don’t assume people even understand their
interests/risks let alone act on them
2. Don’t underestimate apathy or laziness
(can’t be bothered, someone else’s problem)
3. The success of TV show “You’ve Been Framed”
and most Celebrity Jungle Talent is based on the fact more people are
interested in watching than doing and some have a peculiar satisfaction
watching people fail rather than making their own effort to succeed.
As a result some good actions might be…
a) Actively engage people and explain
risk/rewards and cause/effect
b) Motivate people by identifying their best
interests and helping them act
c) Work hard to create a team culture and
reward for “doing” rather than “watching” and don’t give failure any airtime
for people to gloat, but instead applaud and broadcast action.
ciCHANGE FEEDBACK
Please share your thoughts: what do you want to happen
next and what can I do to make that possible? Please
feel free to add comments and photos to ciChange on Linked-In and
Facebook
Facebook http://www.facebook.com/ciChange
Twitter @ciChange
https://twitter.com/CIChange
ciChange is sponsored by Total Solutions Group http://www.tsgi.co/
THE AUTHOR
Tim Rogers is an experienced Project and Change Leader.
He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com (next event 11
April 2014). He is Programme Manager for the commercialization of Jersey
Harbours and Jersey Airport. He is also Commonwealth Triathlete and World
Championships Rower with a passion for teaching and learning and is a
Tutor/Mentor on the Chartered Management Institute courses.
Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype
timhjrogers
Tuesday, 15 July 2014
Sometimes the best way to break a record is not to think about it too much. The same is true of managing change.
Sometimes
the best way to break a record is not to think about it too much. The same is
true of managing change.
Top crew from the
Jersey Rowing Club shared their secrets to building teams, setting records and
changing minds.
I always remember Triathlete Tim Don being asked about
his result in a race and he said results don’t mater performance does. His
logic is that you can take responsibility and improve performance but results
are more hostage to fortune since they depend on a range of other variables that
you cannot control including rivals!
This was brought back to me when talking to rower Paul
Coutanche who, with his team of 4 rowers and cox beat the previously dominant
Guernsey and set a new course record from Sark to Jersey. Paul explained that
they had spent a lot of time talking about possibilities and as well as
training the team also spent a lot of time thinking. This was not an obsessed
focus on the record, but instead an interest in how they work together to
create the right rhythm in the boat.
Furthermore, Paul explained that they took their boat out
to the half-way point for both the team to practice and the cox to become
confident in the route, the landmarks and the pace necessary to manage their
efforts on race day.
When it came to race day they didn’t think about the
record. Indeed sea and wind conditions suggested that breaking the record
simply wouldn’t be possible. Instead they worked with confidence and commitment
on their performance. The possibility of breaking the record only became
apparent after reaching the half-way mark that they had practiced.
At this point it was hard but familiar territory and the
result is a fairy tale ending.
There are some good lessons for those managing teams,
performance and change.
1. Work on the team and the internal
relationships you will depend upon when it goes tough
2. Work on performance and create momentum and
progress rather than just hard work
3. Practice elements so that the challenge becomes familiar and
manageable
4. Use training and experience to build both
self-confidence and team-confidence
5. Don’t be distracted by what you cannot
control
It would be easy to say their success was down to being
good, strong, fit rowers. But I have seen better rowers, stronger rowers and
fitter and younger rowers attempt and fail to achieve their results in the Sark
to Jersey. The key difference which made this a record breaking team came from the 5 factors above.
ciCHANGE FEEDBACK
Please share your thoughts: what do you want to happen
next and what can I do to make that possible? Please
feel free to add comments and photos to ciChange on Linked-In and
Facebook
Facebook http://www.facebook.com/ciChange
Twitter @ciChange
https://twitter.com/CIChange
ciChange is sponsored by Total Solutions Group http://www.tsgi.co/
THE AUTHOR
Tim Rogers is an experienced Project and Change Leader.
He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com (next event 11
April 2014). He is Programme Manager for the commercialization of Jersey
Harbours and Jersey Airport. He is also Commonwealth Triathlete and World
Championships Rower with a passion for teaching and learning and is a
Tutor/Mentor on the Chartered Management Institute courses.
He also used to hold a record for the Sark to Jersey,
which got beaten in 2014!
Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype
timhjrogers
Sunday, 8 June 2014
Pygmalion Effect: Setting high expectations improves performance.
Pygmalion Effect: Setting high expectations improves performance.
The effect of setting high expectations on people, coined the Pygmalion effect, was first postulated in a study of teachers’ impact on students (Rossenthal & Jacobson, 1968). In the study, students at an elementary school took intelligence pre-tests. Rosenthal and Jacobsen then informed the teachers of the names of twenty percent of the students in the school who were showing “unusual potential for intellectual growth” and would bloom academically within the year. Unknown to the teachers, these students were selected randomly, with no relation to the initial test. When Rosenthal and Jacobson tested the students eight months later, they discovered that the group of randomly selected students scored significantly higher.In the workplace, a study on the Israeli defence forces (Eden, 1992) revealed two effects of setting expectations:
- Leadership mediates the Pygmalion effect. Raising manager expectations improves leadership, which in turn promotes subordinate performance.
- Managers allocate leadership resources to subordinates in proportion to their expectations.
The implications of the second effect were reported as, “Evidently, high expectations bring out the best leadership in a manager. This suggests the hypothesis that if managers would treat all their subordinates to the same quality leadership that they lavish upon those of whom they expect the most, all would perform better”.
Source: http://www.changefactory.com.au/our-thinking/articles/managing-performance-pygmalion-effect-leadership/?utm_content=buffer0b3f6&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer
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