WHOSTHEDRIVERANYWAY?

MakingTheShiftToACollaborativeTeamCulture

JohnKuypers2011i

Contents of this Book Summary

FOR PROFESSIONAL EVALUATION USE ONLY.

Copyright 2011 by John Kuypers All rights reserved.

1. Introduction ...1 page 2. Book Summary...5 pages 3. About the author....1 page 4. Executive Testimonials..3 pages 5. WTDA Collaborative Change services.1 page 6. Actual Table of Contents1 page

Burlington, ON Canada L7R 3XR

Publishing rights in Canada belong exclusively to Carswell Publishing. To order copies of this hardcover book, go to www.carswell.com or your nearest book retailer. Available in e-book Kindle format outside Canada only.

www.performanceshift.com

Collaborative change experts

12 pages in total.

www.whosthedriveranyway.com Leadership training on collaborative decision-making that gets people on-track www.roledriver.com A roles & responsibilities software system that enables leaders to collaboratively define and shift how things get done by whom.

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This book helps people work together better.

Whos The Driver Anyway? has been written to give senior leaders many collaborators in their mission for success. These are the managers and executives in the middle of the organization, from supervisors to vicepresidents. Designing and building a cohesive, productive organization is difficult, complex work. It is a lot easier when everyone on the team gets it. This book provides a carefully thought-out means to get one thing how to share decision-making authority to deliver great results on-time and on-spec. Great results are what bring the vision of the organization to life. Results satisfy customers and clients. Results reward stakeholder investments and lead to an ever brighter future. The book is intended to shift the culture of your organization towards one of individual accountability for the results of a team and the entire organization. No man is an island unto himself, wrote John Donne in 1595. Yet, every person is responsible for their role on the team. For many leaders, working with a group of people who are on the same page is the most gratifying aspect of their work. They are part of a team dedicated to a cause that is about more than just making money. They feel the pleasure that comes when one plus one adds up to three. They are making a difference and loving it. For other leaders, bad experiences have left them feeling scarred. It is not pleasant when you hear the stories. Conflicts that got personal. Resentments that stewed, often for years. Politics that cut like a knife. Stress that burned them out. Sometimes they just walked away from it all. The struggle wasnt worth it any more. It was their lifes work and the only happy ending was cashing in or moving on. They always departed with vast potential left behind.

I have had both. Many years after walking away from a blossoming corporate career, I now offer you this bag of tools on how to get others to get things done. If you are surprised or delighted by anything you read, it will be because youve been so busy running your business, you didnt have time to think of these yourself! I understand. Managing a business is a tremendous responsibility. I offer you one main lesson: Collaboration means deciding who gets to decide. Collaborating isnt about holding hands on final decisions. It is about agreeing on shared power and control in order to avoid gridlock and overcome stubborn resistance. The 21st century is changing rapidly and command & control is fast fading as a leadership style. Collaborative change will get you where you want to go faster and better, if you have courage and some humility along the way. This book will help give you both. Executive coach and friend Jean Davies says, All of my clients have only three problems. Their boss. Their peers. And their employees. Thats all I coach on. To be a successful leader, you have to solve people issues, in addition to business issues. This book is not long. The concepts are familiar. But there is new language that is fresh. New language is the cornerstone of culture change. For your convenience, there is a glossary at the back of the book. Whos The Driver Anyway? will make you self-aware. It will empower you. It may even make you feel uncomfortable. You will know it worked when team members work together better than they did in the past. The reward will be better results, greater respect and a more satisfying leadership style.

John Kuypers, November, 2010

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6 S UMMARY OF W HO S T HE D RIVER A NYWAY ?

Great leaders get people to do things right and they do it in way that leaves everyone on the team feeling successful too. This delightful utopia rests on each person accepting their role and playing out that role with passion, conviction and fun. Whos The Driver Anyway? offers a bold set of tools and language to get there. Once achieved, the outside world will inevitably change and the team must also change. A growing market flattens or declines. A new person comes in with new ideas that rock the boat. New software and processes change how work gets done. A much-loved team member leaves. A new product or service flounders. The team gets restructured or down-sized. Great teams readily adapt to change. Their greatness lies not in their past successes but in their ability to rise above new hurdles. Anyone can ride a wave of success when markets are hot, margins are fat and everyone is on the same page. It is in adversity that we are tested. Nowhere is that test more demanding than for mid-level managers, the toughest role in the organization. Faced with pressure from above to shift the team in a new direction, and street level realities from below that stand in the way, mid-level managers affect everyone and often please no one. It is a stress-filled role. I want to share a little-known secret to overcoming the stress effects of being a collaborative leader. Before taking action, be non-judgmental first. If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you will set yourself up for much greater leadership
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and personal success. If you dont, you will quite likely face the leadership dilemma of being right or being successful, leaving yourself in a win-lose situation no matter what you do. The reason being non-judgmental works is that you focus on the issue, not the person. You focus on their behaviour, not their character or personality. This is how you avoid inflaming their ego. It is how you keep your own ego in check, giving you fierce resolve about the issue yet personal humility about the person and their ways of doing things that you dislike. This is the path that leads to helping them (or you) see the right way to do things and willing embrace it so everyone feels successful. Non-judgment does not mean endorsing the behaviour. It means shifting your perception of the issue into neutral. You neither endorse it nor condemn it. It simply is what it is. You are accepting the present moment. Paradoxically, this will open your eyes to seeing new ways to get what you want. The tools in this book are designed to help you see those ways, but non-judgment will give you the courage to actually step out of your comfort zone and just do it! Most peoples egos are so sensitive that even a behaviour-based comment can still be mis-interpreted as a personal criticism. You can say to someone who is late with their work, When is your report going to be finished? and they may react defensively, Look, Ill let you know, okay? Tone of voice most often gives away whether someone is feeling judgmental or not. Staying non-judgmental in the face of people who are defending, denying or deflecting is especially difficult. Being self-aware that you got hooked is by itself a helpful tool to know when you should step out of a difficult conversation and revisit it later. No one can be non-judgmental all of the time. I should know. I have been committed to solving interpersonal problems in this challenging way for over fifteen years and it is demanding. I call it a leadership
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frame of mind. Each time I face an issue, I make an intentional effort to become neutral and non-judgmental about the person(s) involved. The effort involves setting aside what bothers me about the issue, in order to see and accept the other person and the situation through their eyes. It means stepping out of my shoes and walking in their shoes for a few moments. Listening so they feel H.U.R.D. is one effective way to do that. You need to look at this as a discipline. You take a lot of time to solve business issues. People issues also need time and thought to sort out. Non-judgment lowers the ego-barriers. People will actually hear you and consider your wishes. The greatest benefit of Whos The Driver Anyway? is in providing objective language to take personal responsibility for where you want to be on the shared power scale. Im giving you advice and you are free to accept or reject it. You empower others and you empower yourself. You do it by naming the invisible part of the conversation that if left unsaid, gets assumed and usually incorrectly. The terms in The 7 Performance Drivers collaborometer are neutral. This is what makes it comfortable to have the difficult conversations that are so necessary to building an effective team that collaborates cooperatively and respectfully. Sometimes, people will feel judged no matter what you say or do. That is part of human nature. I call it All I See is Me. They are projecting their self-judgments onto you. By having been upfront and non-judgmental, you will know deep down that you did the best you could. After all, every issue has its limits and things have to get done, even if you did not successfully get the other person on-side. Feeling judged is one major reason why being a leader is tough. I would like to summarize the key factors in Whos The Driver Anyway? that explain why this is so and what to do about it. For larger organizations, it is often the scope of shared decision-making authority that is blurry. The evidence is the bogging down of work, the fingerWHOSTHEDRIVERANYWAY?MakingTheShiftToACollaborativeTeamCulture

pointing and passing the buck that can accompany it. This is the informal, soft side of leadership. For smaller organizations, it is often the structure of jobs and processes that is blurry. The result is workload overload and interpersonal struggles. This is the formal, hard side of leadership. Both problems are caused by confusion about whos really driving the work. Managers need a better way to delegate the right amount of authority, based on a sound assessment of competencies. The work world is shifting away from command and control as a means to solve issues and towards collaborative leadership. Three reasons explain why this is happening: generational shifts in how decision-making power is shared in families; better information and processes due to technology; and more people-intensive service work. This has caused confusion about whos really responsible for how work gets done. Confusion can create the dichotomous challenge of having people who believe they are entitled to a greater voice than they really have, and yet who deflect responsibilities that actually do belong to them. The consequence of these factors is the need for a new accountability for individual roles and responsibilities in achieving team goals and success. Team members need to understand and embrace how they fit into the bigger picture. The contractor model of chapter 1.5 helps by making clear the four structural roles of design, develop, coordinate and implement. If these roles are unclear, leaders are likely to encounter resistance or avoidance. This is caused by differing timeline perspectives on whats important. The solution is to collaborate on who gets to decide, which is not to be confused with getting consensus on final decisions. Teamwork issues arise because of conflicting views about whos right. But focusing on being right can easily blind leaders from being successful with the people involved. This is caused by the human
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habit of focusing on what people are doing wrong while not noticing what they are doing right. The rallying cry, Leadership by the yard is hard but by the inch, its a cinch, provides a solution by spotlighting behaviour change. All work is a process. It may be a mile long but it is achieved one inch at a time. Wise leaders understand that one persons inch may be another persons yard. Breaking work down into the right-sized chunks and rewarding desired behaviours are the keys to being both right and successful. Whos The Driver Anyway? makes it easier to shift towards collaborative teamwork by separating all work into two roles - the driver and the passenger. Drivers are the doers of assigned work and passengers have a stake in their success, just like driving in a car together. While only one person can be the driver, either person can be the decider the decision-maker. Confusion arises because both are affected if the work crashes. Therefore the root question becomes, whos controlling the driver? This question explains why power struggles occur between team members. There are two types of driver-passenger relationships - Near and Far. A Near driver is dependent on a decision-making passenger, while a Far driver makes final decisions with the help of a supportive passenger. As long as driver and passenger are both Near or both Far, they will readily resolve issues and get things done. However, if one is Near and the other Far, there will be a natural power struggle. Everyone has a preferred comfort zone, hence friction is normal. This is helpful to know when you are facing a puzzling or frustrating situation with someone on your team. Whos The Driver Anyway? offers the three step Rift-Shift-Lift method for resolving decision-making issues and getting everyone back in-gear and on-track. Getting work done better together begins with Step 1: The Rift. Successful collaboration begins by using the four question Rift Assessment.
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1. Whats the issue? 2. Whos the driver? 3. What is the current power ratio? 4. Who should shift? The 7 Performance Driverstm is a collaborometertm that defines the seven types of driver-passenger power ratios present in any relationship. A mismatch by even one power level can mean serious conflict or getting so stuck that nothing happens at all. Mathematically, there is an 86% chance this could occur. To collaborate successfully, at least one person must be flexible enough to shift their share of the decisionmaking power. This is why humility is a vital ingredient for building a collaborative team culture. Otherwise, inflexible views can cause the opposite effect factor to set in, where your leadership efforts will make your situation worse. In some cases, however, it is right to take a firm stand. The 7PDs makes it easier to do that too, by clearly rejecting the other six choices in light of team goals and interpersonal realities. Near and Far describe power-sharing just as hot and cold describe temperature. Few people can comfortably operate at all points on the scale. People who enjoy the upper end of the scale are Far, while those at the lower end are Near. These terms help team members at any level to comfortably talk about power and authority dynamics.

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addresses the reality that most people prefer having the other person shift. You will handle difficult, sensitive leadership challenges better when understand your own reasoning for your Decision Before The Decision. You will also gain insights into the other people involved. These insights are derived from the Expectations Pyramid, which contains three layers. The visible layer is called Situational, while the two layers hidden below the water line are Structural and Cultural. Structure answers the question, Why me? when someone is resisting taking on certain responsibilities. Many leadership headaches occur because upfront job expectations are blurry. Performance is then appraised only after the fact. This explains why many managers dislike doing performance appraisals. They are defenseless if a staff member says, You never told me thats what you wanted! You can use The 7 Performance Driverstm scale to determine the comfort zone of any team member and diagnose a problem between any two people. It can also be used to ensure that new hires fit the company culture. At the team or organization level, Role Drivertm is a sophisticated roles and responsibilities system that formally measures and shifts how power is shared. These two tools provide an objective assessment of where collaborative teamwork is breaking down and what you need to do about it. Step 2 in the Whos The Driver Anyway? method of collaborative change is The Shift. This is where you overcome the obstacles to getting people onto the same page. You start by making the Decision Before The Decision. This is where you consider all seven power ratios to explore new possibilities for getting agreement on who gets to decide. This opens everyones mind to new possibilities. It also reveals with often stunning clarity the reasons for not shifting! This is a crucial step and An important and little known way of evaluating job structure is to use Time Frame. Time frame clarifies at which org level the work belongs. It links the driver accountability with the big picture process of how work gets done, as shown in the contractor org processes model. Time frame solves a lot of teamwork problems by clarifying who should be the driver or the passenger. Culture reveals itself in the question, Who gets to decide? Culturebased obstacles to team work are anchored in deep-seated beliefs that are difficult to change. Chapter 4.3 offers a three question exploratory dialogue to help you uncover your own beliefs that may be blocking your willingness to shift power in either direction. The main challenge of being a collaborative leader is to be sure your own habits and expectations are not locking you into inflexible positions and blinding you to new possibilities. Inflexibility is also explained by risk. Team members are most effective in their jobs when their responsibilities carry the right balance
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between power and risk. Too much risk and they get stuck. Too little risk and they get bored. There are four risks that block people from shifting cooperatively. These are information, process, competence and relationships. The 7 Performance Drivers makes the risks of shifting decision-making power visible and explicit to promote open discussion and positive relationships. In Step 3: The Lift, your goal as a collaborative leader is to improve the performance of the drivers on your team. A great way to do this is by the simple act of asking a team member (at any level) to shift their power ratio on a given issue. Asking a person for permission to shift is the Golden Rule of Collaborating. At this point, success or failure depends heavily on how you use consequences to reinforce the power ratio you want. In Chapter 5.2, you learn thirty tips and techniques that reinforce and support new behaviours. These are called the Leadership Traffic Light. Collaborative teamwork comes when a power ratio is embraced as a mutually-shared commitment. Both parties need to take the initiative to fulfill their share of the agreed-upon decision-making responsibilities. The key to success is to take a one inch at a time approach to influencing behaviour change. The price of making a poor power shift is that a team members attitude becomes negative. Attitude is the main way in which people communicate that they are unhappy and want a different power ratio. One way you can minimize this poison is by formally defining power and authority within the persons job description. Furthermore, you can influence the day-to-day attitudes of others by adopting a W.I.N. Attitude yourself. The W.I.N. Attitude Competency Scale is a tool that reveals ten pairs of opposite attitudes. By intentionally choosing your own attitude, you will find that your behaviour will automatically follow suit. Furthermore, others around you will be affected because attitude is infectious! Nowhere is the impact of this
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more noticeable or powerful than when you learn to listen better. The H.U.R.D. method of listening in the present is an easy-to-use technique that shows others on your team that you care about them, and not just the work that they produce. Organizations themselves have an inherently Near or Far culture. An organization that is too Far can become unfocused and scattered in its performance. An organization that is too Near may be stifling and bureaucratic, losing innovation and falling behind its competitors. Whos The Driver Anyway? makes the collaborative culture of your team clear and self-evident. Senior leaders use this awareness to intentionally decide what type of team culture best fits their overall strategy and goals. For leaders committed to building a collaborative team that delivers great results, the tools offered in this book will deliver. You will experience an immediate impact in your workplace for the simple reason that self-awareness is the foundation for all change. If you listen so that people feel H.U.R.D., view their actions nonjudgmentally, express your wishes respectfully and be flexible yet firm about who gets to decide, you will enjoy being a collaborative team leader who gets results and respect. I encourage you to read the helpful Glossary of Terms in Appendix A. You can also apply the concepts from this book to your personal life. By practicing in this way, you will enjoy more harmony at home and use the tools more effectively at work too. I encourage you to read Appendix D Personal Application of Near and Far. This will give you six surprising insights that explain challenges we all face in our closest personal relationships. Every person performs better at work when things are harmonious at home.

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For more information on Whos the Driver Anyway? collaborative training, coaching, speaking and consulting services, go to: www.performanceshift.com (all products and services) www.whosthedriveranyway.com (leadership training and coaching) www.roledriver.com (O.D. consulting services for small and mid-size enterprises) You can reach John Kuypers at Performance Shift Management Consulting: johnk@performanceshift.com 1-905-381-0341 1-877-688-6326 (1-877-out of box)

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ABOUT THE AUTHOR

John Kuypers is a leadership results expert. He is the president and founder of Performance Drivers Shift Management decisionConsulting. John is the creator of The 7 Performance shared making Collaborometertm and the Role Driver roles and responsibilities system. John is the author of three books on the topics of being present; being nonjudgmental; and building a collaborative team culture. He is an insightful speaker, coach, consultant and workshop facilitator. John is a former vice-president of sales and director of marketing in the consumer packaged goods industry. He has extensive experience in financial services, not-for-profit, marketing services, health care, manufacturing and technology. Learn more at www.performanceshift.com.

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Leaders rave about Whos The Driver, Anyway?

Bruce Philp, Chairman & CEO of GWP Brand Engineering, co-author of The Orange Code: How ING Direct Succeeded By Being A Rebel With A Cause. Much is written these days about the art of leadership. John Kuypers reminds us that leadership is also a craft, and Whos The Driver, Anyway? provides us a powerful tool with which to master it. In patient, plain language that is itself a lesson in leadership, Kuypers reveals a fundamental truth that leaders ignore at their peril: all progress depends on decisions, and all decisions depend on vesting power and authority clearly and authentically. Whos The Driver, Anyway? empowers us to do just that, in a universally relevant and engaging way that will enlighten any leader who reads it. If you want to get something done, and you need others to help make it happen, start here.

Doug Tough, Chairman & CEO, International Flavors and Fragrances, Inc. Whos The Driver, Anyway? Making The Shift To A Collaborative Team Culture is a highly effective, easy to comprehend book of concepts that would help anyone to both understand and improve their working relationships with others. Its a simple read with highly relevant examples that would be valuable for managers, parents, teachers, students and spouses in discerning the right way to improve results in any relationship. The anecdotes contribute well to explaining the concepts; the messages are easily understood and have lifelong applicability. Whether you are a CEO or starting a career, this book has something of use for everyone.

Malcolm Hopkins, VP Corporate Services, St. Thomas-Elgin General Hospital John Kuypers has written a book which deals with a vexing issue managers struggle with and which gets in the way of not only their performance but of the entire organization. Most fail to see that the root cause of their struggles is often a lack of understanding of the organizational culture. Johns book helps managers think through the vital question: Who should make the decision? What is my role? Where should my authority begin and end? What is the culture here? Are we team based, consensus driven, or are we a group of entrepreneurs, loosely collaborating? The driver/passenger analogy John uses clarifies the various relationships which are possible and gives the reader much room for personal reflection. Whos The Driver Anyway? gives managers some great tools to enhance both their own and their organization's performance!

Teresa McGill, President, Gandy Associates English Communication Training Whos The Driver, Anyway? presents a compelling concept, immediately applicable to everyday life. Since reading it over the weekend, I have used it with a project manager to address ways to solve an IT issue; I have used it with my Program Director to realize we sometimes arent clear enough about our specific roles. I have even used it with a family member to decide what kind of passenger she needs me to be as she sets up her life in a new town. This is a must read book for every leader.

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Steve Willert, Consultant and Former Executive, Canadian Tire Corp. John Kuypers brings together concepts in Whos the Driver Anyway? which impact relationships and drive behaviour in a simple, concise manner. The use of user-friendly anecdotes underscores insights into everyday interpersonal dynamics to which we can all relate. It is an easy read and provides common sense applications which can be applied every day in a pragmatic manner. This book adds value on the first read and for day-to-day reference!

understood and easy to apply. I would recommend this book to any leader who is interested in improving workplace dynamics.

Lynda Goldman, copywriter and author of Youre Hired. Now What? This book is packed with eye-opening insights. I suddenly realized how often conflicts arise because both people think of themselves as the drivers or conversely, no one wants to take responsibility and nothing moves forward. I highly recommend this book to everyone, whether you work in a corporate environment, participate in a committee, and even if you just want to improve your family dynamics. It has many valuable applications because its all about working with people productively. Plus, its an easy and fun book to read with many stories to make the ideas come alive.

Dr. Derrick Mueller, National Director, CCI Canada, Leadership Consultant and author of "The Amaryllis Way - Growing Leaders Who Grow Leaders Whos The Driver, Anyway? is simple, powerful and enlightening. It reveals real power and authority in an understandable way. It is a book that I have been begging to be written and at last the concepts are on pages for everyone to access. John's model has given me a framework to not only delegate responsibility but ensure clear, decisive decision making in my organization. Whos The Driver, Anyway? will transform the way you do tasks and increase your productivity and effectiveness. It is a must read for any change leader. Well done!

Les Dakens, SVP & Chief Human Resources Officer, Maple Leaf Foods, and author of Employee Performance Scorecards "The new leadership tools described in this book were developed based on John's experience as a successful senior executive. As a leader, he encountered many real life leadership challenges. These issues became the motivator for him to develop new leadership approaches to deal with these situations. In the book, he describes his own transformation as a leader which serves as a great case study. It is what makes this book very authentic and believable!!"

Cesare DiDonato, Curriculum Consultant, Halton Catholic District School Board Whos The Driver, Anyway? by John Kuypers is an exceptionally good resource for those who want to improve communications and productivity within an organization. That organization can be a small or large business, a not-for-profit or an institution in the education or health care sector. The principles and tools are simple, logical, easily
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George Anastasopoulos, Sales Leadership Coach and Consultant Who's The Driver Anyway? is a must read for any manager who wants a practical way to improve performance by working more effectively with others. It dimensionalizes and crystallizes why people struggle to work effectively together. It makes the reasons for these struggles visible, and more importantly, provides a tool with which to gain alignment between people and address the challenges they face. And it works... as an instructor and trainer, I've "taught" the 7 Performance Drivers to managers and executives who've put it to use with immediate results. And as a Leadership Coach it's provided me an invaluable tool to help executives empower their people. Once you've read Who's The Driver Anyway? you'll also be able to confidently say "I now understand why you and I aren't working together very well, and the good news is we have a way to fix it!"

Jim Jonkman, Vice president, Operations, Etymonic Design Inc. Whos The Driver Anyway? represents very innovative thinking. Improper sharing of power and authority is often the root-cause of organizational problems yet there has never been a way to discuss it constructively, let alone fix it. For most people, the wielding of power and authority is a binary concept - you either have it or you dont. The notion that it can be shared and that the ratio can be changed to suit the activity has never been in the organizational mindset and this has been a severe limitation and a recipe for conflict. The 7 Performance Drivers provide a wonderful new tool for this very old problem.

Tim Day, Senior Pastor, The Meeting House Church Whos The Driver, Anyway? tackles one of the biggest challenges today in management: How to create a truly collaborative and empowered leadership culture. It dissects the issues involved, identifies the key principles and then provides a very clear guide for the manager who wants to practically implement these principles within her or his team. It is well illustrated with engaging stories and examples. It is accessible and memorable. We are in the middle of a massive cultural shift and this book provides excellent, practical tools for the manager who not only wants to navigate these changes but wants to leverage them to achieve sustained success for her or his team.

Julia N. Dumanian, Former Hospital CEO and Canadas Healthcare Leader of the Year (2007) John Kuypers is a tremendous business story teller. He has a wonderful ability to teach the reader without lecturing to them. Whos The Driver Anyway? represents the hidden voice in an organization that needs to be heard. Corporate successes belong to all employees and senior executives need to delegate more than the transactional elements of operations, but also the responsibility for and the tools to make informed decisions. John Kuypers has developed a practical and necessary tool for new CEOs and executives in small to midsized companies across all sectors.

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A PPENDIX E: M ORE W AYS T O C REATE C OLLABORATIVE C HANGE

Whos The Driver, Anyway?tm is part of a comprehensive leadership development program for managers and senior executives:
1. Whos The Driver, Anyway?tm Collaborative Leadership Training, including The Brain Bender Toy Company. Run a toy factory. Assign roles. Meet deadlines. Solve complex problems. Discover the natural in-themoment decision-making habits of your team and how these help or hinder getting results. Apply the lessons to your real world challenges. Powerful, memorable and fun. Follow-up coaching is included. 2. Whos The Driver, Anyway?tm Leadership Coaching One-on-one coaching to solve leadership issues and get better results through others. Leader and subordinate coaching. Integrate newly hired leaders into your culture. Turnaround long term leaders. Remarkably effective. Available as a licensed tool for use by professional coaches and internal mentors.

3. Whos The Driver, Anyway?tm Assessment Tool An in-depth one-on-one assessment with a written report on individual and team decision-making styles.

4. Keynote Speaking on Near-Far Approach to Collaborative Culture Change John Kuypers speaks to groups and conferences on how to implement strategic change by collaboratively changing the culture so everyone is on the same page. 5. Role Drivertm Roles and Responsibilities System
A structured, software-based tool that enables teams

to define and shift job expectations in order to improve how things get done. It has The 7 Performance Drivers Collaborometertm built-in.

www.roledriver.com

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