How to Be an Effective Executive (Foundational Class)

Name: How to Be an Effective Executive (Foundational Class)
Rating: 4.6 (20 reviews)

To be an effective executive you must be able to create value for employees and customers. This course will show you how

Created byTripp Babbitt

Last updated 1/2021

English

What you'll learn

How to become an effective executive.
How to build a system map of your organization.
How to look at your organization through a customer lens.
How to understand how your organization thinks (thinking lens).
How to reconcile the customer and thinking lenses.
How to use neuroscience to improve your organization.

Course content

4 sections • 25 lectures • 4h 9m total length

Introduction: The 95 Method Overview12:46
This lesson is an overview of the training. You will be shown how to recognize the difference between analytical and synthetic thinking and establish (through a simple exercise) your personal thinking on systems.
Two Lenses to View Your Organization2:42
In the lesson you will get an overview of the two lenses you need to build a systems map.

Overview: The Customer Lens7:53
In this lesson you will get an overview of the Customer Lens. Here, you will uncover the importance of lookin at your organization "customer-in" and recognize how neuroscience plays a role in your interactions with customers.
Direct Customer Interaction Points9:42
You will establish the differences between direct and indirect interaction points. You will then begin to construct your system map beginning with direct interactions. You will also determine where to observe and what is needed during the observation.
Direct Interaction Points - Part 217:42
This is a continuation of 2-2 in constructing the system map through observation at direct interaction points. You will conduct your observation using additional questions.
Indirect Customer Interactions6:25
In this lesson you will uncover the importance of indirect interactions. You will begin to gather and assemble information to get a view of a customer's indirect interactions with your organization.
Building Customer Case Studies9:59
You will learn how to construct a case study of your organization to help craft a narrative/story about what you have learned.
Constructing the Customer View13:46
You will get a step-by-step method to construct your Customer Lens.
Using Data to Prioritize8:30
In this lesson you will assemble the data from 2-6. You will then be able to establish priorities for your organization based on evidence and data.
Customer Flow and Targets9:53
You will construct a high-level flow of the end-to-end system.
Building a Customer Creed8:11
You will determine what is important to your customers and begin craft a Customer Creed.
Your Completed Customer Lens and What to Do with Your New Knowledge6:55
You will learn to assemble the Customer Lens and uncover the importance of sharing with others in the organization.

Overview: The Thinking Lens9:10
This lecture will give you an over view of the Thinking Lens.
Theory on Motivation7:02
Learn to establish a mindset of being non-judgement about how the organization thinks. Your thinking journey begins with uncovering how the organization thinks about motivation.
Theory on Control6:48
In this lesson you will be given a series of questions to help you formulate how your organization addresses control.
Other Theories@Work3:57
You will uncover other potential theories@work in your organization.
Theory on The 4 Methods7:27
Every organization has leverage points for improvement and in this lesson you will gather an understanding of these four methods and your organizations attitude toward them.
3 Brain Chemicals Influencing Thinking8:06
You will determine the brain chemicals at work in your organization.
5 Brain Requirements15:08
In this lecture, you will master the brain requirements impacting customers and employees.
Determining Your Organization's Focus17:38
You will learn how to recognize your organization's focus.
Building Your System Map14:58
You will craft your system map using both the Customer Lens and the Thinking Lens.

Over: Reconciling the Lenses4:35
Overview of case studies.
HVAC Company: Case Study Part 115:27
This case study will aid you in determining and uncovering disconnects between your customers and your organizational thinking.
HVAC Company: Case Study Part 215:57
This lesson is a continuation of the case study in 4-2.
Centralization/Shared Services in Large Companies9:17
You will be able to recognize the issues of profit center, centralization and shared services.

Requirements

Must have access to customer and front line interactions (Contact center is preferable)

Description

Veteran, new, and aspiring executives need to be effective - create value for customers, employees, and society. However, most executives have been brought up as efficient thinkers (doing things right) and not effective thinkers (doing the right things). This education program will show you how.

This education program will teach you how to study your organization looking through two lenses: the Customer Lens and the Thinking Lens. The Customer Lens helps you get evidence of what happens when the customer interacts with your organization. The Thinking Lens will aid in your understanding of how your organization thinks. These two lenses must be reconciled in order to uncover the power of synthetic thinking.

You will be using your own organization to study and reconcile the Customer and Thinking Lenses. You will build a system map as a visual representation of your organization of what you learn as an outcome.

Who this course is for:

Existing executives looking for new ideas.
New executives trying to understand an organization.
Aspiring executives looking to get a competitive advantage over others in their organization.
Executive teams wanting to understand their organization better.

How to Be an Effective Executive (Foundational Class)

What you'll learn

Explore related topics

Course content

Introduction2 lectures • 15min

The Customer Lens10 lectures • 1hr 39min

The Thinking Lens9 lectures • 1hr 30min

Reconciling the Customer and Thinking Lenses: Case Studies4 lectures • 45min

Requirements

Description

Who this course is for: