Your Name:

1. LeadershipJumpstart Event Activity Guide Your Name:

2. Jumpstart Charter Review Purpose of the Activity: Share perspectives on your Jumpstart Charter: Exciters, Challenges and Questions. Instructions: 1. Individually write your responses to the questions listed below: a. What EXCITES you about taking on this charter? b. What do you see as the BIGGEST CHALLENGES to achieving this charter. c. What QUESTIONS, if any, do you have for your Sponsor? • Complete two quick “laps” at your table to share perspectives on Questions 1 and 2. Ask one team member to record highlights and consensus points. • Be prepared to give a brief report to the large group. 4. Hold your questions. CONFIRM

3. F.U.D.D. Busters Purpose of the Activity: Identify obstacles to achieving the “Big Y” goal and brainstorm leadership team actions to overcome, prevent or mitigate them. Instructions: 1. Use the space below to capture ideas on obstacles to achieving “Big Y” success. Think from different stakeholder perspectives to anticipate obstacles – i.e., what’s the F.U.D.D. (fear, uncertainty, denial or distrust) – for different departments or units of the organization? What may be causing it? How can this leadership team overcome, prevent or at least mitigate its impact? Obstacles to “Big Y” Success(Focus on fear, uncertainty, denial and distrust.) Potential Cause(Why does it exist?) LeadershipAction(Overcome, prevent or mitigate.) CONFIRM

4. Goose Sense for Leadership Teams Next fall, when you see geese heading south for the winter … flying along in a V formation … you may consider what science has discovered as to why they fly that way. As each bird flaps its wings, it creates an uplift for the bird immediately following. By flying in V formation the whole flock adds at least 71% greater flying range than if each bird flew on its own. People who share a common direction and sense of community can get where they’re going more quickly and easily because they are traveling on the thrust of one another. When a goose falls out of formation it suddenly feels the drag and resistance of trying to go it alone … and quickly gets back into formation to take advantage of the lifting power of the bird in front. If we have as much sense as a goose, we will stay in formation with those who are headed in the same direction we are. When the head goose gets tired it rotates back in the wing, and another goose flies in point. It is sensible to take turns doing demanding jobs … with people or with geese flying south. Geese honk from behind to encourage those up front to keep up the speed. What do we mean when we honk from behind? Finally … and this is important … when a goose gets sick, or is wounded by gunshots and falls out of formation, other geese fall out with the goose and follow it down to lend help and protection. They stay with the fallen goose until it is able to fly or until it dies; and only then do they launch out on their own, or with another formation to catch up with their group. If we have the sense of a goose, we will stand by each other like that. CONFIRM

5. CONTINUE Defining Performance Drivers Purpose of the Activity: Review all factors in the performance system surrounding the “Big Y” goal in order to identify key performance drivers. Instructions: Answer each question as descriptively as possible – i.e., be sure that what you write will be clear to others. Stay at the mid-level sightline. The goal is to identify the “Big Rocks” we should look under to find improvement opportunities. • What outputs (products, services, information, etc.) are associated with the “Big Y” goal? (For example, documents or reports might be outputs related to the “Big Y” goal of reducing budget preparation cycle time.) • Are there any customers/end-users that impact or are impacted by this “Big Y” goal? • What core functions/activities/processes are associated with the “Big Y” goal? • Are there any inputs into these functions/ activities/processes that have impact on “Big Y” performance? DEFINE

6. Defining Performance Drivers – (Page 2) • Are there any suppliers into the performance system that impact performance on the “Big Y“ goal? • What supporting systems or sub-processes impact “Big Y” performance? (For example, training or maintenance or technical support.) • Are there any “global” factors such as organization structure, strategy, policies and cultural values that influence performance on the “Big Y” goal? • Do any performance metrics and tracking/feedback systems impact “Big Y” performance? • Based on your analysis of the performance system, list below the key factors that you believe “drive” performance on the “Big Y” goal:

7. Busting Paradigms to Unlock Ideas (Optional Activity for Leadership Jumpstart Task 3 – Brainstorming Improvement Opportunities) Purpose of the Activity: To use the concept of paradigm busting to stimulate opportunities for improvement across the performance system. Instructions: Complete the following sequence of questions to stimulate innovative thinking on where improvement is needed. • Identify the paradigms (beliefs, assumptions and sacred cows) that negatively impact performance today and “bust” the paradigm by assuming the opposite were true. PARADIGM BUSTER: What if we could (think the opposite) … TODAY'S PARADIGM: We can’t breakthrough because … • Complete a “lap” with your table team to share your thoughts and ideas for “busting” the paradigms. • Use the discussion to stimulate ideas for improvement. • Refine your ideas by brainstorming specific opportunities for improvement using Post-It-Notes and magic pens. • Work Individually and in silence. • One Idea per Post-It-Note • Post your ideas on the Idea Board Poster.

8. Overcoming Constraints Optional Activity for Leadership Jumpstart Task 3 – Brainstorming Improvement Opportunities Purpose of the Activity: To use the concept of overcoming constraints to stimulate opportunities for improvement across the performance system. Instructions: Complete the following sequence of questions to stimulate innovative thinking on where improvement is needed. • Identify the constraintsthat negatively impact performance today and brainstorm ideas for overcoming them (use the strategies listed below to stimulate ideas). Constraints in the Current Performance System: Ideas for overcoming these constraints Strategies for Overcoming Constraints • THINK DIFFERENTLY(Assume the opposite were true and work forward.) • BALANCE SUPPLY TO FIT DEMAND (Level-load to create a smooth friction-less flow.) • CONTROL QUALITY AT THE SOURCE(Stop the problem at the start.) • BY-PASS THE OBSTACLE(Go around, under or over to get through faster and better.) • Complete a “lap” with your table team to share your thoughts and ideas for “busting” the paradigms. • Use the discussion to stimulate ideas for improvement. • Refine your ideas by brainstorming specific opportunities for improvement using Post-It-Notes and magic pens. • Work Individually and in silence. • One Idea per Post-It-Note • Post your ideas on the Idea Board Poster.

9. 4-Box Project Map EXPERT STUDY PROJECTS BREAKTHROUGH PROJECTS WHEN TO USE: WHEN TO USE: • Prior and current improvement actions are not sufficient to achieve desired performance. • Existing performance data is confusing or inaccurate. • There are widely divergent opinions on causes of the problem and possible solutions but little irrefutable data. • Action on many levels and many functions is likely to be required. • Performance data/management urgency supports the need for breakthrough versus incremental approach. • Strong support for change exists at the executive level and critical mass support can be built in the ranks. RESOURCE REQUIREMENTS RESOURCE REQUIREMENTS • Executive Sponsor willing to invest time in data analysis and willing to act on data-supported recommendations. • Expert project leader (Black Belt or equivalent) trained in statistical problem-solving tools. • Access to data files and/or supportfor gathering new data. • Executive level Sponsor(s) willing to “open the door” to innovative ideas and make decisions on cost/benefit justified recommendations. • Team of 10 to 25 stakeholders representing all functions, willing to invest 10 to 25% of their work week for 60 to 90 days. LEADERSHIP DECISIONS RAPID ACTION PROJECTS WHEN TO USE: WHEN TO USE: • Action required to improve performance is absolutely clear and specific • Experience and data indicate there is low risk/high gain potential • Not making a decision will block progress on other improvements and diminish motivation • Action required to improve performance is relatively clear, but how to get it done is not. • Experience and data indicate there islow risk/high gain potential. • There is support for change from those close to the improvement needed. RESOURCE REQUIREMENTS RESOURCE REQUIREMENTS • Champion who will document the proposal for making the Just-Do-It Decision • Meeting with decision stakeholders to review proposal, discuss and make a go/no go decision • Sponsor manager with interest in supporting a team and authority to make decisions on team recommendations. • Team leader capable of investing 20 to30% of their work week for 60 days. • Small team of 6 to 8 subject matter experts/process doers able to devote 10 to 20% of their work week for 60 days.

10. CONTINUE Rating Improvement Opportunities for Impact Purpose of the Activity: Individually evaluate brainstormed improvement opportunities for potential impact on the “Big Y” goal and then reach consensus ratings in teams. Instructions: • You will evaluate the opportunities listed on the Improvement Opportunities Inventory generated by your team. • Start by loading the ideas into the Opportunity Rating Worksheet. (Use “shorthand” notes or simply list the letter designation for the opportunity.) • Rate each idea on its own merits. Don’t force rank. • For example, you may have multiple 2 ratings for the same criteria. • Keep the relative rating scale in mind as you rate. In other words, while you can have multiple 2 ratings, every opportunity is not likely to rate at that level. • Add the ratings to develop a total score for each idea. • Circle the highest 2 to 3 and lowest 2 to 3 scores. • When you meet with your team to compare ratings, begin by looking for immediate consensus points on high and low scoring opportunities. • Take a few minutes to confirm the rationale for consensus high and low ratings. • Spend the remaining time reviewing opportunities with divergent ratings. Work to a consensus rating if possible. +2 Major Impact +1 Incremental Impact 0 No Impact -1 Negative Impact Impact Rating Scale DEFINE

11. Individual Opportunity Rating Worksheet TotalScore Improvement Opportunity

12. CONTINUE Project Proposal Worksheet Purpose of the Activity: Capture ideas for converting a priority Improvement opportunity into action. Instructions: Capture your thoughts and ideas on the questions listed below, • For this improvement opportunity, what is the specific improvement needed? • How will we measure success? • What critical issues/obstacles must be addressed? • Who needs to be involved in executing this improvement? • What deliverables/work products are needed from this improvement?

13. Project Proposal Worksheet – (Page 2) • What type(s) of improvement does this opportunity require? ExpertStudy LeadershipDecisions RapidAction Breakthrough Describe why: • Who are the best people to work the tasks associated with executing this improvement? • Who can lead the project(s) required to execute this improvement? • Who should Sponsor/Champion the effort? • What is the timeframe for completing this improvement? StartDate CompletionDate Total DaysRequired

14. 60 to 90 Day Sprint Plan Purpose of the Activity: Actions Required Done? Name Date Date Complete  WHAT needs to be done? WHO will do it? By WHEN?

15. Participant Feedback Name: (Optional) • To what extent did the Jumpstart Event meet your expectations? Why, or why not? ExceededExpectations MetExpectations PartiallyMet Did NotMeet • What did you find most valuable about the meeting? • What was less useful or not as productive? • What suggestions do you have for improving future meetings of this type? • What is your confidence level regarding the successful follow-through on recommendations and action commitments from this meeting? Why, or why not? VeryConfident Confident SomewhatConfident Not ConfidentAt All • Would you recommend the continued useof Leadership Jumpstart Events? Yes No