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Charlee Hanna
Works at Organization Survival Playbook
Attended Brigham Young University
Lives in Mapleton Utah
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Charlee Hanna
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Influencing Traditional Leadership Toward Innovation

 Discussion

Many discussions have been held on social media to prescribe how to make innovation happen thru leadership, org change, technology, mandate, etc.  Consultants offer advice on where to look in our organizations for innovations, or better yet how to inject innovation strategically in to the DNA of organizations. 
But ask a leader how he/she produces innovation – how they influence change beyond the scope of what their organization is designed to do and how they have historically executed what they do.
Go even beyond that: ask a leader how they have equipped other leaders to go beyond budgeting, project management, or forecasting, –to encouraging, managing, directing change.  Creating a culture of influencing growth, learning, and personal/professional actualization.  
In essence, how to we influence the traditional leader in our organizations?
How do we facilitate a shift to innovative, people-centric, full-systems thinking leadership?
As a point of reference; first, examine the environment. Before considering change – understand the actions of the day-to-day work.  Does this help explain how the work gets done and why you get the results you get?  This connection helps the “old guard” understand that any suggested change is not just some naïve shooting from the hip, “methodology” flavor of the month, or short-lived administrative campaign/leadership regime change.
Let’s dig deeper as we truck “Influencing the Traditional Leader” through the HBRogue think tank!

References

http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/leadership-and-innovation

http://www.forbes.com/sites/stevedenning/2013/08/05/the-golden-age-of-management/#21ca7e2a3034

Chat Questions

Q1-What does a “Traditional Leader” look like to you?
Q2-What would an “Innovative Leader” look like to you?
Q3-What would you observe in an “Innovative, People-Centric” culture?
Q4-How would you influence a traditional leader to change to an innovative leader?
Q5- How can you facilitate positive disruption in your organization?
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Charlee Hanna
owner

Discussion  - 
 
"The Good, The Bad & The Ugly" of Project & the Contract  - Part 2

Contract conditions are like policy.  They are decisions made in advance.  As the project unfolds needs may arise that did not exist at the time the contract was established.  If a full system approach is not used when the contract is made, new stakeholders may appear.  Stakeholders can be anyone from suppliers, customers, strategic partners, communities, governments etc.

As a side note:  I have been a forgotten stakeholder in a large project.  The city put in an elaborate trail for bicycles, joggers and horses in front of my house and along  the neighbors.  Four of us have horse property and the trail has a great impact on all of our property.  The city meetings discussing the construction of the trail often did not include the citizens, and the public meeting were cut short.  Out stakeholder input was not important to the decision makers.  The end result was my neighbors lost a considerable amount of pasture and had to replace their own fence.  The project had time and budget overruns and the contract specifications did not specifically include the neighbors fence.  Another lack of consideration for looking at the whole system.


Q1) -What affect do the specifications in the contract have on the project?
Q2) -What role do stakeholder needs have in defining the contract specifications?
Q3) If stakeholder needs change in the middle of the contract which is most important, the contract specifications or stakeholder needs?
Q4) How do you negotiate a change based on the new needs?
Q5)  When do you say no to a stakeholder?
Q6) Who defines Cost & Time Overrun? Contract specifications or stakeholders?
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Charlee Hanna

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"The Good, The Bad & The Ugly" of Project & the Contract  - Part 2

Contract conditions are like policy.  They are decisions made in advance.  As the project unfolds needs may arise that did not exist at the time the contract was established.  If a full system approach is not used when the contract is made, new stakeholders may appear.  Stakeholders can be anyone from suppliers, customers, strategic partners, communities, governments etc.

As a side note:  I have been a forgotten stakeholder in a large project.  The city put in an elaborate trail for bicycles, joggers and horses in front of my house and along  the neighbors.  Four of us have horse property and the trail has a great impact on all of our property.  The city meetings discussing the construction of the trail often did not include the citizens, and the public meeting were cut short.  Out stakeholder input was not important to the decision makers.  The end result was my neighbors lost a considerable amount of pasture and had to replace their own fence.  The project had time and budget overruns and the contract specifications did not specifically include the neighbors fence.  Another lack of consideration for looking at the whole system.


Q1) -What affect do the specifications in the contract have on the project?
Q2) -What role do stakeholder needs have in defining the contract specifications?
Q3) If stakeholder needs change in the middle of the contract which is most important, the contract specifications or stakeholder needs?
Q4) How do you negotiate a change based on the new needs?
Q5)  When do you say no to a stakeholder?
Q6) Who defines Cost & Time Overrun? Contract specifications or stakeholders?
2
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Charlee Hanna
owner

Discussion  - 
 
The Good, Bad and Ugly of Projects
A project is temporary and has a defined beginning, end, scope, and resources. 
A project is unique not a routine operation.
A project team is needed and often includes people who don’t usually work together.
The development of software to improved a business process, the construction of a building or bridge, a relief effort after a natural disaster, the expansion of sales into a new geographic market, the development of a new drug, or organizing the annual summer picnic are all projects.
Projects use cost control, timelines, quality management, communications, risk management, stakeholder management, supply chain and integration knowledge to reach the goals successfully.  But most projects run over time, deal with delays from suppliers or environment conditions, have budget issues, and never ending problems with stakeholders.  
Often these projects become miserable experiences.  Dilbert has several excellent examples of projects gone bad.  <iframe width="420" height="315" src="https://www.youtube.com/embed/OEQWSjWSx4Q" frameborder="0" allowfullscreen></iframe>
This week lets explore projects and the ability to solve problems in the middle of a project.
 https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Q1- When initiating a project how do you insure you include all areas? (Do you use a full systems approach)
Q2- How does culture affect a project?
Q3- How do you deal with dissension in you team?
Q4- How do you deal with stakeholder needs when problems occur?
Q5- What do you do to stay on your timeline?  How do you handle delays and cost overruns?
 
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Charlee Hanna

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Kevin is very thoughtful, solid thinker
 
Most Wasted Natural Resource On Earth

It used to be a expected and accepted practice of our elderly remaining as guide to the family unit until they choose not to be. Now they are shoved aside for the most part, for many various reasons of which I will not validate. Our elderly are the most valuable natural resource in this life, combined with the fact they all desire to help those that walk through life after them. Why then do some people shun them with blind ignorance.
When one of my elders bothers to take the time to even speak to me, I LISTEN.
I do more then listen, because to me its a blessing they interrupt their day to give. When this happens it is usually a helpful hint that is designed to make my life easier then what I am making it. Where would the logic be in disregarding that. There isn't any.

     The wisest quote I have ever heard goes like this.

A wise person learns from others, only a fool learns from themselves.

     As I was growing up I went through periods where I viewed the help as annoying and that they could not possibly understand me or what I was going through. I was at these times in a self imposed prison of denial and deceit. Sometimes we are left outside life, most times because it is what we choose to be. These times I now look at as the wasted years, for progressing as a person was non existent.

Now i go way out of my way to watch and listen to my elders for they know stuff.
They have vision , and objectivity that we, being emotionally involved with ourselves are sometimes not capable of.

     Is being ignored, chastised and shoved aside motivation to grow old and wise.
I hardly think so. Yet this is what our society does to our elders. Why? If we are in such a hurry to succeed , why not listen to those who can tell us how? Seems to be a great oxymoron in my view.

     We are rushed to grow up, driven by our operand conditioning. We are rushed to find success through our adulthood. We are rushed to the grave when we are no longer allowed to contribute to society. These are the three largest flaws of modern society , my opinion.

     It has been said through out all history and all formulations of societies. When the elder are not listened to it is the beginning of the end.

     When is it going to dawn on all of us that experience and wisdom is a far better guide then blind stubborn pride.

     Live the quote I have shared with you. Turn to your elders and ask for guidance, it might surprise you to no end just how willing they are to help.

     The well placed hints are blessings, make no mistake on this.

The most wasted natural resource on earth is our elders. Do not participate in this bad karma
 
In conclusion and never the end, till next time, tips hat
Kevin Baker
Resources
Previously published humanaura.ca/24
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Charlee Hanna
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Sharing Tips, Tricks and Best Practices on Organizing.
General Eisenhower established the 4X4 model for prioritizing and organizing.  We have all seen many variations of this classic.
Urgent
Important
Not Urgent
Important
Urgent
Not important
Not Urgent
Not Important
 
Stephen Covey gave us the metaphor of the rocks and the glass jar.  Schedule most important priorities first then fill in the rest of your time with the lesser priorities.
But time is only a small part of the organization problem.  With a huge information overload of e-mails, tasks, people, projects, and meetings, how does one stay on top of everything.  There are so many different areas of our lives that need organization. 
Lets share your best tips, tricks, don’t, dos and best practices for organizing.  We want your best wisdom and will put everything together as a whitepaper.
Q1- What are your dos and don’t to organize time?
Q2-What are your best suggestions to organize meetings?
Q3- How do you organize your Social contacts, e-mails, files, and computer?
Q4- What else in your life needs organizing?
Q5- Are you ready with organization resolutions for the last half of the year?
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Charlee Hanna

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Examining our stakeholders and what results they want.
 
#HBRgoue Chat August 4, 1 PM ET "Analyzing HBRogue"

HBRogue wants to “Challenge the status quo of business thinking.”
We are the new organization pirates, “Rogues” to the traditional.

Our symbol of the “Petey dog” reminds us of the dog from the Little Rascals, a group of kids always pushing the limits.
The purpose of our chats is to go where no other chat goes:
1-to be the collaborative forum of choice
2- exchange of the newest & best ideas/information/practices on people and organization development.
3-to discuss the depth of organization excellence
4-to find solutions to better lives through better organizations
 
Each of us desires the success of HBRogue; the Twitter chat events, the empowerment of our community and for ourselves as business thinkers.
Is HBRogue an organization? By definition, yes. We are a group of talents; gelled together by a common purpose; each executing owned roles, responsibilities, and actions; contributing to something that is yet to exist in our shared environments.   
Are we a High Performing Organization? No. We've each engaged in enough highly critical, insightful, transparent, authentic, realistic, practical, and flat-out-honest HBRogue chat sessions. To falsely (but with the most beautiful of intentions) classify HBRogue as a High Performing Organization, we are not there yet but we want to be under study to become one.

Looking at HBRogue in the context of five basic questions, it appears we have some defining to do...

1-Stakeholder needs NEED to be explicitly defined. How can we serve the HBRogue community best, while maximizing our efforts with our limited time? To do so, if we haven't first identified our audience needs, our team needs, our potential co-host needs, needs of sponsors, strategic partners, tech vendors, environmental competitors (social learning orgs, by time slot, in the cast/micro/v/blogosphere, by platform, etc.
2- What are our desired results, for our community, ourselves, our team?  As a community, can HBRogue affect change?  Can we become more empowered to influence and lead?  Can we learn new ways of doing old things?  Can we look at what others are doing, current events and best and worst practices and learn from these examples and mistakes?
3- Can we define our culture?  Our community is so diversified, but what are some of the common values and beliefs that bind us together? What specific actions turn our ideas into forward progress?  Is our culture our glue?  If so can we define the best and worst parts of HBRogue?
4- What systems do we have in place?  What systems do we need to use more or in a different way to produce better performance?  What rewards do we get from being a member of the HBRogue community?  How can we make our reward system more robust and meaningful?
5- What is our mission and vision?  How is our strategy connected to the Mission/Vision and does it make HBRogue all that it can be?

This analysis, as one might imagine can run as deep as the mind may discover. Good thing for us, improvement via learning is a life-long endeavor. It just so happens that our happy organization is already invested in production, human resource issues and management; thus, we can utilize the above five questions to both understand how we achieve "today's actual results" and how we reimagine our organization as an HPO.


We need some help to become “Rogues to the traditional”  “pirates of business thinking,”  “Challenge the status quo.”

Q1)- Who are the HBRogue stakeholders?
Q2)- What are the needs of the HBRogue stakeholders?
Q3)- What are our actual results?
Q4)- What are our desired results?
Q5)- What systems do we need to have in place?
Q6)-What rewards do we need/want to have in place?
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The graphics for todays questions on #HBRogue.  All are invited 1:00PM ET
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Charlee Hanna
owner

Discussion  - 
 
The Good, Bad and Ugly of Projects
A project is temporary and has a defined beginning, end, scope, and resources. 
A project is unique not a routine operation.
A project team is needed and often includes people who don’t usually work together.
The development of software to improved a business process, the construction of a building or bridge, a relief effort after a natural disaster, the expansion of sales into a new geographic market, the development of a new drug, or organizing the annual summer picnic are all projects.
Projects use cost control, timelines, quality management, communications, risk management, stakeholder management, supply chain and integration knowledge to reach the goals successfully.  But most projects run over time, deal with delays from suppliers or environment conditions, have budget issues, and never ending problems with stakeholders.  
Often these projects become miserable experiences.  Dilbert has several excellent examples of projects gone bad.  <iframe width="420" height="315" src="https://www.youtube.com/embed/OEQWSjWSx4Q" frameborder="0" allowfullscreen></iframe>
This week lets explore projects and the ability to solve problems in the middle of a project.
 https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Q1- When initiating a project how do you insure you include all areas? (Do you use a full systems approach)
Q2- How does culture affect a project?
Q3- How do you deal with dissension in you team?
Q4- How do you deal with stakeholder needs when problems occur?
Q5- What do you do to stay on your timeline?  How do you handle delays and cost overruns?
 
2
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Charlee Hanna
owner

Chat Recaps  - 
 
Finally a Storify here and it is worth reading
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Charlee Hanna

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Celebrating freedom every where
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Sunil Desai's profile photoLieutenant General Raymond Anthony Thomas's profile photo
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Charlee's Collections
People
Have her in circles
396 people
Wes Harmon's profile photo
Moana Nui Utah's profile photo
ScriptiLabs, LLC's profile photo
Hoda Maalouf's profile photo
Sujata Ramani's profile photo
Blair Evan Ball's profile photo
Tamara McCleary's profile photo
Thomas Richard's profile photo
Felix Nater's profile photo
Work
Occupation
Owner at Confluence Experience which does Team and Leadership Programs, Manage web magazine www.OrgSurvival.com
Employment
  • Organization Survival Playbook
    Creator and manager, present
  • Confluence Rafting Expeditions
    owner, 1999 - 2009
Places
Map of the places this user has livedMap of the places this user has livedMap of the places this user has lived
Currently
Mapleton Utah
Previously
Seeley Lake Montana - Cincinnati Ohio - Waterloo Belgium - Bonn Germany - Albany Georgia - Baker Oregon
Contact Information
Work
Phone
888-655-5388
Email
Story
Introduction
I am Charlee Hanna, wife, mother of 5 grown children, dogs, cats, horses, peacocks. I am a systems thinker and the river is a complete open system. Passionate about river rafting and teaching leadership and team development on the river. 
I have lived in many parts of the world and have loved every place but my favorite is Seeley Lake Montana and the wonderful people there. 
I have a BS in nursing but loved owning a rafting company the most.
My web magazine is https://www.OrgSurvival.com
To the many wonderful people of this world-Today is a very good day.-Cheers
Charlee
Bragging rights
I have developed and manage the online business magazine www.OrgSurvival.com . I Owned a rafting company in Montana for 10 yrs. I was on the Mapleton City Council for 4 yrs over water, sewer, and garbage. I can still draw a water system. I have rafted the Grand Canyon x2, rivers in Costa Rica and Mexico, the Upper Gauley, the Salmon River and others.
Education
  • Brigham Young University
    nursing, 1969 - 1972
  • Brigham Young University-Idaho
    1967 - 1969
  • Baker City HighSchool
    1967
Basic Information
Gender
Female
Other names
Charlotte Lindsay, Charlee Hanna
Excellent. Take the ferry to the Asia side and then take a taxie. Worth the trip
Public - a year ago
reviewed a year ago
We have the dreaded box elder bugs. Buffo's really does the job well. We have tried some of the competitors-don't even consider the "natural alternative choice". Very bad decision for box elder bugs. I will never use anyone but Buffos again.
Public - a year ago
reviewed a year ago
2 reviews
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