RECOMMENDATIONS TO MOVE OUR PROVOVATIVE PROPOSITIONS
OF PASSIONATE LEADERSHIP TO REALITY.
1. Develop a more consistent appreciative approach to the performance management system across UTG: includes
upward feedback, performance review, and career development.
Vision: We will have a performance management process that is enjoyable, motivating, and useful to both staff and
leadership of UTG!
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HR to take the lead in a short inquiry into peak experiences in performance management and development
discussions to provide guidance and share stories with team leaders on what works well in those conversations
HR to provide input, focusing on adopting an appreciative approach, to sub-team developing Group-wide
performance appraisal tool and process
HR and Neil to develop a team leader guide and coaching support for appreciative performance management
including upward feedback
Leadership Team to encourage all team leaders to adopt the appreciative approach to upward feedback
discussions and use it themselves
2. Expose more Team Leaders, individual contributors, network leaders, and project managers to AI; appoint team
champions; network this group and give them real issues to address… combined with 4. Use a “LEAP” approach
(pairs of leaders) to introduce AI to teams
Vision: A cadre of embedded, AI-knowledgeable resources serving as a positive change network spreads the
application of AI to important UTG business issues around the globe.
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UTG Site Leadership selects a mix of approximately 38 team leaders, network leaders, project managers, and
individual contributors to serve as AI champions at their sites. Champions are respected by management and
peers, have a strong desire to improve UTG, and have a natural inclination to the appreciative approach.
 Houston (18)
 Sunbury (13)
 Aberdeen (5)
 Anchorage (1)
 Naperville (1)
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Bernard Mohr assists in developing and leading two-day intensive training sessions; one in Houston and one in the
U.K.
Champions (with Neil’s support) help “train” their own and at least one other team using a “LEAP” approach.
Champions facilitate their teams in holding inquiries on business issues the teams face.
Champions participate in a chartered AI network with a network leader
Chris Ebdon serves as network leader. This role is added to his objectives and an equally time consuming
objective is removed.
Champion network replaces AI core team in planning and conducting future large-scale inquiries.
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3. Use AI (positive questions) to build relationships with BU partners
Vision: We will have enhanced relationships with our BU partners, achieved by identifying valuable communication and
interaction practices and employing them ubiquitously across all the BU linkages.
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A member of the AI Core Team from each site will lead a network of UTG individuals who have key front-line
relationships with the BUs (BU Coordinators and others).
 Using AI, the network will describe current or past examples of effective UTG/BU relationships, ie. What do
they look like and why do they work?
 Network will then define a simple inquiry guide that tries to define what the BU’s value in their relationship with
UTG and what should be leveraged further.
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When practical, the inquiry guide will be used during 2001 technology planning discussions with BUs. Feedback
will be collected centrally and shared throughout network.
Leadership Team will encourage a renewed focus on improving BU connectivity and support usage of the inquiry
guides. They will use feedback from BUs as additional data to assess overall UTG performance from the BUs
perspective.
4. Include passionate leadership and AI success stories in all leadership meetings.
Vision: Success stories are critical to keeping passionate leadership and AI alive in UTG. Therefore, at all significant
gatherings of leaders, they spend time sharing tales of their own, and others’ success.