A. General Information.

1. Purpose. This document is used for planning and coordination between and among those associated with Organization Diagnostics, Inc.

2. Program Calendar Development. Calendars will be constructed with the longest possible duration having priority in the following order: Planning period (the period covered by the future plan), Annually, Quarterly, Monthly, Weekly, Daily, Hourly.

3. Programming Priorities. No single programming period will dominate planning and calendaring. Appropriate amounts of time and attention will be directed to long range and short range programming calendar concerns.

4. Decision Making Guidance. The guidelines in this document are available as an aid to decision making, they are not intended to be practiced without the application of on-the-scene common sense.

5. Family Member Assistance. Family members of principals are encouraged to participate in recurring events described herein. Items marked with an asterisk "*" are especially suited for family member involvement.

6. Intern Participation. Students involved in an intern program may participate in recurring calendar events.

7. Implementation. This recurring schedule was implemented on a trial basis on January 2, 1995. It has been reviewed for value and sufficiency and has been found acceptable for continuance.

8. Revisions. When significant changes have occurred in this document it will be issued to all staff in its entirety. Discard previous editions upon receipt of an updated replacement. Marginal "bars" will draw attention to substantial changes. Suggestions for improvement are always welcome.

B. Daily. Each day recurring program priorities are expected to shift somewhat based on the fresh demands placed on the organization and based on emerging unforeseen opportunities. Daily routines are expected to be completed by those in the "office" on a daily basis. When in the "office," daily routines are encouraged.

1. Phone Calls. Making phone calls and returning phone calls is a priority. People expect that their phone calls will be returned quickly and efficiently.

2. Visits. Engaging in face-to-face visits is often the most effective method of resolving an issue that needs attention. When this method makes the most sense, use it.

3. Urgent Trips*. Making urgent local/vicinity trips are a high, if not first, priority among daily activities. Naturally, these activities are of greatest importance when they encompass client, affiliate-associate, and vendor interaction, but are also important when involving others.

4. Calendar Review and Update. Any change in calendar commitments is an imperative for immediate attention. This is true even if the immediate effect cannot be predicted as impacting others. Our calendars are distributed to many individuals, often even clients, and suggest availability. The better information we can provide the higher our credibility. Each calendar is printed with a date which attests to currency and should should be considered in the calendaring process.

5. Mail Distribution Routine*. Mail will be picked up from and delivered to staff distribution boxes and the post office daily.

6. Check the E-mail Binder. Each day in the office, time must be devoted to reading and initialling the e-mail binder. People wanting copies of e-mail items contained in the binder are responsible for copying as they read.

7. Priorities of the Day. Below are examples of routine priorities that demand attention:

a. Work on our own relationships*. Since our prime fundamental belief is that the quality of the yield from a relationship is determined by the quality of the relationship, our top priority is to get our relationships straight and keep them straight. That means that each individual can achieve high performance without feeling encumbered by others; that working together, people can rely on the synergy that can only be generated through high quality relationships; and that the stewardship for our resources can be realized as each participant optimizes an appropriate return on our investments of time and attention -- profit.

b. Keep the books. Without appropriate and timely administrative support our ability to serve each other and our clients will grind to a halt. The core services upon which each member of the organization must come to rely must be accurate, timely, and extremely credible in all respects. This can only be realized if high priority is placed on this area.

c. Maintain the office*. This involves keeping the work place tidy and clean. A cleaning crew will vacuum the offices every other week. Twice weekly trash will be removed by a person designated on a rotating roster.

d. Event Production and Management*. Excited clients, our real goal, will be achieved through a balanced effort on-site and between interventions. A mountain-top experience on-site, followed by inadequate follow-through will fail to produce the caliber of client excitement we are committed to achieve. We cannot spent effort trying to attract new clients if our current clients are not excited about what we are doing with them. Failure to attend to client follow-through will result in a reversion to "event" status from a "retainer" course -- this can be the early warning sign that business failure is imminent.

e. Write Proposals. As proposals are requested or required, they must be constructed and submitted. It is imperative that proposals be realistic and well cost-documented. When accepted, proposals will be used to augment the contract during implementation so a no-surprise scenario is critical. A clients first impression is often received from the proposal so extraordinary care must be taken to give the best possible impression.

f. Update Technology and Add to Technology. The development and testing of technology is an ongoing requirement that keeps the client offerings fresh and ahead of any competition. When technology can be improved based on actual experience, care must be taken to complete this activity shortly following the event that produced the new insight.

f. Serve Clients. Service to clients is half of the success formula. Some type of client service must be accomplished daily (or nearly so). The most important aspect of this element is that service must be defined by the client and result in a more desirable position for us in the clients mind.

g. Serve Affiliates and Associates. If service to clients is 50% of the success formula, service to affiliates and associates is clearly the other 50%. Without excited relationships, synergistic client service is an impossibility. Daily we need to look for ways to offer our services to each other.

h. Read (mark publications) and develop professionally. Without fresh "material" from the most contemporary of authors our technology and our ability to effectively practice it will slowly diminish. We must look for ways and complete learning encounters that run the full range from reading to formal professional development opportunities. As publications are read, they should also be highlighted so that entering quotes into the technologies support data base can be more readily completed.

i. Marketing and Sales. Without cash flow the organization will grind to a halt. Our philosophy requires a gentle and magnetic approach to marketing and sales and opportunities are always present to plant seeds that may result in sales at a later date. Look for opportunities to invest in future business daily. We are continuously and aggressively adding marketing materials to those already available to make this easier.

j. Performance Team Meetings*. As client interventions demand, performance team meetings take priority as needed. Those available for participation that will improve team perspective are encouraged to attend and contribute unless higher priorities demand their attention elsewhere.

k. Inventory and Order Supplies*. When supplies are exhausted on a daily basis, they should be immediately assessed and obtained if the supply item is critical (toner, paper, etc.). In the absence of an obvious and urgent need, items requiring purchase ought to be placed on a readily available list and acquired at the next convenient opportunity.

l. Identify Projects. A white "Project Board" is located at the entrance to the production area. Anyone having a project to be completed, but not currently assigned to anyone specific, is encouraged to identify the project by title on the project board as a means to drawing attention to the potential requirement. The Board will be reviewed by everyone attending the weekly staff meeting. Priorities will be set and assigned on a monthly basis during the Monthly Staff Event.

m. Review and Initial "Read" Files. "Read" files are located atop the bookshelf at the entrance to the Conference Room. Everyone is encouraged to read these files and initial each document daily. At a minimum, "read" files must be reviewed and initialed before the weekly staff meeting as they will be "retired" each Monday afternoon (although they will continue to be available for those who have been unable to stay current with review requirements).

C. Weekly. The weekly calendar is the minimum priority setting time period. Events recur on a weekly basis in a predictable pattern.

1. Affiliate Mail Distribution (Targeted boxes)*. We have established distribution boxes for all affiliates and associates. Each Thursday (or other designated day), any material in these boxes will be mailed directly to affiliates and associates.

2. Calendar Updates Reproduction and Distribution*. Updated calendars will be printed and distributed on Thursdays (or other designated day). If modifications to the calendar are to be made, it is imperative that they be posted prior to noon on Thursdays.

3. Pay Bills. Invoices received for payment will be paid on Thursdays (or other designated days).

4. Order Supplies*. Although supplies will be identified as needed, they will be ordered on Thursdays (or other designated day). Typically, local deliveries will occur on Friday or the following Monday. There is a white board located in the office supply closet to list needed items.

5. Post Project Management Information. Updated information regarding project management will be updated prior to noon on Thursday whenever possible to assure information needed by affiliates and associates will be available for mailing on Thursdays (or others designated day).

6. File Folder Drill*. Each week on Thursdays (or other designated day), all files will be located, updated, and returned to the appropriate file. Files not yet established will be established weekly during this drill. This activity includes a review of "notes" generated and not yet filed in the appropriate file.

7. Press Releases. Any and all appropriate press releases will be constructed and submitted to the appropriate media via a media mailing on a weekly basis.

8. Originals/Technology Files Drill. All accumulated originals and technology files will be filed weekly. For those not clearly identified, a determination as to destination will be made.

9. Conduct a CRISP Weekly Staff Meeting. Each week, those present will conduct a CRISP staff meeting between 10am and 12noon. Normally only full time employees are in attendance, although part time employees are always invited. The purpose of the meeting is to coordinate and synchronize priorities quickly, both internal and external. Lengthy or nonessential dialog is reserved for the Monthly Staff Event. Any item(s) can be moved to the Monthly Staff Event.

a. Calendar Update (30 minutes, 10am to 10:30am). Review dates, calendar additions, and deletions to the office calendar. Also be certain that last-weeks events properly reflect what happened (especially as it relates to any "billable" time). Regarding this weeks schedule:

oo Date/time/place clarity.
oo Production readiness.
oo Team assignments and readiness.

b. Records and Reports Review (20 minutes, 10:30am to 10:50am). Review outstanding Records and Reports requirements as a means to assist in reprioritization of pre- and post-event action item completion.

oo Event Files.
oo Maximizer Notes and Journal entries.
oo Web-site Updates.
oo Mission Area Reports.

c. Individual Learnings/Insights (30 minutes -- 6 minutes each, 10:50am to 11:20am). This time will be devoted to a dialog about individual learning goals and progress toward those goals. People may also publish insights they gained in any aspect of our organizational life (about themselves or about anyone else on the staff).

d. Suspense Items and Priorities (20 minutes -- 4 minutes each, 11:20am to 11:40am). People will let everyone know what suspense items they are waiting for from others, and what priorities they have driving them for the coming week. This item may incorporate a call for assistance when needed.

oo Circulate suspense items.
oo "Alone time" requirements.
oo "Need from you before I can proceed!" reminders.
oo Extraordinary events on the schedule this week.

e. Project(s) Review (20 minutes, 11:40am to 12:00 noon). Items on the Project Board will be reviewed for understanding and potential assignment as required. At best, people will "volunteer" for project involvement as it may affect their area, or as they have time available to work on high priority items.

D. Monthly. Each month, the following activities are designed to provide an updated status of the organization.

1. Post Accounts and Produce Reports. Post data to accounts payable and receivable and produce monthly financial reports. At the monthly run completed quarterly, produce a comprehensive document accounting for Koffer receipts and distribution.

2. Add/Update Library Routine*. Update library files with new publications and produce updated reports based on updates.

3. Conduct Comprehensive Staff Meeting*. Each month the majority of one day will be scheduled for a comprehensive staff meeting. Core team members must attend, others will attend on an invitational basis. Additional days will be scheduled as necessary. During the "comprehensive" the following agenda items will be discussed:

a. Platform.

1) Associates, Potential Associates, and Associations. Discuss and resolve any affiliate, associate status changes and determine appropriate actions to be taken over the next month with specific individuals. Review periodically the files of individuals to determine sufficiency and schedule appropriate actions to bring all files up to date. Purge the files of any records that have become inactive. This category includes those in an entrepreneur status.

2) Clients and End Users. A client is an individual or organization that is billed for our services. An end user is one to whom we deliver services. In some cases these are different individuals. Review all active clients and end users to determine sufficiency of service and product deliver and schedule appropriate activities. Each "shepherd" will be required to report on their client/end user flock.

3) Financial, and Operational Reports and Plans. All recurring monthly financial and operational reports will be distributed and discussed by those responsible for report production. Any significant proposed modifications to plans or plan events and milestones will be discussed by those responsible for the planning document or regimen. Specific recurring monthly documents and reports are:

a) Koffer Account Status.

b) Cash Flow Status Report.

c) Pending Purchase List.

4) Interventions and Events Calendar. The past months calendar will be reviewed to assure items have not been inadvertently neglected. The current months calendar will be reviewed to assure required events and milestones are being achieved. The next months calendar and subsequent calendars will be reviewed to assure sufficient planning will be scheduled to carry out events to the standards expected.

5) Vendors and Suppliers. Vendors and suppliers will be reviewed. Those providing insufficient or inadequate service will be terminated at the earliest practical opportunity. Recommendations for replacements will be initiated.

6) Separate Calendar Items. Any other calendar items requiring calendar allocation will be discussed and resolved at this time.

b. Marketing.

1) New Marketing Materials. The current publications list will be reviewed for sufficiency. Items requiring update or initiation will be scheduled and assigned to the appropriate individual for processing. Materials considered outdated and for which no foreseeable continuing need exists will be scheduled to be removed from the inventory.

2) Suspects, Prospects Review. Active suspects and prospects will be reviewed and a determination made of what continuing activities will be scheduled to bring about a favorable result. Required proposal writing activities will be scheduled at this time.

c. Technology Development.

1) Technology Update. A review of Technology requirements over the next 90 days will be determined and time will be scheduled to bring about the initiation, modifications necessary. Priority will be placed on client events in chronological order.

2) Technology Development Projects. Projects under development will be detailed to include requirements for assistance on priority items.

d. Cultural Diagnostics.

e. Cultural Realignment.

f. Cultural Learning.

4. Adjust Alignment Documents. Each month as items that effect the alignment or future plan are discovered or created, proper adjustment must be made. Some of these can be made internally without immediate distribution, other more urgent changes or additions must be distributed at the next potential opportunity.

5. Invoice Clients. On or about the 15th of each month an invoice will be prepared and mailed to each "retainer" client. "Event" billing may be completed off cycle as needed.

6. Produce Print Media*. On a monthly recurring basis a minimum of one full day will be set aside for the printing of "bulk" materials required for distribution during the following month. This routine is particularly effective for materials requiring color printing. The following four categories are listed in order of priority:

a. ODI "Currents" and other recurring publications. All billable publications have priority. Top among these is the ODI newsletter or other materials subject to mailing which contain suspense-sensitive dates. A main medium for "Currents" will be web-site publication.

b. Client Books and Handouts for the Next Month. As identified, all publications for interventions and workshops must be scheduled for completion and printed monthly. Under ideal conditions publications containing color will be printed as that color is set up on the machine.

c. Affiliate and Associate Materials. All materials that are required for proper maintenance of an active affiliate or associate platform come next. If affiliates and associates are expected to know the latest technological developments. This gaining the knowledge will be hampered by the lack of fresh materials. Each month, fresh additional and modifications to the Technology or support documentation must be printed and distributed to those having the greatest need first. Active affiliates and associates will come first. Inactive or passive individuals or organizations come next.

d. Marketing Materials. The final category in the priority list is marketing materials. Within this category are both the replenishment of current materials and the origination of new materials. Priorities within this category, if necessary, will be established at the monthly comprehensive meeting.

7. Event Files Closeout. Each month event files will be closed out according to the Event Production Manual requirements.

8. Conduct Convenient "In-house" Professional Development. Confine this item to reports from learning event attendance, and/or schedule a group Video Tape viewing on any timely topic that may require attention. These items may be scheduled monthly on the afternoon of the Monthly Staff Events since attendance by all-personnel can be expected.

E. Quarterly. On a quarterly recurring basis, the following activities will be devoted to the education and development of the affiliate network and clients served by that network. The following activities will occur:

1. Conduct Professional Development and/or Education. Each calendar quarter a minimum of two days will be devoted to on-site-Tidewater affiliate, associate, and client representative education on the organizational applications for the Technology.

2. Publish "Currents" for Clients and Practitioners*. As a result of the quarterly education and other events, ODI will establish periodical themes which will resemble a compilation of "learnings" and materials which occurred or are expected to occur during quarter. Contributions are welcomed, but must come from people who have attended events and can address issues of importance.

3. Alignment Work and Sustainment. Quarterly, interested individuals will participate in alignment activities such that current alignment doctrine can be validated or modified, and new doctrine established on a perceived weak alignment element.

4. Conduct Affiliate Business Meeting. Quarterly, normally in conjunction with the education events, affiliates, associates, and those interested in becoming an affiliate or associate will be asked to attend a business meeting where behind-the-scenes discussions will take place about "how to run the business." Nothing secret is discussed at these meetings but our experience indicates that unless there is a real and urgent stakeholder presence discussion shift from essential topics to topics of general interest. There is sufficient forum for general interest topics outside the business meeting to warrant careful invitation of participants.

5. Conduct Quarterly Marketing Showcase. Experience has shown that our January new-client-oriented showcase presentations are well attended and highly productive. Quarterly events feature educational opportunities for internal and external people. This annual event is clearly done as a marketing event and has a crisp focus in that direction.

F. Semiannually. Twice annually the ODI staff will close down office operations for three to five calendar days and engage in out-of-town retreat activities. Full-time Staff will be assigned design and implementation responsibilities on a rotating basis. Appropriate topics for retreat focus include the following:

1. Private Celebration. Although we are included in the celebrations with client organizations, we also need a time to celebrate within our own closed group. Celebrations may may run the full range from an acknowledgment of personal growth to recognition of significant contribution to corporate profitability.

2. Major Program/Process Review. Major programs or significant processes may be the target of review and clarification during a retreat. It is also appropriate to use retreat time to prioritize programming concerns for follow-through work after the retreat.

3. Role Definition and Clarity. As the organization grows, new people will be added to the staff, and roles will shift for those already on board. The retreat environment is an excellent opportunity to examine roles and continually adjust and clarify them.

4. Rest and Relaxation. Whenever financial condition allows, retreat locations, duration, and facilities will favor travel to locations where rest and relaxation can be easily worked into the schedule. Some "alone time" will always be scheduled.

5. Cultural Realignment. Our own cultural realignment will always be an appropriate topic for retreats, especially if alignment is measured below "6." Pre-retreat preparations ought to always include a CommunityWare survey, the items for which are constructed by a team of 3 to 5 non-principals.

6. Future Planning Activities. The QWLC Future Plan extends our reach to 2015. It is always a topic appropriate for examination to assure we are on a path to effectively and efficiently achieve our vision.

G. Annually. Annually, the following activities are scheduled:

1. Conduct Technology Review. Review all year-old Technology to determine the feasibility of updates. Update and republish materials based on the degree of urgency using the client best interests as the primary measure.

2. Conduct Formal Client and Affiliate Survey. Once each year it seems appropriate to turn our client-directed energies inward and conduct surveys and other data gathering techniques that will allow us to continuously improve our product and service delivery. December is an ideal opportunity to conduct these surveys.

3. Review and Update Future Plan. Based primarily on adjustments made in Alignment Documents, the larger-umbrella future plan will be reviewed and modified as appropriate by individuals who will contribute to achieving the goals and objected established in the plan.

4. Celebrate Advances and Learnings*. The organization will, annually, celebrate those achievements which have improved performance, productivity, and profitability. The celebration ought to be everyone's business -- no one will be in charge once a date and place have been established. Everyone will contribute.

5. Financial and Operational Reconciliation. Annually, all accounts will be reconciled and balanced. This process will enable everyone who has contributed to or gained from financial success to know where all money came from and where it went. Anyone having a claim on surplus is expected to make that known during this meeting or relinquish entitlement. This process must be carried out so that the organizations operational and financial books can be finalized and closed for the year.

a. Archive inactive files*. All inactive files will be archived or destroyed if appropriate.

1.) Personnel files of all inactive affiliates and associates.

2.) Vendors that have become inactive.

3.) Client and End User Files.

H. Planning Period. The planning period extends to the end of the fifth calendar year beyond the current calendar year.

1. Global Events Opportunity. Global events extend beyond the United States and territories. As world events unfold, these events are placed on our organization time line to assure they are considered in the planning process.

2. National Events Opportunity. National events are those which are expected to occur within our borders. For example, presidential elections occur in 1996, 2000, and 2004. Senate elections occur in 2000, and 2006. National conferences for organizations of which we are members occur annually and can be plotted against a calendar of events at any time. We expect to be a national organization by the end of 2005.

3. State Events Opportunity. State events are those which occur within Virginia, or within states where affiliates are active.

4. Local Events Opportunity. Local events occur within the Hampton Roads area.

Copyright 1997 Leadagement Technologies Inc. All rights reserved.
Updated: 98/5/29