Procter & Gamble: Lead Personal and Strategic Transformation Project

This project focuses on lead personal and strategic transformation, encompassing a personal analysis statement, professional development plan, and team performance management plan. The student, a research and development manager at Procter & Gamble, assesses their strengths and weaknesses, highlighting areas for improvement such as IT skills, communication, and time management. The project includes reflections on emotional intelligence, successful and unsuccessful interactions with colleagues, and strategies for improvement. The team performance management plan outlines strategies for monitoring individual and team performance, fostering a shared understanding of purpose, and building team cohesion. The plan also addresses skills such as communication, IT skills, time management, stress management, and the ability to withstand change. The student uses a variety of development opportunities like training workshops and networking to improve. The project offers insights into leadership qualities, goal setting, and the importance of a positive working environment.

Running head: LEAD PERSONAL AND STRATEGIC TRANSFORMATION
Lead Personal and Strategic Transformation
Name of the Student
Name of the University
Author Note

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LEAD PERSONAL AND STRATEGIC TRANSFORMATION
UAT 2
1. Personal Analysis Statement
As a research and development manager at Procter and Gamble Sydney my career
objectives are primarily to pursue excellence and do a thorough job of the tasks assigned to me.
My development needs include learning how to use IT better at the workplace and how
to engage in better group communication.
Some of the competency standards by which I measure strengths and weaknesses are
to make sure that I perform tasks to required standards, managing tasks correctly and to ensure
good communication at all times with subordinates and co-workers.
In order to improve my performance, the person I should consult is the operations
manager, who oversees all the functions and operations at Procter and Gamble and who is best
positioned to guide me about how I should improve my performance.
I always maintain a high level of performance in diverse work conditions. My
strengths in maintaining a consistent performance are my efficiency and my ability to pay
attention to detail while my weaknesses include setting standards at times for me to achieve, that
are a bit too difficult to achieve in the first place. I definitely encourage a positive working
environment with my team by ensuring good communication with them at all times. I
demonstrate flexibility when dealing with others at the workplace by allowing employees to
clock in late or take leaves when desired, as long as it does not affect their performance.
I serve as a positive role model by making it a point to report to work on time, to
undertake all my duties without complaining and to make sure that all my tasks are performed to

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perfection. I do use emotional intelligence to promote and maximize team outcomes. I
encourage my team mates and subordinates to put personal feelings and thoughts while doing
their work and to focus instead on the task at hand as work demands the use of the head rather
than the heart. My strengths in using emotional intelligence lie in my ability to implement this
well enough on my own. In this area, I could improve on my tendency to get too attached to the
work that I do and realize that not all things are in my control.
My mother has been a constant source of inspiration all my life. I would like to learn
from her how to remain resilient and positive in difficult situations, when things are not going
according to plan. Some of the leadership qualities that I possess include taking charge of
situations, taking responsibility for my actions and being punctual. Skills I would like to improve
on are time management and use of information technology. I know I am an effective leader
because the goals and objectives that I set out for my team are always achieved.
I use technology in order to organize tasks and prioritize them by maintaining a daily
tracker on MS Excel for this purpose, and I encourage my team mates to do the same as well.
The most important tasks to be performed in a day are listed here and are ticked off as completed
once each and every task is executed.
My preferred learning style is to learn through trial and error. Development
opportunities that I select to suit my preference are projects of an investigative nature, that need
to be handled and dealt with an in-depth manner before outcomes can be judged or perceived.
Development needs that I give priority to are the use of IT and time management. Managing
time better will give me the opportunity to complete a greater number of tasks in a day. Learning
how to use IT better will position be to carry out investigate work of a more advanced nature and

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standard, I can expand the way I learn by observing others at work, and the techniques they use
to complete their tasks.
Networking refers to the process by which information is exchanged between people
who have interests in similar things or who work in similar areas. I have developed a network of
associates who are competent professionals and who have the expertise and the contacts that are
needed for me to get better exposure. I can further develop my network by seeking out
associates on professional networking sites such as Linkedin. In order to evaluate personal
effectiveness for building an effective organizational workplace and culture, I will see how
easily I am managing stress at the workplace and will make sure to keep my determination levels
high at all times. I will regularly communicate with my team mates to know if we stand on the
same group with regard to professional goals and objectives.
I will maintain a good work life balance by completing all my tasks and duties during
office hours and then will only be relaxing and engaging with friends loved ones when I get back
home from work. In order to make sure that my health is well managed I will go for regular
health checkups. To manage stress, I will go clubbing in the weekends and engage in my favorite
pastimes like cooking and playing cricket to bust stress.
2. Professional Development Plan

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LEAD PERSONAL AND STRATEGIC TRANSFORMATION
Priorit
y
Skill/
Professional
Development
Need
Current
Capability
Target
Capability
Developme
nt
Opportunit
y
Criteria for
Judging
Success
Time
Fram
e
1. Use of
Information
Technology
Knowledge of
basic IT skills
Knowledge of
advanced IT
skills
Attending a
training
workshop on
advanced IT
skills
Certificatio
n given at
the end of
the
workshop
3
weeks
2. Improvement
in
communicatio
n
Good one on
one
communicatio
n with
immediate
team
members
Improvement
in
communicatio
n with all
employees at
the workplace
including
supervisors
and other
managers
Employee
engagement
activities
like office
picnic,
potluck and
office dinner
nights out
Formation
of
friendships
or working
associations
with
employees
and
supervisors
I was not
acquainted
4
weeks

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LEAD PERSONAL AND STRATEGIC TRANSFORMATION
with before
3. Better time
management
Can complete
tasks within
the deadlines
assigned
Aiming on
learning how
to finish tasks
before the
assigned
deadline
Attending
training
workshops
on time
management
To see how
quickly I
can
complete an
assigned
task
compared to
before
3
weeks
4. Language
development
skills
Fluent in
English
Aim to be
fluent in
English,
German and
French
Attending
language
training
classes
To see how
effectively I
can
communicat
e with
clients from
Germany
and France
12
weeks
5. Oral
presentation
skills
Can
effectively
make
Aim to
effectively
give
Attending
training
workshops
Giving a
talk before a
large
4
weeks

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LEAD PERSONAL AND STRATEGIC TRANSFORMATION
presentations
before an
audience of
1o to 12
members
presentations
to large
audiences
comprising of
20 to 30
members
on
powerpoint
use and
training
programs
aimed at
ensuring
better
performance
in
conferences
audience
within the
office set up
and within a
week of
attending
the training
program
3. Emotional Intelligence Reflection
Two instances where I engaged in a successful interaction with my colleagues and in which I
had to exercise emotional intelligence are when I had to comfort a colleague over a break up
with a person who is working at the same organization and when I had to console a colleague
who was being unnecessarily competitive. In both situations I explained to my colleagues that
what they needed to focus on was the task or work at hand rather than focusing on their personal
feelings and work. I let them know that they were not going to be judged by personal feelings
and thoughts but how effectively they were able to do their work, stating that they should not let
personal feelings and emotions influence their work ability.

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LEAD PERSONAL AND STRATEGIC TRANSFORMATION
An unsuccessful interaction with a colleague occurred when I reprimanded one of my team
mates for doing an inefficient job and who holds a grudge against me until date because of this.
Strategies of improvement could include having a cup of coffee with this individual at some
point or the other, to explain that what I did was not instigated by personal emotions and that it
was for his own betterment and professional growth rather than anything else.
Operational responsibilities and accountabilities can be achieved only if excellence is
pursued and commitment and dedication is shown in the performance of all types of tasks. This
is something that I am going to focus on doing at all times, so that the work I do for my
organization is always of an exceptional standard and never of an inferior quality.
Reflection Statement
The main things that I have learnt from this course is that if I am to lead from the front,
and motivate my colleagues and team mates to do good work, I need to focus on improving my
own abilities to do good work which includes managing time and tasks effectively. I have
applied the new knowledge and skills by focusing on communicating better with people around
me and paying more attention to how I use IT in order to do my work, taking great care when
preparing sheets and documents on MS Excel and using interesting charts and diagrams to
convey my points of view on research and development better.

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LEAD PERSONAL AND STRATEGIC TRANSFORMATION
UAT 3
1. Team Performance Management Plan
Priorit
y
Skill/
Professional
Development
Need
Current
Capability
Target
Capability
Development
Opportunity
Criteria
for
Judging
Success
Time
Fram
e
1. Communicati
on
Fluent in
verbal and
written
communicati
on
Enhanced
levels of
verbal and
written
communicati
on
Attending
training
workshops in
corporate
communicatio
n soft skills
More
fluency
and
competenc
e in verbal
and written
soft skills
3
weeks
2. Use of
Information
Technology
Fluent in the
use of basics
like MS
Office
Fluency in
more
advanced
software like
project
management
software
Attending
advanced
training
workshops in
project
management
Efficiency
and
proficiency
in handling
project
manageme
nt software
4
weeks
3. Time
Management
Team
members are
capable of
submitting
tasks within
assigned
deadlines
Capability of
getting tasks
completed
well ahead of
the assigned
deadline to
ensure
agency
Exposure to
webinars and
training
workshops on
better time
management
techniques
and methods
Completio
n of tasks
head of
deadline
given
4
weeks

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LEAD PERSONAL AND STRATEGIC TRANSFORMATION
4. Stress
Management
Team
members are
capable of
handling
minimal
amount of
stress
Should be
capable of
withstanding
high levels of
stress
Attending
talks on how
to beat stress
by
management
experts
Reduced
vulnerabili
ty in
stressful
situations,
calm
composure
in
situations
of stress
4
weeks
5. Ability to
withstand
change
At the
moment,
team
members are
quite resistant
to change
Should
welcome and
embrace
change
initiatives
instead of
resisting it
Attending
talks and
lectures by
transformation
al leaders to
understand the
benefits of
change
initiatives
Ready
acceptance
of change
initiatives
4
weeks
2.1. Implementation Plan for Effective Team Performance
2.1.1. Monitoring of Individual and Team Performance

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There are a number of ways by which individual and team performance are both going to
be monitored and evaluated in order to ensure effective performance by team members. The first
of these will be to watch or observe the employees closely both as a team as well as on an
individual basis while they are doing their work. The second will be to ask for regular accounts
and updates from employees concerning work progress. Thirdly, employees will be assisted in
the process of utilizing self-monitoring tools. The work in progress will then be reviewed
regularly.
2.1.2. Actions to be taken to Foster a Shared Understanding of Purpose
Some of the actions that will be taken to foster a shared understanding of purpose will be
to let team members know that they are all working towards a common goal, and that by
achieving the goals and objectives of the organization, employees will not only benefit
themselves, but the institution that they have been hired to work for. The importance of team
spirit is something that will be stressed upon the employees by team leads so that they feel more
committed and dedicated towards the achievement of team goals, being united by the desire for
victory and success rather than focusing on individual differences in styles of working.
2.1.3. Techniques to Facilitate Team Cohesion
Building a cohesive team is something that can be done by team leads or managers by
establishing a mission, looking for diversity, and practice team work on a regular basis. Each and
every member needs to understand the value of working together with a team rather than for
individual gains. Individual strengths have to be utilized and communication has to be carried
out in an effective manner with each and every one of the team members. Team leads also need
to make sure to give feedback on a regular basis and to ask for feedback as well.

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2.1.4. Promotion of Trust and use of Strategic Networks
An element of trust needs to be instilled among team members so that they are able to
rely on each other in times of need. Strategic networks and connections should be utilized in
giving team members good exposure to training workshops and programs that are aimed at the
development or transformation of team members.
2.1.5. Training or Support Measures to be given to the Team
Team members are going to be exposed quite frequently to training workshops and
programs on time management, use of project management software as well as webinars and
workshops on corporate communication skills. Such training measures are sure to enhance the
existing skills and abilities of employees or team members and put them in a position to perform
better at the workplace, excelling in everything that they do, be it an easy task or a difficult one.
2.1.6. Strategies of Effective Communication with Stakeholders
Stakeholders have to be communicated about team management and team performance
by exhibiting the fact that the team has full understanding of the work that is expected from them
by the stakeholders. The right format needs to be applied by team leads and at the time right and
with the right stakeholders to gain their approval about advances made in team performance and
team management as a whole. Team mates need to be leveraged in order to ensure effective
communication with stakeholders when the time is right for this to happen. Stakeholders need to
be constantly communicated with as to what is happening with regard to team progress and every
effort needs to be made to foster relationships with the stakeholders outside of the work
meetings, This will give team leads and managers an even better understanding of what it is that
is expected from them by the stakeholders.

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LEAD PERSONAL AND STRATEGIC TRANSFORMATION
A two way flow or exchange of information will be encouraged between the team
members and the management. Team members will be encouraged to express their views and
concerns to the management and the management will be given the opportunities to get such
queries and concerns resolved. Collaborative thinking will be fostered by encouraging group
work and facilitating regular communication between the team and the management so that team
members understand that they are working collectively as a unit to achieve the goals and
objectives of the organization.
2.1.7. Methods for Identification and Resolving of Issues
Issues among team members will be identified as soon as they emerge and will be
mitigated with the greatest degree of efficiency. Cultural differences and diversity with respect to
religion, ethnicity and gender is something that will be respected by the organization by
recruiting people from diverse cultural and ethnic backgrounds and different sexual orientation.
2.1.8. Management of Conflicts and Poor Performance
People who are performing poorly will be subjected to a performance improvement plan,
whereby every stage of the employees progress will be judged, evaluated and monitored to
determine whether the person is suitable for working for the organization or not. Conflicts are to
be managed by identifying the root causes of the conflict and then entering into a process of
negotiation and reconciliation with the disputing parties. Recently I demonstrated
transformational leadership by resolving a conflict over religious differences at the organization.
Two team members were at logger heads because they were not willing to collaborate with each
other on a project on account of both of them coming from different cultural backgrounds. One
was Hindu and the other a Muslim. They refused to consume meals in each other’s presence or

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LEAD PERSONAL AND STRATEGIC TRANSFORMATION
have anything to do with each other. I made listened with care to their concerns, made them
understand the importance of tolerance and professionalism at the workplace and eventually got
them to accept each other’s differences.
2.1.9. Introducing Collaborative Working Relationships for Optimum Performance
In order to ensure optimum performance, I will encourage team members to take part in
group projects or projects that involve working with more than one person at a time rather than
on an individual basis. Learning to work together as a collective unit in this way can I believe
ensure optimum performance on the part of the team.

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UAT 4
The move to multiskilling can generate mixed reactions in Chan’s department. While
some members of the department may welcome the move to engage in multiskilling activities
others might resist this move and may feel reluctant to continue working at the department
altogether. The news about making the move to multiskilling will have to be broken gently to the
members at Chan’s department and the benefits of embracing and learning multiskilling will
have to be made known to all the employees working in Chan’s department in order for them to
be able to welcome such a change.
Some of the concerns that can prevail among the employees working in Chan’s
department are whether or not they have the potential to live up to expectations of their
supervisor once multiskilling is introduced, whether or not they can become adept at all of the
skills that they are going to be trained in, in order to perform better at the workplace and whether
they are going to be able to manage all the hard work and the rigor that comes from engaging in
multiskilling activities. Chan should deal with their concerns one by one, ask how many of them
are alright with the idea of multiskilling and whether or not they would be alright with any other
alternative option should this be introduced.
The major resistance points or obstacles to this change can be predicted by witnessing the
reactions of the employees when the change is introduced. Some employees may want to resign
from their jobs because they are not okay with the idea of performing a job that entails the use of

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not one but multiple skills, unless this is accompanied by a pay in salary, since it requires a lot of
effort. Others may not be confident about doing a job that requires the use of multiple skills
because they are not sure of how competent they would be in performing or executing many
different skills.
If Chan had to introduce such a major change initiative, that is the initiative of
introducing multiskilling at the department, without worrying his employees he would have to
take a number of steps for this purpose. Firstly the many benefits of multiskilling would have to
be made known to the employees, secondly a consensus will have to be taken by Chan as to how
many employees are okay with such a change initiative and thirdly, he must find out if additional
assistance or help is required from employees if they are to gain and demonstrate competence
now in not just one skill, but many of them.
If I were the leader of Chan’s team then I would introduce the change as something that
is quite positive in nature. I would focus on the many benefits of multiskilling such as greater
work flexibility and more job satisfaction and in the process of doing so, I would implore the
employees to welcome this change. I would also leave open some room for discussion on the
change initiative, with the employees in order to know what their queries and concerns on this
particular matter are in order to make the transition process for the employees as easy and as
convenient as possible.
The members of Chan’s department should be invited by the leads of Chan’s team
to design specific changes that are based on their conveniences or specific requirements. This
should be done because employee consent and approval of change initiatives undertaken by the
management is a key aspect of the transformational leadership style. If Chan and his co-leads

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wish to introduce the change initiative in a way that it is well accepted by the members of the
department then getting employees to give their opinions about the change initiative and design
specific changes that are well tailored to their requirements and abilities is needed.
In order to deal with resistance to change, the first thing I would to is prepare myself for
this resistance and this handle this in as sensitive a manner as possible. I would identify the root
causes for the resistance to change and then address the resistance by pointing out the pros of the
change initiative or situation instead of harping on the negatives and allowing employees to feel
demotivated. The right resistance managers or leads shall be engaged by me to handle the change
initiation, give clear feedback, listen to the concerns that employees have on the matter and be
consistent with the process of change initiation, giving employees the option to get accustomed
to the change instead of fighting or resisting it.