Engagement Planning Working on engagement, even talking about your engagement, can be hard

WORKING ON ENGAGEMENT AND PERFORMANCE DURING
CHANGE
1. WHY | WHY IS CHANGE HAPPENING NOW?
Consider
• How do we expect the change to help?
• The purpose and role of this team. How does it connect to this
change?
• What does the team need to do differently to make this happen?
• PoR and responsibility sharing matrix not clear
• Increased complexity in support function ways of working
• Opinion counts with external stakeholders within the company downwards
• Involvement of KAM has increased
when all around you is changing. Take some control back by following this
impact planning guide. Make a plan and take action on engagement. The Five
Principles are important in this process like any other- how can they support
your plan?
3. PATH | WHICH ENGAGEMENT ITEMS ARE MOST RELEVANT TO
ACHIEVING THIS GOAL, AND WHY?
Examples
• Q01. Expectations: Clarity on how we will work together and what
the priorities are.
• Q04. Recognition: Encouragement and reinforcement of each other’s
successes.
• Q08. Mission/Purpose: Connecting our achievements to a broader
goal

2. GOAL | WHAT IS THE SINGLE MOST IMPORTANT THING WE NEED

Basic Needs:
TO ACHIEVE AS A TEAM RIGHT NOW?
Q2- Have the right tools and equipments to do my work right
Examples
• Stay on track in attaining your business objectives?
Growth:
• Weather the storm of this significant change?
Q12 -This past year, I have had opportunities at work to learn and
• Stay connected as a team?
grow

• Deliver BHAG targets for the year

• Drive priority brands – M&M’s , Bounty ,Orbit & DM
• Drive Execution excellence
• Have fun and learn within the team

Non-Confidential - Mars, Incorporated

 4. CONTROL | CONSIDERING THIS ITEM, WHAT IS IN OUR CONTROL
6. COMMITMENT | HOW ARE WE GOING TO TRACK OUR PROGRESS?
TO ACT ON?
Consider
Examples
• Who is responsible?
• Organise a Yammer support group
• By which date will the action be completed?
• Share our development goals and hold each other accountable
• On which dates will we check in to assess your progress?
• Collectively agree on team priorities

• Sharing issues at hand with Supply, Finance and other

stakeholders.
• Working on business development in new segments in
Confectionary
• Set benchmarks and develop more efficient ways of working
• Challenge ourselves • Weekly closures : Supply issues- Keerti
Finance issues- Hitendra
• More exposure to key account management, presentation skills, • Define 3 big wins you aspire for in the year , review progress every period
support functions- Ask meeting
• Period meeting status check
• Keerti to arrange for sessions with support functions every period meeting.
5. ACTION | WHAT IS THE CLEAREST DESCRIPTION OF YOUR ACTION?
Example
• We will add a consistent agenda point in our weekly meeting to
review team priorities for the week ahead
Consider
• How well is our plan aligned with The Five Principles?

• Weekly closure of pending issues, weekly escalation of supply/ finance

related issues to ITO on Monday/ OTC incharge on Tuesday
• Define actionables for self, team, closures required with accounts
• Take ownership of chains, cut out tasks within these chains and handle them
end to end, present on developments in resp. territories
• Session with supply chain and demand planning- Atul & Palaksha- Next
week period
Non-Confidential - Mars, Incorporated