SESSION 404Tuesday, October 21, 10:00 AM ‐ 11:00 AM

Track: The Expert Focus

 Expert Focus: Strategic Organizational Transformation Is a Process, Not an Event (Part I)   Manley Feinberg Chief Experience Officer, Vertical Lessons Manley@VerticalLessons.com   Mike Kublin Founder and President, PeopleTek Coaching mkublin@peopletekcoaching.com   Katherine Lord Principal Consultant, Quint Wellington Redwood k.lord@quintgroup.com           

     Session Description  

Engage with three preeminent thought  leaders  in this highly  interactive session to explore tactics and an overall strategy  for organizational  transformation. Manley Feinberg, Mike Kublin, and Katherine Lord will cover a wide range of topics, including emotional intelligence and its value in the workplace, changing the mindset on behavior and attitude, the power of knowledge management, and the principles that fuel momentum. Be prepared to think outside the box, gain a high‐level understanding of your transformation road map, and walk away with practical tools you can implement immediately.  

Speaker Backgrounds   Manley Feinberg is an award‐winning speaker, IT leader, and certified World‐Class Speaking Coach who’s delivered more than 2,000 hours of professional training, consulting, and coaching. Leveraging eighteen years of IT, business, and speaking experience, Manley helps professionals get out of their comfort zone, build momentum, and develop world‐class communication skills.  Mike Kublin is the founder and president of PeopleTek, Inc., a training, development, and coaching company that specializes in enabling technicians, professionals, and their teams to examine behaviors to determine what is effective and identify what may be inhibiting desired results. Previously, Mike worked for EDS and American Express in a variety of leadership roles, managing technical teams and interfacing with internal and external business partners and vendors. He is also the author of twelve books, including 12 Steps for Courageous Leadership (2011), and he is certified in ITIL v3.  Katherine Lord is a seasoned ITSM consultant and practitioner with considerable expertise in IT strategy, service management, knowledge management, and change management. She has a proven track record of humanizing service management, bringing relevant, adaptive approaches to her consultative pursuits. Before becoming a consultant, Katherine spent ten years managing service desks, IT operations, and field services. She holds many industry certifications and is an accredited instructor for various ITIL and HDI courses. 

SESSIONS 404 / 504

MICHAEL W. KUBLIN

KATHERINE LORD

MANLEY FEINBERG

Expert Focus:

Strategic Organizational Transformation

Is a Process, Not an Event

Session Objectives

• Explore tactics and strategies for individual and organizational transformation

• Learn why transformation is a process, not an event

• Learn key behaviors that promote increased effectiveness for transformational leaders, teams, and entire organizations

• Leave with tools and techniques that provide guidance through the transformation process

• Commit to making a change today that you will implement immediately

Ice Breaker – About me

• Is your preference to maintain harmony within a team or address problems? Why?

• Does your overall style lean more towards utilizing your intuition/gut instinct, or hard facts and figures?

• Are you hesitant to share new ideas, or are you more likely to volunteer bold ideas and risk being challenged?

• What do you enjoy most about your job?

• What is the first concert you ever attended?

• What was your most difficult challenge growing up?

JOHARI WINDOW

•

KNOWN TO SELF NOT KNOWN TO SELF

KNOWN TO OTHERS

OPEN

BLIND

NOT KNOWN TO OTHERS

HIDDEN

UNKNOWN

4

< < < < < < < < < < TRUST > > > > > > > >

Definitions

• LEADERSHIP:

– Taking others where they’ve never gone before and wouldn’t go by themselves

• COACHING:

– Helping others achieve their desired goals and objectives

• MANAGEMENT:

– Planning, Organizing, Controlling & following-up

• TECHNICIAN:

– Doing the job or task extremely well

6 Critical Components

• Customer

• Communication

• Clarity

• Conflict

• Change

• Teamwork: Trust, accountability and feedback

What do you see?

You must be aware in order to deliver

KNOW DISCOVER AUTHENTIC INNOVATE What do I

already know about:

MY Team? MY Customer? The project?

Who can I ask for feedback

about expectations and results?

In what way do I need to be more

open and quicken my

delivery?

How can I be more creative/ innovative to help with a

speedy delivery?

C - Communicate Effectively

O - Optimize Differences

M - Manage Change

P - Plan, Persist, and Organize

A - Appropriately Handle Conflict

S - Sustain/Enhance Relationships

S - Skillfully Influence Others

It Takes………

• A willingness to step out of our comfort zone

• The need to readily adapt to change

• An obligation to develop our skill set and the

• skills within our organization

• Commitment!

It also takes….. • A Change story

– To identify with, create purpose, sense of belonging

– Elicit an emotional response vs a thinking response

• Tools and techniques to drive

– Momentum, consistency, sustainability, structure

• Visibility

– Visual Management & Visible Leadership

TRANSPARENCY=TRUST

Challenge the Status Quo

• Divorce the classic organizational chart and “management hierarchy”

• Who really wants a caste system?

“Take this Job and shove it”?

• Team Barometer

• Empower the front line

• Equality, community, collaboration

Lets talk about Lean

• The philosophy

• The 5 Domains of Lean

• The magic in your tool box – The Change Story

– Visual management

– The Team Barometer

– Gemba walks

– Performance management

• Sustainability

Leading with Humility

• Leading with humility focuses on ensuring that arrogance does not blind us to the possibilities offered by the people around us. This is particularly relevant to people in a position of leadership.

Cultural enablers ensure that the

people delivering value to

customers are themselves also

valued

.

Leading with Respect

• By demonstrating respect for individuals involved with the organization, we show that we truly value their contribution.

Cultural guiding principles deal

with the creation of an

environment

in which individuals are

encouraged to contribute

.

The 5 domains of Lean

Do we act in a truly customer-oriented way?

Is delivering value to the customer the focal point for

howe we approach our work?

Do we have a positive attitude towards customers?

Customer

Process

Do our processes and way of working deliver value as

quickly and directly as possible?

Do we act proactively to identify and tackle areas of

waste?

Organization

What is the attitude of people within the organization

regarding the way the organization is structured?

How do people act during performance dialogues, day

starts and in the cascade?

Performance

What would it take to do more, to do better?

Are we creating a habit of continuous improvement?

Behavior and attitude

Does the organization encourage the behaviors that drive

performance improvements?

Are we addressing the ‘How’ - HOW we go about things,

the attitude and the mindset by which we do things ?

15

The Change Story • The transition to a transformation starts with a compelling story as to why

the change needs to be done

“The core of the matter is always about changing

the behavior of people, and behavior change

happens in highly successful situations mostly by

talking to people’s feelings.

This is true even in companies that are very

focused on analysis and quantitative

measurement. In highly effective change

situations, people find ways to help others see the

problems or solutions in ways that influence

emotions, not just thought”.

John Kotter

“The Heart of Change”

.

Dreams get people moving…

“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”

– Antoine de Saint-Exupéry

– “Citadelle”

A change story is crucial to influence behavior and attitude

COMPELLING CHANGE STORY IS:

• A clear description of what changes need to be made and why (gives direction)

• Describes the motivation behind the desire to change (urgency)

• A signal that “business as usual” is over

• Written by leaders (personal and passionate) with their readers in mind

• A source of continuity during periods of uncertainty or transition in a change program

• A powerful tool for creating alignment throughout the organization

KEY ELEMENTS

PERSONAL

URGENCY

PASSION

SPECIFIC, GIVES DIRECTION

INSPIRING

INCLUSIVE, ASK FOR SUPPORT

18

Visual management

• A mechanism to drive transparency, engagement

• Effective team communication and real-time updates

• Team performance and workload is shared on the day board for visibility and effective team communication

• Create thy masterpiece!

The Team Barometer The Team Barometer involves asking every team member to score on a scale

of 1 to 5 seven different aspects that define and shape team engagement

on a monthly basis

Working Together

Ambiance

Personal Enthusiasm

Continuous Improvement

Impact

Direction

Personal Development

Visible leadership

• Gemba Walks

– Stroll the shop floor!

– “go see”

In order to get beyond the basic technique level of improvement, it is essential to answer deep ‘why’ questions. This leads to the discovery of underlying systems and the possibility of alternatives.

Since real value is created at the shopfloor, this is where management need to spend their time.

Try to envision what should be happening (the smooth flow of value creation) and now look at what is really happening.

Genchi Genbutsu: less to ‘visit’ and more to ‘know’ by being there

23

Go see

People can have blind spots created by long held paradigms. Thus the practice of “go and see” was developed based on the principle that reality needs to be perceived and understood based upon the five senses. Perceptions, past experience, instincts, inaccurate standards, simplified and generalized reports often hinder establishing a high agreement on how things actually work .

Performance management

• Everyone on the bus, going the same direction

– VOC (Voice of the Customer)

– to CTQ (Critical to Quality)

– to KPI (Key Performance Indicators) paradigm

Translating the VOC into CTQs (Layer 3 and 4)

As a customer, I want good

customer service when I call

That means representatives have knowledge

and skills

Answers are correct

They reply in a friendly way

They provide solutions that

meet my challenge

They respond fast

Researched information available

Information delivered on the spot

Customer transfered quickly

Problems are solved

Short options menu

Greet customer by name

issues and needs

driver

additive constituents

1. Prioritize and align 2. Determine measures 3. Set targets 4. Specify limits 5. Determine defect rate

EXAMPLE

CTQ CTQ

results in:

CTQ

business dimension process dimension

Performance dialogues at all levels create effective alignment in the organization and establish catch ball between the levels

Performance Dialog make the PDCA cycle spin.

goals, objectives, KPI’s

data collection, problem solving,

catchball negotiations, process

mapping

1

objectives, metrics, process critical success factors

root cause analysis, problem

solving, catchball negotiations,

project planning

2

objectives, metrics, projects, activities, tasks

rapid improvement events, project

planning and management,

metrics integration

3

deploy, measure, manage, integrate

4

cross functional alignment

vertical alignm

ent

Knowledge management

• Tap into the Tribe

• The power of the community

Acknowledging Community

Knowledge Bases

Self-Help Assistance

The organization Leadership

Ch

ann

els of

Co

llabo

ration

Community – the power of the tribe

Community Conversations

The Tacit connection

Organ

ization

al stru

cture

A network that connects people with content and

people with people.

And the keys to sustainability?

YOU MUST HAVE QUESTIONS BY NOW!

12 Granite Walls over 3,000‘ in 3 Square Miles

STL Arch 630’

The Current Climb Strategy

Current Climb Strategy

Only One Current Climb

• 1st everyday

– Before the Gravity of Resistance and

• the Storm of Chaos Set In

Current Climb Strategy

At least 5 minutes every day

• More resistance, less time

Current Climb Strategy

Every day is more important than how long

Commitments to consistent action

Builds MOMENTUM

How will you reach-

Your Next Summit?

Awareness Your Next Summit

is the 1st Step to

Awareness

watch out for…

COMFORT ZONE

YOUR Declare Your Current Climb

Declare your Current Climb

Ad

van

tage

Who has

You on

Belay?

Action

Consider with Courage

Climb with Conviction

Savor Your Summit