Spring 2013 peter debreceny change leadership
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Peter Debreceny IPRC Conference May 15, 2013
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Transcript of Spring 2013 peter debreceny change leadership
Peter DebrecenyIPRC ConferenceMay 15, 2013
Our World hasRadically Changed
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Globalization
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DemographicChanges
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Technological Breakthroughs
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Our Companies The World
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Multi-Generational Workforce
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Traditional Workforce 2020
Benefits Opportunities
Prestige Actualization
Taking Charge & Getting Ahead Nurturing & Growing
Managing Coaching
Developing Specific Skills Maximizing Potential
Source: Cisco, Workforce 2020 © Gagen MacDonald 2013
Expectations are Changing withthe Changing Nature of Work
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What This Means forYour EmployeesTo successfully meet industry challenges,you need employees that are:
Aligned around company strategy
Focused on innovation
Customer-centric and savvy
Clear on how their work connectsto the company’s success
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92% Agree that their colleagues deliver high-quality work product
56% Believe there is a clear vision for the future
60% Are enthusiastic about the future
53% Report there is someone who encourages their career development
62% Believe the organizational structure provides for clear accountabilities
16% Are actively disengaged© Gagen MacDonald 2013
Employee Survey Results
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10 players would believe in the capabilities of their teammatesBut, only 6 of 11 would know which goal is theirs5 wouldn’t careHalf of the team wouldn’t know the coach4 players wouldn’t know their positions 2 would be on the sidelines, staring at their shoes
If ThatWere aSoccerTeam…
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Benefits of Engagement
Improvesemployee
performanceby up to
Increasescustomers
satisfactionratings by up to
Reduces turnoverby up to
1 – Corporate Leadership Council (CLC), 2004
2 – Towers Watson, 2002
3 – Development Dimensions International (DDI), 2004
20%1
23%3
50%2
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People Continuum
Disengaged EngagedSatisfied Committed
Fragmented IntegratedMandated Exchange
Communication Continuum
BusinessResults
1 42 3
The Goal is Consistency
Performance Communications Path
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How Engagement and Change Work
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Strategy Structure Culture
Communication & Engagement
The highest level of performance and innovation are achieved when strategy, structure, and culture are aligned.
Alignment
Innovation environmentLeadershipShared ValuesAttitudes/BeliefsBehavioral ShiftsOrganizational Experiences
Cross-functional collaborationLeadership ChangesOrganization LayoutSystems/ProcessesPolicies and ProceduresDepartment and Job Practices
InnovationReputation &Brand StrategyStrategic PlanningProcessStakeholder Value Propositions &ManagementCompetitive Analysis & Planning
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Our approach to change and cultural transformation
Establish the Compelling Business Context
Define / Refine the Cultural Levers
Drive Ownership and Alignment
Foster Engagement and Ownership
Reinforce and Integrate Systems for Sustainability
Keep Pushing the Culture to Push Performance
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Establish the Compelling Business ContextAlign top leaders around a clear vision for the future based in core purpose and missionDefine the critical prioritiesIdentify the key business metricsDefine who are we and why are we here in a powerful narrative
Define / Refine the Cultural Levers*Establish a baseline of current state through employee survey data,focus groups, leader interviewsIdentify the enduring cultural levers that need to be preserved and definethe gaps between current state and future state that need to be addressedIdentify and / or refresh Values and Observable Behaviors (or Leadership Behaviors) required to achieve the aspirational future stateEngage leaders in painting a clear picture of the From – To journey
Drive Ownership and Alignment – Start at the TopAlign the Executive Team around the Cultural levers through an experientialworkshop to drive insights and establish personal commitments towards modelingthe desired cultureBuild a critical mass of engaged and committed leaders by cascading the experiential workshop to the top senior leadersEquip Senior Leaders to support and facilitate the cascade of the experiencethroughout the organizationAlign Performance & Development process to drive accountability for the critical behaviors
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* Cultural levers are company-specific key principles chosen to drive the culture i.e., values, guiding behaviors, leadership imperatives
How Change Elements come to life
Foster Engagement and Ownership Throughout the OrganizationInspire storytelling—Equip leaders to communicate the compellingnarrative and share personal stories around the transformationShine a light on success storiesEstablish a constant communication and engagement drumbeat withrelevance at local levelsDevelop and prepare ambassadors throughout the organization tocommunicate and engage the organizationMap rational and emotional drivers to engagement i.e., power structures,symbols, rituals and routines
Reinforce and Integrate Systems for SustainabilityCelebrate Successes!Integrate cultural levers throughout company systems and processes(e.g., HR Systems, Talent Strategy and Operations Reviews)Connect all critical initiatives to the culture: e.g., Quality, R&D,Customer Service, Sales, Operational ExcellenceStrengthen leader capability through tools and leadership development programsChart progress against clear business metrics – keep strategy, structure, culture elements connected
Keep Pushing the Culture to Push PerformanceCultural levers* need to be systematically reviewed and adjusted to supportevolving market needs, strategies, business priorities and metricsContinually communicate, reinforce and reward the desired behaviorsContinuously reinforce leadership commitment
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How Change Elements come to life
Managing momentum is key
©2013 Gagen MacDonald
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Choose multiple channelsMore feedback
Less feedback
Massdistribution Interpersonal
TransactionalSurvey Focus groupsLeadership conferenceLeader blogsTown hall Face to faceWeb discussions
DistributionPrint/PublicationsIntranetBenefit CommunicationsMass e-mailWebcastsPodcastsVideo networks
DialogueCoachingFeedback forumsSmall group discussionsAction-planningEmployee roundtablesFace to face
TransactionalStaff meetingEmployee briefingShift meetingLeader-led discussionsFace to face
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Develop phased, detailed integrated change communication roadmap
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January MayFebruary March April
CEO/President
Senior Leaders
GMs AllassociatesAudience key Regional
On
e-ti
me
Drumbeat Communicationintranet microsite updates
Rec
urr
ing
Global town hall
Globaltown hall
PMO integration progress report
Quarterly integration newsletter
Quarterly integration newsletter
CEO update BU monthly update
Quarterly CEO state of the business update
Quarterly CEO state of the business update
EMEA Sales Meeting
PMO Integration progress report
PMO Integration progress report
PMO Integration progress report
Initiate a Communication Drumbeat
APAC Sales Meeting
Strategy execution 30 day progress update (w/cascade)
Leadership and org transition announcements
Strategy execution update including any structural changes (w/cascade)
Headquarters announcement
Impact on IT
Impact of synergies on plans andorg structure(w/cascade)
Planned benefits changes
Begin rolloutof integrated Company Vision and Values
Communicate next stage of business transformation impacts
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Channels and tools
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Tell a compelling storySharing experiences through stories builds trust, cultivates norms, transfers knowledge, facilitates learning, and generates emotional connections.
The successful use of stories in organizations requires leaders to choose appropriate story-moments andto be clear on goals. Identify a portfolio of stories to help create a shared narrative and provide resources to our leaders/line managers to capture and retell the portfolio of stories and add their own.
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Prepare leaders to communicate change
Communication Objectives
Keep employees engaged in culture changeStem productivity loss; retain talentBuild awareness and understanding of strategic imperativesand individual BU goalsCreate focus on what’s critical to successActivate leaders to be effective communicators
Communication Plan Template & Interview
IndividualLeader Change
Communication Plan integrated with IC
Cascadeprocess for
key milestones
Feedback & dialogue; measurement
Use a leadertoolkit to
jumpstart cascade
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And give them the tools they need
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Create momentum across the company
Measure business impact and behavior change
EngagementItemize relevant items from existing surveys
Communication Effectiveness
Measure outcomes from programs and channels Analyze receiver preferences
Culture/BehaviorsIdentify relevant behavioral measures Build on existing surveysSet new measures, if needed
Business Performance
Analyze metrics against specific engagementand communications measures
Functional Capability
Competency and skill assessmentCustomer satisfactionBest practices and benchmarks
Business Impact
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What is aleader?
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A leader has followers.
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How do I lead in a world where I feel
NO LONGERIN CONTROL?
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The Community
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The Context
What Motivates Us
The New Leadership Imperative
The GenerationalLens
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Capturing the Imagination
Co-Creating Possibilities
Unleashing Capability
1 4 72 5 83 6 9
Connecting withPurpose & Meaning
Inspiring withStories
Awakening Leadership at All Levels
Charting New Pathsfor Contribution
Curating Creativity& Action
Cultivating Relationships, Networks and Community
BuildingCritical Mass
EmpoweringOthers
FuelingMomentum
Framework
© 2013 Gagen MacDonald LLC
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A paycheck drives compliance.
People’s sense of purpose, mastery and autonomy drives engagement.
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People want to connect to something bigger.
Ideas inspire action when they connect towhat matters and what’s real.
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Great leadership is infectious.
A story isn’t a story until everyonecan tell it.
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Let Go & Leadletgoandlead.com
The Arthur W. Page Societyawpagesociety.com
IPR Organizational Change Management Research Siteinstituteforpr.org/orgcomm
Resources
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