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Peter Debreceny IPRC Conference Our Changing World
- 1. Peter Debreceny IPRC Conference May 15, 2013
- 2. Our World has Radically Changed 2
- 6. Our Companies The World 6
- 8. 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 with the Changing Nature of Work 8
- 9. What This Means for Your Employees To 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 connects to the company’s success 9
- 10. 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 10
- 11. 10 players would believe in the capabilities of their teammates But, only 6 of 11 would know which goal is theirs 5 wouldn’t care Half of the team wouldn’t know the coach 4 players wouldn’t know their positions 2 would be on the sidelines, staring at their shoes If That Were a Soccer Team… 11
- 12. Benefits of Engagement Improves employee performance by up to Increases customers satisfaction ratings by up to Reduces turnover by up to 1 – Corporate Leadership Council (CLC), 2004 2 – Towers Watson, 2002 3 – Development Dimensions International (DDI), 2004 20%1 23%3 50%2 12
- 13. People Continuum Disengaged EngagedSatisfied Committed Fragmented IntegratedMandated Exchange Communication Continuum Business Results 1 42 3 The Goal is Consistency Performance Communications Path 13
- 14. How Engagement and Change Work 14
- 15. Strategy Structure Culture Communication & Engagement The highest level of performance and innovation are achieved when strategy, structure, and culture are aligned. Alignment Innovation environment Leadership Shared Values Attitudes/Beliefs Behavioral Shifts Organizational Experiences Cross-functional collaboration Leadership Changes Organization Layout Systems/Processes Policies and Procedures Department and Job Practices Innovation Reputation & Brand Strategy Strategic Planning Process Stakeholder Value Propositions & Management Competitive Analysis & Planning 15
- 16. 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 16
- 17. Establish the Compelling Business Context Align top leaders around a clear vision for the future based in core purpose and mission Define the critical priorities Identify the key business metrics Define 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 interviews Identify the enduring cultural levers that need to be preserved and define the gaps between current state and future state that need to be addressed Identify and / or refresh Values and Observable Behaviors (or Leadership Behaviors) required to achieve the aspirational future state Engage leaders in painting a clear picture of the From – To journey Drive Ownership and Alignment – Start at the Top Align the Executive Team around the Cultural levers through an experiential workshop to drive insights and establish personal commitments towards modeling the desired culture Build a critical mass of engaged and committed leaders by cascading the experiential workshop to the top senior leaders Equip Senior Leaders to support and facilitate the cascade of the experience throughout the organization Align Performance & Development process to drive accountability for the critical behaviors 17 * 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
- 18. Foster Engagement and Ownership Throughout the Organization Inspire storytelling—Equip leaders to communicate the compelling narrative and share personal stories around the transformation Shine a light on success stories Establish a constant communication and engagement drumbeat with relevance at local levels Develop and prepare ambassadors throughout the organization to communicate and engage the organization Map rational and emotional drivers to engagement i.e., power structures, symbols, rituals and routines Reinforce and Integrate Systems for Sustainability Celebrate 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 Excellence Strengthen leader capability through tools and leadership development programs Chart progress against clear business metrics – keep strategy, structure, culture elements connected Keep Pushing the Culture to Push Performance Cultural levers* need to be systematically reviewed and adjusted to support evolving market needs, strategies, business priorities and metrics Continually communicate, reinforce and reward the desired behaviors Continuously reinforce leadership commitment 18 How Change Elements come to life
- 19. Managing momentum is key ©2013 Gagen MacDonald 19
- 20. Choose multiple channels More feedback Less feedback Mass distribution Interpersonal Transactional Survey Focus groups Leadership conference Leader blogs Town hall Face to face Web discussions Distribution Print/Publications Intranet Benefit Communications Mass e-mail Webcasts Podcasts Video networks Dialogue Coaching Feedback forums Small group discussions Action-planning Employee roundtables Face to face Transactional Staff meeting Employee briefing Shift meeting Leader-led discussions Face to face 20
- 21. Develop phased, detailed integrated change communication roadmap 21
- 22. January MayFebruary March April CEO/ President Senior Leaders GMs All associatesAudience key Regional One-time Drumbeat Communication intranet microsite updates Recurring Global town hall Global town 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 and org structure (w/cascade) Planned benefits changes Begin rollout of integrated Company Vision and Values Communi cate next stage of business transform ation impacts 22
- 24. Tell a compelling story Sharing 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 and to 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. 24
- 25. Prepare leaders to communicate change Communication Objectives Keep employees engaged in culture change Stem productivity loss; retain talent Build awareness and understanding of strategic imperatives and individual BU goals Create focus on what’s critical to success Activate leaders to be effective communicators Communication Plan Template & Interview Individual Leader Change Communication Plan integrated with IC Cascade process for key milestones Feedback & dialogue; measurement Use a leader toolkit to jumpstart cascade 25
- 26. And give them the tools they need 26
- 27. 27 Create momentum across the company
- 28. Measure business impact and behavior change Engagement Itemize relevant items from existing surveys Communication Effectiveness Measure outcomes from programs and channels Analyze receiver preferences Culture/Behaviors Identify relevant behavioral measures Build on existing surveys Set new measures, if needed Business Performance Analyze metrics against specific engagement and communications measures Functional Capability Competency and skill assessment Customer satisfaction Best practices and benchmarks Business Impact 28
- 30. A leader has followers. 30
- 31. How do I lead in a world where I feel NO LONGER IN CONTROL? 31
- 32. The Community 32
- 33. The Context What Motivates Us The New Leadership Imperative The Generational Lens © 2013 Gagen MacDonald LLC 33
- 34. Capturing the Imagination Co-Creating Possibilities Unleashing Capability 1 4 7 2 5 8 3 6 9 Connecting with Purpose & Meaning Inspiring with Stories Awakening Leadership at All Levels Charting New Paths for Contribution Curating Creativity & Action Cultivating Relationships, Networks and Community Building Critical Mass Empowering Others Fueling Momentum Framework © 2013 Gagen MacDonald LLC 34
- 35. 35
- 36. A paycheck drives compliance. People’s sense of purpose, mastery and autonomy drives engagement. 36
- 37. People want to connect to something bigger. Ideas inspire action when they connect to what matters and what’s real. 37
- 38. Great leadership is infectious. A story isn’t a story until everyone can tell it. 38
- 39. Let Go & Lead letgoandlead.com The Arthur W. Page Society awpagesociety.com IPR Organizational Change Management Research Site instituteforpr.org/orgcomm Resources 39
- 40. Peter Debreceny +1 (312) 673-7324 p.debreceny@gagenmac.com Thank You 40