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Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change
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Change Management Overview: A Proven Strategy for Design and Implementation of Culture Change

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  1. Change Management Overview 
 a proven strategy for design and implementation of culture change Business and Environment Series Aveda Corporation Wayne Lindholm April 19, 2011 Scanlon Leadership Network
  2. Change ManagementThe Key to Change management is The Human Element http://www.dow.com/hu/?story=theHumanElement
  3. The Human ElementThe Key to the Human Element is Principle-based Leadership
  4. Principle-based Leadership For over 50 years, the Scanlon Principleshave stood at the very heart of engagingpeople to apply their full creativity, energy andcommitment toward building a winning team,helping people achieve their full potential tomake a difference. Dwane Baumgardner – CEO, retired Donnelly Mirrors, Holland, MI
  5. Scanlon Principle-based Leadership has only Four Principles Identity Participation Equity Competence
  6. Principle of Identity Identity is driven by the process of education and based on three assumptions:ü  Change is universal and is a givenü  Belief precedes actionü  Every person and every organization is in theprocess of becoming better or becoming worse
  7. Principle of Participation Participation is driven by the process of responsibility.Participation is described as the opportunitywhich only management can give and theresponsibility which only employees can acceptto influence decisions in their areas ofcompetence.
  8. Principle of Equity Equity is driven by the process of accountability.Equity is a genuine commitment to account forthe needs of all stakeholders includingcustomers, investors, and employees.
  9. Principle of Competence Competence is driven by the process of commitment.Competence is the ability to respond to theconstant demand for improvement and change.It requires a commitment to continual learningand development personally, professionally, andorganizationally.
  10. Principle-based Leadership is uniquelyeffective for Change Management . . . ü  Values based ü  Employee-Focused ü  Time-Tested ü  Financial Benefit Proven
  11. Values BasedPrinciple-based Leadership is borne out of a deeprespect for all employees and the enormouscontributions they bring to the business if they arecompletely engaged.
  12. Employee FocusedPrinciple-based Leadership transforms cultures from an us vs. them philosophy to one of partnershipscommitted to delivering results for all stakeholders.
  13. Time-TestedFor more than 65 years, Principle-based Leadership hasstood at the heart of engaging people to apply their fullcreativity, energy and commitment toward building awinning team.
  14. Financial Benefit ProvenPrinciple-based Leadership has created high performanceorganizations in many different industries. On average,principle-based leadership companies achieve over a 150%return on investment while increasing compensation by 5%.
  15. Two case studies . . .Ø  One local – Fraser One in Michigan – Landscape Forms
  16. Path to Excellence
  17. The Fraser journeyBegan in 2006 as Lean MBOCQI Quality Design team formed in Spring 2007 15 Members Across organization representation Guides: Wayne Lindholm and Scanlon Principles: Identity --> Participation --> Equity --> CompetencePath to Excellence Training Fall 2007Introduced Quarter Four 2007
  18. The Path to Excellence 
 Intent Statement To create an overarching framework that continuously builds quality, consistency,cooperation, safety, and better performance for the client.
  19. Two case studies . . . One local – FraserØ  One in Michigan – Landscape Forms
  20. new for 2009Principles
  21. 360˚ product development Product customerscustomers needs Listen to needs Engage launch – copy/graphics/display Get customer feedback Collaborate with product designers Listen toemployee input Collaborate with product designers Get customer feedback Engage employee input Product launch – copy/graphics/display
  22. We are environmentally responsible service
  23. We participate in the professional and commercial life of our industry.Landscape Forms supports the Landscape Architecture Foundation at theSecond Century level and is a corporate member of ASLA, CSLA, IIDA, IDA,Main Street USA, BOMA and the USGBC which administers LEED. service
  24. Landscape Forms is Recognized . . .- Top Small Business withExceptional Workplace- Leading Innovator and rolemodel for larger businesses new for ASLA
  25. Some may say I hear what your are saying, but it sounds like hard work.It is hard wok, but so is maintaining a culture by defaultwhere you don t have fully engaged employees bringingtheir whole person to work.
  26. Without fully engaged and participative employees, it is harder work to . . .Ø Attract, motivate and retain top talentØ Eliminate culture drag that impedes group performanceØ Create change ready organizations that embrace changeØ Create an environment where employees freely offer their ideasØ Development a hard-to-imitate culture of practices and behaviorsØ Create increased client loyalty and fully deliver on a brand promise
  27. Can you envision building achange-ready culture for your organization?
  28. ResourcesBooks: o  Compression: Meeting the Challenges of Sustainability Through Vigorous Learning Enterprises by Robert W. Hall, Ph.D. o  A Whole New Mind: Why Right-Brainers Will Rule the Future by Daniel H. Pink o  Good to Great: Why Some Companies Make the Leap...And Others Dont by Jim Collins o  Identity Is Destiny: Leadership and the Roots of Value Creation by Laurence D. Ackerman and Laurence D. Ackerman o  A Whack on the Side of the Head: How You Can Be More Creative by Roger VonOech o The Wisdom of Crowds by James Surowiecki o  The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization by Peter M. Senge, Art Kleiner, Charlotte Roberts and Rick Ross o  Servant Leadership: 25th Anniversary Edition by Robert K. Greenleaf o  Scanlon EPIC Leadership Principles by Paul Davis, Larry Spears (available from Scanlon Leadership Network - info@scanlon.org )Monograph: o  Why Scanlon Matters by Paul Davis, Larry Spears (free publication from Scanlon Leadership Network - info@scanlon.org )Websites: o  Compression - www.Compression.org o  Servant-Leadership - www.SpearsCenter.org o  Scanlon Leadership Network - www.Scanlon.org
  29. About the Speaker Wayne Lindholm Wayne Lindholm operates a leadership development practice based in Edina, MN, and serves as president of the Scanlon Leadership Network based in Michigan. Prior to this, he worked for over 30 years leading change management programs with General Motors, Morton Salt, Warner-Lambert, and 3M. He has a passion for serving the developmental disability community and since 1998 has served as president of the Down Syndrome Foundation, a 501(c)(3) community-based foundation whose mission is to support independence for persons with Down syndrome. Lindholm holds a BS in mechanical engineering from the University of Minnesota and a MS in manufacturing systems from the University of St. Thomas. Wayne Lindholm, President Scanlon Leadership Network Email) wayne@scanlon.org Website) www.scanlon.org Phone) 612-240-8488

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